I had been interviewing D.J. Stadtler for about 15 minutes several
weeks ago when a thought crossed my mind. So I asked: Would he consider
throwing his hat into the ring to become vice president of operations of Amtrak,
rather than the acting VP? At the time, D.J. had another full-time job, as
Amtrak’s chief financial officer. And until he came to the passenger train company
three years ago, he’d not worked a day for a railroad in any capacity.
But this man seems to impress everyone he meets, including me,
and so I asked that question. Stadtler replied yes, he’d been thinking of just
that. And the answer came a week ago when Joe Boardman, the president of Amtrak,
made him the permanent chief of operations.
Boardman’s choice may strike you as odd. D.J. Stadtler
cannot recite the Air Brake Law, hasn’t passed a book of rules exam, and has
never proofread an employee timetable. He hasn’t paid his dues, you might argue.
Neither had Carl Ice, a mechanical engineer by training, when BNSF Railway’s
Matt Rose made him chief operations officer (Ice is now BNSF’s president).
From talks with other Amtrak people and my own observations,
I gather that Stadtler has lots going for him in his new job. Among them, he parses
complex topics easily, possesses good people skills, doesn’t dodge unpleasant
tasks or inconvenient truths, and (not least of all) seems to enjoy being
around trains and railroaders.
Perhaps the most important decision Stadtler will make this
year is to choose a successor to Richard Phelps, who retired at the end of 2011
as vice president of transportation. The job of the VP-operations is to oversee
transportation (trains), engineering (track), and mechanical (equipment). Engineering
and mechanical are capably handled by Frank Vacca and Mario
Bergeron. He needs the third leg of his stool, in other words.
Stadtler’s background is interesting. Straight
out of college he went to work for the government, spending nine years at the U.S. Office of Personnel Management, working on federal retirement health-benefit programs. Then he spent 11 years at the U.S. Department of Transportation, specializing
in budgets and ultimately becoming the Federal Railroad Administration’s deputy
chief financial officer. After 20 years, “I said I’m done with the commute.” He
quit to help run his family’s manufacturing business in central Virginia and loved not having to pass
a single traffic light on his 25-mile way to work.
Boardman, formerly head of FRA, remembered Stadtler
when he became president of Amtrak and asked him to resume the commute to Washington, D.C.
“For years I had said, if I were at Amtrak, I’d do this differently and that differently,”
says Stadtler. So he became Boardman’s chief of staff and then CFO when that job
His predecessor as VP-operations lasted six
months and is remembered as something of a dud. I predict that D.J. Stadtler
will make a more lasting impression on the company.
Note to Amtrak employees: If you want a word
with D.J., be an early bird. When he takes Virginia Railway Express from Fredericksburg, Va.,
he’s out the door long before 5 a.m. and at his desk by 6:30. At that hour, he’d
probably enjoy some company. — Fred W.
Some of the best don't necessarily have the standard qualifications generally accepted as being required for the job. Paul Tellier came from a career in government as well, and it wasn't long after that he was lauded as "Railroader of the Year".. Mr. Stadtler will have his work cut out for him, but a fresh perspective unencumbered by traditional attitudes may be worth more than loads of experience in operations.
Thanks for writing this. I was wondering about him.
As a fairly frequent long distance traveler aboard Amtrak trains, a glaring problem I often encounter is the inconsistency of crew operations. Such things as zero public announcements on some trains and then very considerate and informative announcements on the next train, etc.,etc. I have only met one Amtrak observer in my travels who was very open to my comments but, unfortunately, as is normal with Amtrak, absolutely no feedback. Most hotels have comment cards and when the hotel knows what it is doing, they respond to both positive and negative comments. Mr. Stadtler could gain a lot of insight into his operation by simply doing something similar.
My first thought when I heard the news was, "Oh, great. An insider. Nothing will change." Now, after reading Fred's post, I'm a bit more hopeful.
Bring in someone who has spent his or her career in government is not the way to infuse a sense of business competitiveness in an organization. Amtrak needs to be cut loose from the government umbilical cord and made to stand on its own.
If Amtrak's management team had a stronger competitive business perspective, coupled with some changes in Amtrak's mission constraints, we might get a better passenger railroad.