Charles Stewart retires after transforming St. Louis transit and championing diversity at Bi-State

From the age of 5, when he was shelving bottles in his dad’s store, Charles A. Stewart knew he wanted to follow in his father’s footsteps and become an entrepreneur. He quickly graduated from stocking shelves to ringing up his friends’ purchases of chips, candy and ice cream — standing on a box behind the register after school.

As he got older, Stewart’s father gave him more responsibility. “He taught me everything about running the businesses — bank deposits, inventory, everything,” Stewart said.

“In my role at Bi-State, when I saw people, I called them ‘utility people’ — players. Whatever you give them to do, they’re going to be able to do it because they have the skills. They can figure it out. I gave utility players a lot of opportunities.”

Charles Stewart

Although he never planned to lead in the corporate world, Stewart’s strong analytical skills caught the attention of those who could support his rise. He eventually became the only Black executive at Bi-State Development, where he spent nearly 14 years before retiring this month as chief operating officer and executive vice president of Metro Transit. In that role, he oversaw day-to-day operations of the 46-mile MetroLink light rail system, a 308-vehicle MetroBus fleet and the Metro Call-A-Ride paratransit service with 123 vans.

Stewart, a St. Louis native, didn’t know what he would be doing after graduating from Dartmouth College with a degree in economics. He got a lucky break and was recruited by Arthur Young & Co. — now known as Ernst and Young and recognized as EY — in New York for an apprenticeship working as a CPA while also taking accounting courses in the summer.

Stewart’s father, his namesake, died six months after he graduated. In addition to Stewart wanting a more convenient and comfortable lifestyle, he became homesick and also wanted to continue the legacy of the family store. It had turned into an ice cream parlor, Velvet Freeze, in north St. Louis on Newstead and Kossuth.

He transferred home to St. Louis with Arthur Young & Co. to continue his apprenticeship while still running the ice cream store. 

Balancing both worlds wasn’t easy, but Stewart made it work. By day, he honed his skills as a young accountant; by night and on weekends, he managed the operations of Velvet Freeze, ensuring the business his father built remained a neighborhood staple.

“It was a family business, so my grandmother was working for me, and my uncle was working for me,” Stewart said. “I mainly went there to check the money every day.”

Stewart kept the store open for 10 years after his father’s death, even as his accounting career continued to grow.

Following his time at Arthur Young & Co., he held several positions, including director of internal audit for the City of St. Louis and chief of staff for the license collector. In 2010, eager to satisfy his entrepreneurial drive, Stewart launched his own accounting firm with a staff of 15 while continuing his corporate work. He joined Bi-State Development in 2011 as vice president of pension and insurance.

After seven years in that role, he was promoted to executive vice president of organizational effectiveness, where he oversaw recruitment, hiring and developing a diverse workforce. Diversity has always been a priority for Stewart. He made it a point to hire people of color and prioritize untapped potential over an impressive resume.

“In my role at Bi-State, when I saw people, I called them ‘utility people’ — players,” Stewart said. “Whatever you give them to do, they’re going to be able to do it because they have the skills. They can figure it out. I gave utility players a lot of opportunities.”

Three years later, Stewart stepped into the role of executive vice president and chief operating officer — a position he inadvertently pitched himself for.

When the previous executive VP left, Stewart mapped out what the company should look for in the ideal candidate. When he presented his vision to his boss, Taulby Roach, he said, “Why don’t you take the job?”

Accepting this role was a pivotal moment for Stewart. He recognized that the organization needed change and he knew implementing those changes would be his greatest challenge

Bi-State Development was founded in the 1950s with employees who worked at the company for decades. Many were accustomed to doing things the way they’d always been done. Stewart set out to improve operations and help the staff develop a broader understanding of how the organization functioned. He also aimed to shift the culture.

“I think that I’ve done more for that cultural change than I was able to achieve in terms of the efficiency change,” Stewart said. “We had to look at things differently. It was a very siloed kind of company. Nobody knew what everybody else did.

“And frankly, there is a lot of racism. People don’t think they’re racist, you know? They just gravitate to the people that are like them, and that’s who they look for in terms of replacements. … So, I think the change element is the hardest thing.”

Being promoted to COO made Stewart feel seen and valued by the organization. Bi-State Development, in Stewart’s words, “saw the leadership I had and that I could be a utility player. I could do anything.”

This confidence came from his parents, Dorothi Jones Stewart, who was a grade school teacher, and Charles A. Stewart, the entrepreneur who armed him with the belief that he was capable of high achievement. He carried this belief with him every day and into every scenario.

“Charles’ leadership has been instrumental to Metro Transit’s growth and transformation,” said Roach, president and CEO of Bi-State Development. “His dedication to public service and future-focused vision have strengthened our transit system and enriched the communities we serve. We are grateful for all of his contributions to our organization and the entire bi-state region.”

The former executive advises others who want to succeed in any industry to “be prepared for opportunity and have a vision for yourself.”