DCTA Reviews

This place has no stability. Bus routes are always changing, and nothing feels consistent. They can’t keep drivers, so service is constantly affected. The numbers don’t always feel real. It often seems like things are made to look better than they actually are. Meanwhile, they’re trying to expand to other cities when Denton itself isn’t even under control. Technology is outdated or missing, and the facilities are in bad shape. Employees are expected to make it work with very little support. Turnover is extremely high. People are brought in to fix things, and then they’re gone. It’s a repeating cycle, and nothing ever really improves. Leadership focuses more on appearances than real issues. Having leadership dress up as hourly employees (mechanics, drivers, etc.) and call it “engagement” comes across as out of touch and honestly feels belittling. It doesn’t fix anything. Recognition at board meetings is treated like motivation, but it feels empty when real problems are ignored. A lot of people are leaving, and more are on their way out. For me, leaving was the best decision I could have made.

The core issue is ineffective leadership. My direct manager had no prior experience managing people and even admitted she never wanted to. Feedback often missed the mark, reflecting inexperience rather than performance. Senior leadership frequently calls itself “a work in progress,” but the constant turnover tells a different story. Innovation isn’t embraced. I was criticized for using AI—a tool used by over 150 million people monthly in 2025. Instead of fostering progress, leadership tends to view initiative and competence as threats. When ego outweighs collaboration, people lose motivation.