Rising Stars 2026: Luis Carrasquero

Luis Carrasquero, 36 
Deputy chief operating officer
Metrolink/Southern California Regional Rail Authority (SCRRA)

Nominator’s quote: “[Luis] brings together engineering, operations, signal systems and frontline personnel to ensure that innovation enhances, rather than disrupts, safe railroad operations. He is equally comfortable discussing technical architecture with vendors as he is mentoring interns or coaching emerging leaders within our organization. ... [He] is not simply rising within one organization; he is helping shape how commuter railroads integrate advanced technology to build safer, more resilient systems.” — Donald Filippi, Metrolink/SCRRA

Education: Bachelor of Science in mechanical engineering; Master of Science in mechanical engineering, University of Southern California (USC).

Job responsibilities: Oversees track, signal, positive train control (PTC), facilities and non-revenue fleet departments. Leads daily railroad operations, manages operating and maintenance budgets, ensures regulatory compliance, and works with teams and contractors to improve efficiency and reliability across the system.

Briefly describe your career path.
I started an internship at Parsons Transportation Group. I began as a road and highway engineering intern working on design documentation and project support and transitioned into an associate engineer role where I was introduced to rail through the implementation of PTC. That was my entry point into the rail industry, where I got hands-on experience with installation, quality control and field supervision of safety-critical systems.

As the PTC project neared completion and was handed over to Metrolink for operation, I joined Metrolink as a PTC equipment engineer, working on onboard systems across the locomotive and cab car fleet. I was involved in installation oversight, commissioning, testing and troubleshooting, which gave me a strong technical foundation in how rail systems operate and integrate with onboard technology.

I moved into management roles, first as senior manager of train control onboard systems, where I led the onboard technology group and worked on PTC interoperability across multiple railroads in the Los Angeles region. After that, I served as interim director of maintenance of equipment, where I supported fleet performance, vendor coordination and major transitions like introducing new locomotives and retiring older equipment.

What was your first job and what did you learn from it?
My first job was as a cashier and cook at a restaurant while I was attending UC Riverside. It was a fast-paced environment where I was responsible for handling customers at the register, preparing food and making sure orders were accurate and delivered on time.

I learned a lot about responsibility, time management and staying composed under pressure. The restaurant environment required constant multitasking and quick decision-making, especially during busy rush periods when accuracy and speed both mattered.

On a personal level, it taught me the importance of accountability and teamwork. Everyone had to rely on each other to keep things running smoothly, and I learned how critical communication is in any work environment. I also learned how to interact with a wide range of customers, which helped me build patience, professionalism and confidence in dealing with different situations.

What sparked your interest in the rail industry? What told you it could be a place for you to thrive?
During my undergraduate years, I rode Metrolink frequently. I would take the train home to Los Angeles on weekends or take the train to Pomona to visit my then-girlfriend, now wife. I became very familiar and comfortable with the rail system.

After being accepted into the USC for my master’s program, I decided I wanted to pursue my degree while working full-time. At the time, I was completing an internship in Ontario, California, but realized that commuting from Ontario to downtown Los Angeles for evening classes would be unsustainable. I spoke with my employer at the time, Parsons Corporation, to see if there was an opportunity to work on a project closer to downtown Los Angeles. Fortunately, they had an opening on a project involving quality assurance and quality control for a technology system being installed on Metrolink trains at a rail yard near Los Angeles Union Station. At the time, I did not realize that the system being installed was PTC.

That opportunity became the starting point of my career in the rail industry. I learned how trains operate, how onboard systems are installed and integrated, and how advanced technologies like PTC interface with locomotives and rail operations. It exposed me to both the operational and technical sides of the industry very early in my career.

Although I initially knew very little about trains or the rail industry, I quickly became intrigued by the field because of the tremendous opportunity for growth, innovation and technological advancement. I saw an industry with deep institutional knowledge and experienced professionals, but also one that was actively evolving and integrating new technologies to improve safety, efficiency and operations. That combination created an environment where I felt I could continuously learn, contribute and thrive professionally.

What’s one of the most valuable lessons you’ve learned in your career?
That successful solutions in the rail industry must balance technical requirements, operational realities and long-term maintainability. On paper, a system or design may appear effective, but in practice, it must function reliably within a complex, safety-critical operating environment where small issues can have significant operational impacts.

I’ve also learned the importance of continuous improvement and adaptability. The rail industry is constantly evolving through new technologies, changing operational demands and modernization efforts. Being open to learning, collaborating and improving processes is essential to achieving long-term success and efficiency.

Another important lesson is the value of communication and teamwork. Rail operations involve coordination across many different departments, disciplines and stakeholders. The best outcomes are achieved when technical expertise, field experience and operational perspectives work together toward a common goal.

Ultimately, I’ve learned that attention to detail, reliability, and a commitment to ongoing improvement are critical in an industry where safety and operational performance are always the top priorities.

What are your passions outside of work?
I enjoy spending time with family, my kids and being actively involved in their lives. A lot of my free time is centered around family activities, creating experiences together, and watching them learn and grow.

I also enjoy traveling and experiencing new places, cultures and environments. Traveling gives me the opportunity to recharge, gain new perspectives and spend quality time with family while creating lasting memories.

Another passion is playing soccer. I’ve always enjoyed the competitiveness, teamwork and discipline that come with the sport. It’s a great way to stay active, challenge myself and enjoy time with others outside of work.

How do you plan to keep making an impact in your corner of the industry?
By pursuing the improvement and development of technology within the rail industry to help achieve greater safety, operational efficiency, reliability and long-term sustainability. As rail systems continue to modernize, there is a need to integrate new technologies with existing infrastructure in a way that improves performance without compromising operational integrity.

I believe technology will play a major role in the future of the industry through advancements in signaling systems, grade-crossing technologies, data analytics, remote monitoring, predictive maintenance, communications and overall system integration. The challenge is not simply implementing new technology, but ensuring it is practical, maintainable and effective in real-world railroad operations.

I want to contribute by supporting solutions that improve efficiency, streamline operations, reduce service disruptions and enhance the overall reliability of the rail network. Continuous improvement is critical in an industry where even incremental operational gains can have significant impacts on safety, customer experience and cost-effectiveness.

At the same time, I think it is important that modernization efforts remain grounded in operational experience and field realities. Successful innovation requires balancing new technology with the operational demands of a complex, safety-critical environment.

What's the biggest challenge confronting the rail industry today?
Balancing aging infrastructure and legacy systems with the need for modernization while still maintaining safety, reliability and financial sustainability. Across the industry, there is significant focus and funding available for capital improvements and rehabilitation projects such as track upgrades, signal modernization, station improvements, PTC enhancements and fleet replacement. However, there is often far less funding available for ongoing operations and maintenance.

This creates a difficult long-term challenge for rail agencies and operators. While there is strong pressure to expand service, modernize infrastructure and invest in new assets, every new asset added to the system also increases future operating, maintenance, inspection and life-cycle replacement costs. In many cases, agencies can secure funding to build or rehabilitate infrastructure, but not the sustained operating funding necessary to support and maintain those assets at the level required for long-term reliability and safety.

The challenge becomes even more significant when modern systems must be integrated with legacy infrastructure that was never designed for today’s service expectations, technology requirements or ridership demands. Railroads and transit agencies must modernize carefully because they operate in a highly regulated, safety-critical environment where reliability cannot be compromised during transition periods.

Ultimately, the industry is constantly balancing competing priorities: expanding and modernizing the system, maintaining a state of good repair, meeting increasing customer expectations, ensuring regulatory compliance, and doing all of it within constrained operating budgets. The long-term success of the rail industry will depend not only on the ability to fund new infrastructure, but also on establishing sustainable operational funding models that can support those investments over their entire life cycle.