It seems that Wick Moorman is focusing on getting Amtrak's house in order. Amtrak was not functioning well enough to think about growing. The first step is creating managment that can develop and act on things that improve Amtrak's routes and service. Wick has been spending his time getting the right people in the right jobs. That's mostly been completed. Next step is to completely understand what you're doing and how to make service great and consistent. That's what's happening now. Trying to understand relationships between service and pricing, for example. Also, rolling out a comprehensive training plan to improve and make consistent on-board service.
Only when that is completed, Amtrak can focus on ways to grow that make economic sense. That's probably a year or so off.
-Don (Random stuff, mostly about trains - what else? http://blerfblog.blogspot.com/)
Amtrak ever thinks outside the Box with different ideas, with the with amtrak train routes. Maybe with Wick we can get little more Amtrak with the Current Cars and Routes.
bill613a It would be hard to add any LD routes as AMTRAK has no extra equipment. What could be done is to revisit the PRIIAs of 2008-2010 to reconfigure the existing network. 1. Transfer a sleeper and at least one coach from the LSL to the CL to provide thru service to Philadelphia and NYC. Make the PITT-NYC segment a section of the CL and negotiate with Pennsylvania for a second NY-PITT train. Reroute the tain thru Fort Wayne and Butler, IN. 2. Split the METEOR at Jacksonville with the Miami section running via the FEC. 3. Extend the PALMETTO to Jacksonville. 4. Whenever the Wisconsin Talgos enter California service the freed up Horizon and Amfleet cars along with several of the new Viewliner II sleepers should be put in service on the proposed NO-ORL train. 5.Get the VERMONTER into Montreal. 6. Bisect the CARDINAL. Run a daily NY-CIN service combing with the PALMETTO NY-DC together with a daily CIN-IND-CHI train on a schedule that makes the western connections.
It would be hard to add any LD routes as AMTRAK has no extra equipment. What could be done is to revisit the PRIIAs of 2008-2010 to reconfigure the existing network.
1. Transfer a sleeper and at least one coach from the LSL to the CL to provide thru service to Philadelphia and NYC. Make the PITT-NYC segment a section of the CL and negotiate with Pennsylvania for a second NY-PITT train. Reroute the tain thru Fort Wayne and Butler, IN.
2. Split the METEOR at Jacksonville with the Miami section running via the FEC.
3. Extend the PALMETTO to Jacksonville.
4. Whenever the Wisconsin Talgos enter California service the freed up Horizon and Amfleet cars along with several of the new Viewliner II sleepers should be put in service on the proposed NO-ORL train.
5.Get the VERMONTER into Montreal.
6. Bisect the CARDINAL. Run a daily NY-CIN service combing with
the PALMETTO NY-DC together with a daily
CIN-IND-CHI train on a schedule that makes the western connections.
Another random thought. Moorman stated that the East river tunnels need work under Gateway as well. Boardman neglected to ever mention that overhaul as being needed for "Sandy" repairs and Gateway work ?
CMStPnP Yeah the food sucks but I think Moorman was indicating he is intending to improve food quality. Whatever happens, I think once Brightline starts serving decent food Congress persons are going to start to ask WTH, is wrong with Amtrak. So I am eagerly awaiting to see what the Brightline Bistro car offers. Looks like we will have to wait for the line to Orlando to open to see that as the BISTRO cars will not be on the West Palm Beach service.
Yeah the food sucks but I think Moorman was indicating he is intending to improve food quality. Whatever happens, I think once Brightline starts serving decent food Congress persons are going to start to ask WTH, is wrong with Amtrak. So I am eagerly awaiting to see what the Brightline Bistro car offers. Looks like we will have to wait for the line to Orlando to open to see that as the BISTRO cars will not be on the West Palm Beach service.
Editor Emeritus, This Week at Amtrak
oltmannd My reading of this is that Amtrak has to become "Better Amtrak" before there can be a "More Amtrak."
My reading of this is that Amtrak has to become "Better Amtrak" before there can be a "More Amtrak."
Another good quote: "My goal is to make sure the company is well organized, well managed and well led, and help the board find a long term person to run it..."
and related: "Right now, I think Amtrak is better understood and better regarded than it has been for a long time, and one of the objectives I have is to make sure Amtrak is perceived by all as a well run, well functioning corporation."
oltmannd How about sellling food to the current passengers? The diner on the Crescent gets little traffic from the coach passengers. There has to be menu items and pricing that'll get them in there. I'll say it again, get with the large restaurant chains and offer their best items, branded and all!
blue streak 1Statement of selling more food would happen if train consists longer with more total passengers. That especially includes more sleepers when demand is there. But as well more coaches. If adding more revenue cars to trains ends up applying more allocated costs to those trains then something very wrong ?
How about sellling food to the current passengers? The diner on the Crescent gets little traffic from the coach passengers. There has to be menu items and pricing that'll get them in there. I'll say it again, get with the large restaurant chains and offer their best items, branded and all!
blue streak 1Rebuilding the locomotives may have merit with Moorman's experience at NS. It would appear that any rebuilding should include going to AC traction motors ? Amtrak schedules loco truck replacement on a 10 year cycle which seems to meet Moorman's statement of scheduling rebuilding over a 10 year period. AC trucks and motors reduces costs when included in a complete rebuilding.
Nothing, at all, wrong with P42 carbodies. Rebuilding is a great idea.
It seems that AC conversions are getting to be affordable these days. I'll bet you Juniata bids on some of the work.
My favorite quote from the article, (when asked about adding a diner to the Silver Star) "If you knew about Amtrak what I know about Amtrak, that's not where you would want me to be focused, anyway."
blue streak 1 The allocated costs problem does not appear to yet be solved. Amtrak will not publish current passenger miles with FY2013 last reported year. Revenue for FY 2016 NEC was 55% of total. This poster believes below rail expenses should be a separate item in any congressional budget.
Yeah, Bob Johnston took a swipe at him over cost allocation and, once again, inserted his opinion in an article. What Wick said about the LD train profitability is "...under any normal, rational cost allocation the long-distance trains lose a substantial amount of money." He would be in a position to know....
random thoughts:
1. A schedule from CAF ? It would put more pressure on CAF if a public announcement with schedules were disclosed. Give Congress more clout if schedule not met.
2. The allocated costs problem does not appear to yet be solved. Amtrak will not publish current passenger miles with FY2013 last reported year. Revenue for FY 2016 NEC was 55% of total. This poster believes below rail expenses should be a separate item in any congressional budget.
3. Rebuilding the locomotives may have merit with Moorman's experience at NS. It would appear that any rebuilding should include going to AC traction motors ? Amtrak schedules loco truck replacement on a 10 year cycle which seems to meet Moorman's statement of scheduling rebuilding over a 10 year period. AC trucks and motors reduces costs when included in a complete rebuilding.
4. Statement of selling more food would happen if train consists longer with more total passengers. That especially includes more sleepers when demand is there. But as well more coaches. If adding more revenue cars to trains ends up applying more allocated costs to those trains then something very wrong ?
5. Rebuilding cars faster may already be occurring when you look at the December MPR which has more than scheduled completed thru the 1st three FY months. Even though Nippon (NS) has nearly melted down the rebuilding any available heritage cars probably unlikely.
6. Having a "" good, performance-based passenger-car coach spec ready "" makes good sense if and when funds are available.
If that's what Moorman has in mind, I really can't argue with it. He's smart enough to know that the LD trains have a lot of political support so they're almost untouchable and also knows that growth will come in the corridor routes.
So after reading the article in this Month's Trains it reads like he is taking a more sensible approach with Amtrak. Concentrate on 700 mile or less Corridors and Corridor improvement. Keep the LD trains running but avoid any large expenses there unless the Feds pay for and make a commitment to the new LD train. Doesn't read like any new LD car orders after the current single level order is completed, he favors rebuilding instead. Also wants to rebuild the diesel locomotives instead of buying new.
Says he is open to a New Orleans to Jacksonville Day train if he gets funding for it to suppliment what Amtrak might kick in.
Says food service needs improvement.
So basically, maintain status quo on Long Distance routes, work to improve, increase frequency and perhaps expand corridor routes.
JPS1 conrailman How many did Wick Fired or let go in Offices in D.C.?? As noted the Chief Financial Officer as of January 4, 2017, was replaced by a new CFO near the end of January. Management thanked the previous CFO for his service to the company, which frequently is corporate speak for the person was let go. Boardman had 12 direct reports. With the change in CFO's, only two of Boardman's direct reports are reporting to Mooreman. It appears the shake-up was pretty thorough. What happened to the others is unknown. By cutting the number of direct reports in half Mooreman has streamlined Amtrak's leadership team, which lays the potential to be a more efficient and effective company. And that would be a good outcome.
conrailman How many did Wick Fired or let go in Offices in D.C.??
How many did Wick Fired or let go in Offices in D.C.??
As noted the Chief Financial Officer as of January 4, 2017, was replaced by a new CFO near the end of January. Management thanked the previous CFO for his service to the company, which frequently is corporate speak for the person was let go.
Boardman had 12 direct reports. With the change in CFO's, only two of Boardman's direct reports are reporting to Mooreman. It appears the shake-up was pretty thorough. What happened to the others is unknown.
By cutting the number of direct reports in half Mooreman has streamlined Amtrak's leadership team, which lays the potential to be a more efficient and effective company. And that would be a good outcome.
+1
conrailman What other Big things that Wick has plans for Amtrak, like Routes, more new cars and other stuff. Other big push will be to raise standard of service up to a high level.
What other Big things that Wick has plans for Amtrak, like Routes, more new cars and other stuff. Other big push will be to raise standard of service up to a high level.
Moorman has said, no new LD routes or trains, specs for new equipment are in the works, expansion will be driven by states.
What other Big things that Wick has plans for Amtrak, like Routes, more new cars and other stuff.
Rio Grande Valley, CFI,CFII
conrailman Maybe We will see some change Jan 2017??
Maybe We will see some change Jan 2017??
Here is a portent of what is to come:
According to Amtrak, Mooreman has has reduced by half the senior management team to create six reporting lines, i.e. Chief Operating Officer, Executive Vice President for Marketing and Business Development, Chief Financial Officer, General Counsel & Corporate Secretary, Chief Administrative Officer, and Executive Vice President for Planning, Technology & Public Affairs.
Train operations will be managed regionally by three general managers, who will be supported by Mechanical, Engineering, Network Support, Police and Security. The Marketing & Business Development division will be expanded to include product development, planning, and contract management functions.
He also said that not much growth will come in the LD service. The opportunity for growth is in the state sponsored service.
Also, he wants to improve performance the "railroad" side of the operation.
wanswheel Not exactly big news, Moorman was interviewed on the radio Dec. 27. He said he hadn't spoken to Trump yet.
Not exactly big news, Moorman was interviewed on the radio Dec. 27. He said he hadn't spoken to Trump yet.
But he said something that is very important and worth quoting:
"...it’s not necessarily that important that you have go fast, fast, fast everywhere, you just have to be reliable, you have to offer a great product, and you have to tell people something I think they’re inclined to believe anyway, which is that travel by train is a great way to go.”
As shown in the statement above, Moorman brings to Amtrak a pragmatist's perspective of what is likely to work for Amtrak and what won't.
It appears Moorman will drive improvements at Amtrak if they have a high probability of success. And will forgo solutions that have little probability of a good outcome. These are skill sets that undoubtedly helped him rise to the top of Norfolk Southern.
http://nhpr.org/post/amtraks-new-ceo-talks-transportation-under-trump#stream/0
Mr. Moorman may be waiting and not going to have a Christmas supprise like so many companies do ?
schlimm Expecting a short-term CEO like Moorman to be able to effect major changes at Amtrak is unrealistic. CEOs come and go; corporate inertia abides.
Expecting a short-term CEO like Moorman to be able to effect major changes at Amtrak is unrealistic. CEOs come and go; corporate inertia abides.
C&NW, CA&E, MILW, CGW and IC fan
Dakguy201 Toward the end of Mr. Boardman's tenure, it was reported that he had more then 20 direct reports.
Toward the end of Mr. Boardman's tenure, it was reported that he had more then 20 direct reports.
According to Amtrak's 2015 Annual Report, the Executive Team consisted of Boardman and 12 other executives. Presumably the executive team reported to Boardman.
In most large business organizations the executive team reports to the chief executive officer irrespective of his or her title.
Our community is FREE to join. To participate you must either login or register for an account.