Graduate profile: Ashli Molina

After grad school, I worked for a small consulting firm in Paris, where I got exposure to transportation agencies, product development, and the many (sometimes vague) interpretations of “innovation”—which, let’s be honest, is now kind of an empty buzzword. Eventually, I moved to Boston and spent six years at the MBTA (Massachusetts Bay Transportation Authority), better known as “the T.”
I had a strong sense that I wanted to work in public service at the intersection of transit and technology, so I joined the T in a very junior role and spent a lot of time learning bus operations from the ground up. My first role allowed me to spend a lot of time talking to frontline staff—dispatchers, inspectors, etc. Over time, I went deep into the technology that powers bus service, becoming knowledgeable in bus operations, bus technology, and program/product management. I eventually moved into more senior roles, most recently as Deputy Director of Bus Technology.
After six years, I was curious about the other side of the table. As my former boss said, “It’s great to be the customer”—but I wanted to understand what it meant to be the vendor building the tech that agencies rely on. That curiosity led me to my current role. 

I recently started a new role as a Technical Program Manager on the Engineering team at Hayden AI. We build camera systems and software that help cities enforce bus lanes and bus stops automatically—basically, helping to keep buses safe, on time, and moving through traffic more reliably.
In this role, I coordinate across engineering teams to make sure we’re delivering for our clients (the transit agencies) in a way that’s sustainable, timely, and aligned with their goals. Before this, I led the Bus Technology program/team at the T. That team was made up of product/project/program managers, a product team of designers and engineers, a systems administrator, and a network engineer. I helped set strategy, prioritize projects, and make sure we were building the right things the right way. We were true partners to other teams at the agency, such as Bus Transportation/operations, Safety, Vehicle Engineering, Vehicle Maintenance, etc. I also focused a lot on people management. team process, and morale. Across both roles, what I’ve consistently loved most is working with people—whether it’s engineers, researchers, or frontline staff—and thinking strategically about how to tackle tough problems. What’s the actual issue here? How do we frame it? And where’s the smartest place to start? 

I’m a GLM alum, and a lot of what we learned continues to shape how I approach work—especially around multi-stakeholder governance and systems thinking. We spent a lot of time unpacking how public and private stakeholders interact at large organizations, what drives their behavior, and how policy can shape outcomes. At the time it sometimes felt abstract, but those lessons show up constantly in my day-to-day.
At the T, I had to navigate across departments, build trust, and keep people aligned on shared goals—even when they didn’t report to me or have the same priorities. GLM gave me a foundation for understanding those dynamics and remaining focused on outcomes. It also shaped how I think about transportation as connected to housing, utilities, and economic development—not just as a siloed issue.
And the behavioral policy pieces really stuck with me. So much work in public transit is about influencing behavior: how to get riders to trust the system or choose transit over driving. GLM gave me a good lens for thinking through those challenges.

When I was at GLM, I was interested in transportation, housing, and utilities, but I had no idea I’d end up in this very specific niche of transit technology. After graduating, I thought I’d work for a housing authority or a non-profit—but I took a consulting job in Paris instead, mostly because I loved the people and it let me stay in France a bit longer. That unexpected path turned out to be a great foundation. 
So my advice would be: stay open minded and curious. Explore things even if they don’t fit your original plan. You can do a lot from GLM. Say yes to opportunities that spark curiosity, and trust your instincts. You don’t have to know exactly where you’re headed to build a career that feels aligned with your values and interests.