John Sapp
President and CEO / NFI Group
John Sapp, the newly appointed President and CEO of NFI Group, unpacks his vision for the growing organization and how NFI is shaping the future of sustainable mobility.
Formed in 2005 (with its original roots dating back to 1930), and based in Winnipeg, Canada, NFI Group has evolved into one of the world’s top providers of sustainable bus and motorcoach solutions. The company proudly operates in more than ten countries, employing a talented team of over 9,200 people across nearly 50 facilities worldwide. Through a series of strategic acquisitions, including Motor Coach Industries, Alexander Dennis, and ARBOC Specialty Vehicles, NFI has shifted from a regional manufacturer to a global leader with over 450 years of combined industry experience across its brands.
NFI currently offers the industry’s widest range of sustainable drive systems, including zero-emission electric, natural gas, hybrid, and clean diesel buses and motorcoaches. With more than 100,000 vehicles on the road and over 325 million miles of electric service completed, NFI’s products play a key role in reducing urban congestion, improving accessibility, and supporting economic growth in cities worldwide.
“The near-term opportunities for us from a growth standpoint are really around continuing to drive bus and coach volumes to the level that our customers need them to be. And we need to ensure that within our four walls, we’re supporting that.”
“Our decades‑long partnership with New Flyer reflects a shared commitment to excellence. Serving the most demanding transit agencies in the U.S. and Canada, New Flyer expects performance and accountability from suppliers—and invests as a partner to help us grow, strengthening both organizations and the transit industry as a whole.”
Dan Koschik / AROW Global Corp. / President & General Manager
Leading a New Era
Under the leadership of John Sapp, NFI is entering a transformative new era. Appointed CEO in January 2026, Sapp brings more than 25 years of leadership experience from the aerospace sector, including senior positions at Eaton, Collins Aerospace, and GE Aviation. He also served in the US Air Force as an F-15 fighter pilot and instructor.
Sapp’s decision to join NFI was rooted in the company’s strong market status and culture of agility. “This is a fantastic business. When you factor in the market positions that this business holds, it’s really across the portfolio. But certainly, when you look at what we do in North America, the backlog we have, and also what we do in various segments within the transit space, we are extremely well positioned.”
That adaptability, says Sapp, is essential: “This business is one we’ve really developed capabilities in over the decades that enable us to succeed in a market that calls for agility and requires a unique skill to adapt and meet customer needs.” From the outset, Sapp has embarked on an intensive deep dive across NFI’s facilities and teams. Seventeen site visits later, the CEO has observed a common thread: unity of purpose. “There’s a real focus on what we have as a mission. Between the people, the market, the backlog, and the mission that we serve, this is outstanding work, and it was a very easy decision for me to take on, in terms of the opportunity.”
“Those are the things that really attracted me to the role, plus the fantastic team and the different members of the critical leadership.”
Creating Lasting Value
In the company’s Q4 2025 earnings report, NFI shared exciting news about its progress: deliveries increased by 4.5% year over year, quarterly revenue exceeded $1 billion, and net earnings rose nearly 8-fold year over year. The company is also setting ambitious goals for 2026, aiming to reach up to $4.2 billion in revenue and up to $410 million in adjusted EBITDA.
“Our record fourth quarter and full year results reflect the contribution of NFI team members across our business. During the quarter, we saw improvements in deliveries and revenue, alongside margin expansion as we converted our backlog into results,” Sapp told investors. “We have taken an approach that reflects our positive underlying expectations alongside macro factors, including tariffs, supply chain performance, and the competitive environment, that may create headwinds.”
Alongside the positive results, Sapp also delivered his commitment to the company’s financial priorities for the broader term, “These include delivering on our 2026 guidance, increasing operational performance, strengthening our supply chain, enhancing our customer experience, and effectively managing costs while driving product and operational innovation. I’m excited about the path in front of us and believe we are extremely well-positioned to deliver significant shareholder value as we execute on our multi-year plan.”
On top of these strong numbers, the company closed 2025 with a $13 billion backlog, which Sapp says is a powerful signal of customer confidence and future growth. “A thirteen-billion-dollar backlog is an incredible number when you consider what we do in terms of annual volume and the growth that will continue to be able to demonstrate for us,” Sapp proudly explains. “So, we’re certainly excited. I was very excited about this progress and keen to deliver on it, enabling continued growth.”
North America and Beyond
NFI’s growth trajectory, Sapp believes, truly sets the company apart from competitors. “When you consider that backlog we have, the recapitalization requirements of the customers that we support, and when you consider a market position as one of the few players capable of meeting those customer needs in several of the areas we serve, those are unique capabilities.” Sapp tells CEO North America that NFI is well-positioned to meet market needs in a complex North American landscape. “This is a very complex market in terms of how it operates and the different expectations and needs our customers have to support and service their various regions and locations. And we, within our New Flyer brand and now also within our Alexander Dennis brand as it begins to expand in North America, are uniquely positioned to meet those requirements.”
He adds, “Overall, I think as a portfolio, we’re extremely well positioned with these growth opportunities in front of us to be able to go deliver on it.”
Looking ahead, Sapp’s plan is clear: “When you consider the average lifespan of a transit bus, its current condition, and the ongoing need to recapitalize those fleets, this will remain an ongoing process. As we look for growth over the next three to five years, that focus will be on managing the extensive backlog and making sure we’re delivering on it.”
“This is an exciting opportunity to lead a dedicated team at a purpose driven company that plays a role in the lives of millions of people around the world every single day.”
“That is based on the fact that we’ve been developing a supply chain for decades, which is one that we feel very confident in its ability to flex and demonstrate the needed production agility with us. We have a task-like engineering team that’s able to meet those different specs and requirements for our customers and to be able to support them, and a process that we’ve developed over time to be able to achieve it.”
Manufacturing-wise, the company is also expanding in the region. “We’ve opened the all-Canada build in Winnipeg, which is dedicated to delivering full transit buses for our Canadian customers. That has increased volumes at our (New Flyer) Winnipeg facilities, allowing us to leverage the capacity we have in the U.S. to meet U.S. needs as well. Overall, it is, of course, increasing our output.”
“This facility achieves a strategic goal of enabling complete, start-to-finish Canadian bus manufacturing for Canadian customers,” Sapp stated at the opening. “This is a major milestone for our company, the province and the country as it creates hundreds of highly skilled jobs and a stronger domestic supply chain, alongside enhanced zero-emission production capabilities.”
“We’ve got terrific supplier partnerships. And just like in this industry, of course, we have our challenges that emerge, but they’re a lot of good challenges, right? They’re growth challenges.”
Sapp explains, “Within the U.S., we’ve also increased our capacity and production rates for the Alexander Dennis double-decker units at our Las Vegas facility. We are continuing to add near-term capacity to promote growth because our immediate opportunity is to increase bus and coach volumes to meet our customers’ needs.”
In the near future, NFI’s focus remains on maintaining quality and “rate readiness” in its supply chain, building upon long-term, collaborative relationships with key suppliers. “The other thing that we’re doing is an extensive amount of work around our supply chain, just to ensure that it has the right level of awareness around the growth trajectory that we’re on for the next 12, 18, 24 months.”
Driving Operational Efficiency
NFI’s operational foundation is supported by world-class manufacturing capacity. NFI has more than 3.5 million square feet of production space and 8 zero-emission bus (ZEB)-capable facilities across North America and the UK, supported by the largest bus and coach aftermarket business in its core markets.
Regarding operational organization, Sapp says, “We have the expected stand-up and tiered organizational structures, culminating in my own weekly reviews that provide a comprehensive view of operations, especially during this growth phase.”
Efficiency and quality are constant themes in Sapp’s approach. “A couple of the key areas that we really do focus on is around efficiency in the operations, as well as ensuring that work is happening at the right time and the right location for the production cycle… so that we ensure that as our buses and coaches move through the production process, the work is happening as efficiently as possible.”
Going forward, Sapp is focused on expanding capacity and supporting customers as they transition fleets to increasingly sustainable solutions. “As you grow, if you grow too quickly from a quality standpoint, the cost of poor quality can impact things very quickly. And so that goes to our supply base, but it also relates to the efforts within our own facilities to ensure that we’re limiting the potential quality impacts of the station work or moving too fast.”
Sapp’s team is committed to “Really tracking our quality as we progress to ensure that we don’t outpace that, and that while we’re driving the improvements and the acceleration, our quality is continuing to improve as well.”
Steering Innovation
NFI’s diverse product selection allows them to support cities and operators of all sizes. Meanwhile, Sapp and his dedicated team are enthusiastic about driving technological innovations that make vehicles safer, more efficient, and better connected.
Sapp proudly explains, “I’ve been extremely impressed since coming into the seat with how quickly our engineering team will develop the adaptations that are required for the specifics that a customers’ new transit bus requires and to be able to have that fed into our supply chain and for them to be able to react accordingly with the small iterations and changes that are the ones that our customers looking for and to do that on an extremely short cycle.”
NFI’s CEO believes agility is a competitive advantage in a market where customization and rapid innovation are essential. “That only happens when you’ve got great partnership and collaboration between the supplies, between engineering, the customer, and our supply chain to be able to go execute on it.”
Prioritizing Sustainability
As the transportation sector navigates climate and energy transition pressures, NFI’s products play a practical role in supporting low and zero-emission mobility solutions.
NFI designs and manufactures vehicles used in public and shared transportation systems, which support cities’ efforts to reduce per‑passenger tailpipe emissions by enabling higher‑capacity alternatives to individual automobile travel. By supporting the movement of people through public transportation networks, NFI’s vehicles may contribute to improved traffic flow and more efficient commuting, alongside broader urban planning and policy measures.
Under John Sapp’s leadership, NFI continues to advance its Sustainability Pledge, which helps guide decision-making and inform long-term strategy across the organization. Through this pledge, NFI Group seeks to embed sustainability considerations across the organization, with a focus on advancing better products, a better workplace, and a better world through its business activities.
Together with Janice Harper, NFI’s EVP of People and Culture, Sapp provides executive oversight and strategic leadership with a focus on alignment with the Company’s corporate strategy, business growth and integration, and risk management.
“John brings a strong track record of success, with leadership experience in complex customized manufacturing and aftermarket services, which makes him uniquely positioned to drive the next phase in NFI’s growth. His customer centric approach has consistently delivered profitable results, and the Board has full confidence in his ability to lead NFI at this pivotal time.”
Colin Robertson / NFI Board Chair
Harper underscored the Company’s commitment to sustainability in NFI’s most recent Sustainability Report, noting: “With diverse stakeholders across different regions, each with unique expectations, we collaborate with customers and industry partners to drive innovation, work with leadership to drive sustainability into our operations, and engage with our suppliers to promote responsible practices throughout our supply chain. This approach supports progress toward a cleaner, more efficient, and socially responsible transportation future.”
NFI also tracks environmental metrics such as energy consumption, waste, and water use across its operations to monitor performance and inform continuous improvement efforts.
Putting Customers and Communities First
NFI’s mission, vision, and values all converge on its overarching purpose: “We Move People.” Under John Sapp’s leadership, the company is doubling down on customer centricity, an approach he considers fundamental to NFI’s ongoing success.
“We only have those great positions because of our customers. The customers really do enable our success,” he proudly points out. “And so, ensuring that we always meet their expectations surrounding the quality and reliability of our product, as well as viewing it as truly being best in class, is the foundation of everything we do every single day within our four walls.”
The company’s commitment to long-term value goes beyond shareholders to include the cities, team members, and partners that are vital to its success.
Recently, NFI was named among Manitoba’s Top Employers for the second consecutive year. “This recognition is a testament to the incredible talent and dedication of our entire team,” said Sapp upon receiving the award. “NFI’s success depends on our people, and we’re proud to offer a workplace that supports growth, flexibility, and belonging. Earning this honor for the second year underscores our commitment to being an employer of choice in Manitoba and every region where we operate.”
Additionally, NFI’s New Flyer division was recognized by the Alabama Governor’s Committee as the 2025 Employer of the Year – Large Business, acknowledging New Flyer’s strong dedication to accessibility and support for employees with disabilities in Alabama.
Sapp is also committed to ensuring NFI invests in the communities where it operates, supporting local jobs, supplier diversity, and sustainability efforts.
The Road Ahead
With a clear vision and the momentum to match, NFI Group is carving out a new era in sustainable mobility; one where people and technology come together to move the world forward. Supported by his dedicated team and a $13 billion backlog, John Sapp confidently leads NFI Group into this exciting phase of growth as more cities strive to modernize their infrastructure, lower congestion, and improve air quality. Under his guidance, NFI isn’t just responding to today’s mobility challenges; it’s shaping the future of transportation for generations to come.
As he recently shared with investors, “Our focus across the business will be on enhancing the customer experience, improving operational performance, driving growth, and creating value for all stakeholders, and I am excited about where we go next.”
