Thursday, October 1, 2026
For more than three decades, Nick Covey has watched public transportation in North Central Washington evolve from a modest operation housed in double-wide mobile homes into a modern, forward-looking transit system that moves millions of miles each year. Now, as CEO of Link Transit, Covey is leading the very organization he helped build—guiding it through a period of regional growth, technological transformation and increased focus on sustainability.
A Wenatchee native with deep roots in the community, Covey’s career reflects both institutional knowledge and long-term commitment. From finance and facilities to chief of staff and now executive director, he has played a role in nearly every facet of the agency’s development. Under his leadership, Link Transit continues expanding service across Chelan and Douglas counties while investing in fleet electrification, infrastructure modernization and workforce development.
In this Executive Q&A, Covey reflects on his path to the top role, the economic impact of reliable transit, and how long-range planning, clean energy investments and strong community partnerships are shaping the future of mobility in the region.
Please tell our readers a little bit about yourself and your path to becoming executive director of Link Transit.
I joined Link Transit in 1994, when Link operated out of three double-wide mobile homes. I’ve had the opportunity to be a part of Link Transit as it’s grown over the past 34 years into a vital service for the citizens of Chelan and Douglas counties. Prior to being appointed executive director, I served as chief of staff, where I oversaw daily operations and capital planning. Before that I was the finance and facilities manager, with responsibility for financial planning, accounting, budgeting, grants, procurement, asset management and all facilities improvements. These roles along with 30-plus years in the public transit industry have given me an overall understanding of how Link Transit works in the community to deliver reliable service to our guests.
I grew up in Wenatchee, where my parents owned and operated restaurants. After several years working in this industry, I went back to school and graduated with a degree in business and accounting from Central Washington University. After several years in Seattle and welcoming two kids, my wife Cathy and I moved back to Wenatchee to raise our family and begin my career with Link Transit.
I’ve also served for many years on the Washington State Transit Insurance Pool board, including chair, the Chelan-Douglas Transportation Council and the Transportation Improvement Board. I have also served on local boards supporting community health, youth programs, and athletics.
Stepping into the role of executive director felt like a natural progression—I have many years of institutional knowledge, deep relationships with staff and partners, and a shared vision with the Board for the future of Link Transit. I am honored to continue leading an organization that plays such an essential role in the daily lives of people across Chelan and Douglas counties.
How do you describe Link Transit’s role in Chelan County’s economy and day-to-day business activity?
I’m proud of the hard working individuals who travel more than 2 million miles per year to provide valuable transportation services seven days a week to the residents and businesses of Chelan and Douglas county. Every day, our system connects people to jobs, education, healthcare, shopping, and tourism destinations—many of which would be difficult or costly to access without reliable public transportation. From supporting commuters traveling to work, to students traveling to school, to providing access for visitors in our tourism-driven communities, transit helps keep the local economy moving. Our investments in infrastructure, fleet modernization, and regional connectivity also support long-term economic development by making the region more accessible and competitive.
What are Link Transit’s top priorities as the region continues to grow and change?
As Link completes the final goals of Vision 2020, we look forward to continuing progress for our two-county area. Through a new strategic plan developed this past year, our priorities are guided by five strategic focus areas:
Our goals remain the same in providing safe, reliable transportation; however, we are also recognizing how Link can play a role in everyone’s life. You may not be a current bus rider, but there are other ways Link may benefit you. You may have an elderly or disabled family member that uses LinkPlus (Link’s paratransit service), you may be a contractor bidding on one of Link’s many local projects, use one of Link’s Rideshare vehicles to get to work, or you may benefit from a special service during one of the many community celebrations Link serves.
The next steps for Link are providing service to the sparsely populated areas in Chelan and Douglas counties, serving trailheads, and providing a more robust weekend service - all while continuing to partner with the cities and counties we serve to give better access to transit.
As the region grows, we are focused on aligning service with evolving travel patterns, investing in infrastructure that supports growth, increasing our commitment to clean energy, and ensuring our system remains safe, reliable, and adaptable for both urban and rural communities.
Reliable transportation is often taken for granted. How does Link Transit support workforce access for local employers?
Reliable transit is critical to workforce stability. Link Transit is a valuable partner with local businesses. Finding reliable transportation for those working in the hospitality industry in Chelan and Leavenworth helps our local businesses. We provide a seven-day-per-week service that supports local employers with consistent, predictable transportation, reducing employment barriers and ensuring employees arrive on time. Our fixed-route system, ADA paratransit, and rideshare programs all contribute to workforce access, particularly for individuals who may not have a personal vehicle. In a region with seasonal employment and dispersed job centers, transit plays an essential role in connecting workers to opportunity.
How do you approach long-term planning for a public transportation system in a county with both urban and rural needs?
Long-term planning starts with flexibility and collaboration. Chelan and Douglas Counties have diverse transportation needs. There are higher-density urban corridors, smaller rural communities, and rural living within the two-county area. As with all business decisions, we look at our “rate of return” on service investments. If the traditional way of providing service does not work, we have other services that may work - from our Rideshare and Community Van programs to our vehicle donations to nonprofits. Our goal is to be an asset in all our communities, big and small. We strive hard to meet everyone’s needs and will continue to do so.
To ensure the success of our strategic planning, we look at service planning, capital investments, and financial forecasting to ensure sustainability over time. We also work closely with local jurisdictions and regional partners to align transit investments to road improvements, such as the Highway 2 roundabout in Leavenworth, park-and-ride developments in Entiat and Rock Island, and sidewalk improvements in Chelan and Cashmere.
What factors guide decisions around fleet upgrades, facilities, and infrastructure investments?
In the early 2000s, new state and federal mandates encouraged public transportation agencies to transition toward alternative fuels, with a strong emphasis on battery-electric technology. Link was among the early adopters of this movement and has since become a regional leader in fleet electrification.
By early 2027, Link will operate 41 battery-electric vehicles, reducing reliance on diesel and gasoline and saving more than $500,000 annually in fuel costs alone. This transition reflects a long-term commitment to environmental stewardship, fiscal responsibility, and operational excellence.
To support this growing fleet, Link recently completed a state-of-the-art bus barn designed to accommodate up to 56 battery-electric vehicles. The facility is built to modern standards and is carefully maintained to ensure safety, reliability, and efficiency for years to come.
All major decisions at Link are guided by the core principles of safety, reliability, lifecycle cost, operational efficiency, and long-term community benefit. Fleet and facility investments are evaluated based on asset condition, maintenance requirements, environmental impact, and their ability to support both current operations and future growth.
Federal and state funding opportunities, especially those that promote clean energy and accessibility, play a critical role in advancing projects in a responsible and strategic manner. By aligning local priorities with broader sustainability goals, Link continues to invest in infrastructure and technology that serve the community today while preparing for tomorrow.
How do efficiency, cost control, and service quality factor into your leadership and decision-making?
Efficiency and service quality are not competing goals; they reinforce each other. Strong financial management allows us to reinvest in service, infrastructure, and people. We continuously evaluate performance metrics, maintenance practices, and service delivery models to ensure we’re using public resources responsibly while delivering high-quality service. Cost control is about long-term sustainability, not short-term cuts, and that perspective guides our decision-making.
In what ways has technology or data helped improve operations or service delivery at Link Transit?
Technology and data play a growing role in how we plan and operate service. Ridership data, service metrics, and performance tracking help us adjust routes, schedules, timing, and resource allocation to better meet demand. Technology investments—ranging from fleet systems to customer-facing tools—have improved reliability, communication, and the overall rider experience while also supporting more efficient internal operations.
Workforce recruitment and retention are challenges across many industries. How is Link Transit addressing those challenges internally?
We recognize that our workforce is our most valuable asset. Link Transit focuses on competitive wages and benefits, a strong safety culture, and opportunities for professional development and advancement. We invest in training, leadership development, and workplace culture because retaining experienced employees is critical to service reliability and institutional knowledge. Creating a supportive and mission-driven workplace helps us attract and retain dedicated public service professionals.
How do sustainability considerations show up in everyday operational decisions at Link Transit?
Sustainability is embedded in how Link operates and is a cornerstone of reliability for our guests. The citizens of Chelan and Douglas Counties depend on Link every day—for work, school, medical appointments, and essential services—so we must consistently “show up.” Reliability means our community can count on us without interruption.
At the heart of that reliability is financial stability. Our mission to provide dependable transportation cannot be compromised by funding shortfalls, unreliable vehicles, or workforce instability. Strong financial planning ensures we can maintain service levels, invest in our people, and proactively replace and maintain vehicles and facilities before issues arise.
With a 10-year outlook, we closely monitor trends in revenues, workforce development, fleet replacement, and facility expansion. This long-range planning allows us to remain nimble—adjusting strategically to economic shifts, regulatory changes, and evolving community needs—while protecting the continuity of service.
Sustainability is not a separate initiative; it informs both our daily operations and long-term investments. From transitioning to zero-emission buses and implementing inductive charging infrastructure to improving energy efficiency across our facilities, environmental considerations guide decision-making at every level.
These investments do more than reduce emissions. They lower long-term operating costs, strengthen energy resilience, and promote healthier communities. They also position Link to successfully navigate future regulatory requirements and compete for state and federal funding opportunities that prioritize clean energy and accessibility.
By aligning environmental responsibility with financial discipline and operational excellence, Link ensures that sustainability directly supports reliability—today and for the decade ahead.
How do you evaluate success for Link Transit beyond traditional measures like ridership?
While ridership is important, success is also measured through reliability, safety, accessibility, customer satisfaction, and community impact. We look at how well the system supports mobility for people of all ages and abilities, how effectively we partner with local jurisdictions, and how transit contributes to quality of life and economic vitality. Success means being a dependable public service that the community can count on.
Looking ahead, what trends do you believe will most shape transportation and mobility in Chelan County over the next decade?
Key trends include continued population growth, an aging population, evolving workforce needs, advances in vehicle technology, and increased focus on sustainability and climate resilience. We also expect stronger integration between transportation, land use, and housing decisions. Transit will play a central role in addressing these trends by offering flexible, equitable, and environmentally responsible mobility options.
Who or what inspires your approach to leadership in public service?
Over the past 30+ years, I’ve had the privilege of working alongside exceptional leaders who have shaped my perspective on leadership and public service. Those experiences have reinforced a belief that leadership is ultimately about people and relationships.
My highest priority has always been the relationships I’ve built with our staff and Board members. Link is filled with passionate, dedicated professionals who believe deeply in the work we do—and they inspire me every day. It’s no small task to safely maneuver a 40-foot bus through busy streets day after day, yet our operators do it with skill and professionalism. I admire the team members who keep our vehicles and facilities clean in every season and in all conditions. I also have tremendous respect for our guest services staff, who work compassionately with people from all walks of life.
Our Board of Directors deserves equal recognition. Their steadfast support of Link’s mission and their commitment to ensuring we remain a valuable resource for the communities we serve are critical to our success.
Remaining with one organization for more than 30 years carries significant meaning. In 2025, we celebrated five employees who retired after more than three decades of service, with more long-tenured team members retiring in 2026. Staying 30+ years represents more than a paycheck—it reflects strong relationships, shared purpose, and a belief in the mission you contribute to every single day. I feel fortunate and proud to have been part of Link for so many years, and I will always value both the people who provide the service and the people who rely on it.
My approach to leadership is grounded in stewardship, transparency, and long-term thinking. Public service leadership requires building trust, maintaining financial and operational responsibility, and planning for the future while delivering excellence today. I’m motivated by the opportunity to strengthen systems that serve the entire community—now and for generations to come—while supporting the dedicated professionals who make that service possible every day.
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