Crew transportation is the process of driving railroad train crews from point A to point B. These railroad crews need transportation to get to their starting point as well as brought back home after their route is complete.Much like a shuttle service, PTI receives around-the-clock requests from our railroad customers to pick up and drop off train crews. PTI dispatchers match up drivers with these trips and the drivers safely transport the crews to their destinations. Taking place thousands of times a day, these trips can range from a few miles to a few hundred miles.Operating 24 hours, 365 days a year while providing these services, PTI will travel over 100 million miles every year throughout the United States.

Held VP role while current COO transitioned into retirement.

President at Cotegrity LLC - Consulting services specializing in strategic sourcing (significant experience in the rail industry), continuous improvement initiatives, human resources back office efficiency, organizational strategy, and project management.

Currently working with Capstone in a consultancy role to evaluate back office processes and develop a strategy to lower costs, increase efficiency, and enable future growth.

Selected from a pool of candidates to lead a portion of the Labor Relations team with responsibility for work stoppage mitigation, contract negotiation, and Railway Labor Act process fulfillment by establishing collaborative working relationships with union leadership and internal department leadership. - Developed and implemented labor strategy for 6 major operating and non-operating labor unions encompassing over 15,000 agreement employees. - Entered into collective bargaining agreements with various labor committees within the unions. - Led and managed a staff of over 10 labor officers responsible for everything from first level claims management to arbitration and mediation of discipline and rules cases. - Negotiated a transformational pilot agreement to evaluate train crew predictive time off schedules.

Asked to lead the Recruitment team during a reorganization in Human Resources. Recruitment is responsible for identifying and hiring highly skilled and talented craft and non-agreement professionals. - Led a cross functional initiative to define and manage the Employee Value Proposition (EVP) for Union Pacific. A well defined and managed EVP allowed for informed decisions regarding total rewards and improved the ability to recruit people who were the best fit for the company’s culture. - Led a cross functional team to decrease train crew hiring cycle time and attrition during the first 2 years of service. Team used value stream mapping and standard work processes to reduce hiring and training cycle times by 4 weeks and reduce future attrition rates by 4%.

Asked to make a developmental move to Human Resources to lead the newly combined Benefits and Service Center teams. Responsible for the leadership of over 30 team members who designed and administered Benefits for the non-agreement workforce, and who provided employee support and services for all employees, retirees, and job applicants.

Promoted to General Director in Supply Chain after successfully leading a cross-functional project team to evaluate and reduce crew transportation costs. Led a team of 17 people to ensure continued savings for the company by leading strategic sourcing initiatives. - Responsible for leading cross-functional teams with various departments, which identified and realized combined savings over $24M. - Personally negotiated several complex and strategic contracts including crew transportation contracts totaling over $100M in annual spend, derailment/roadway maintenance contracts worth over $100M, and trash hauling for the entire UP system worth over $30M. - Successfully rewrote and published a Services Procurement Policy encompassing the entire railroad including an online training program to help improve employee awareness. - Created, defined and successfully gained senior leadership support for a Regional Procurement Director position to improve service to internal customers.

Hired to design and build the Crew Services organization within Crew Management Services (CMS). Crew Services was developed in order to provide industry leading services to more than 20,000 train crew members throughout the UP network. Once Crew Services was established selected for the role of strategic planning & support and second in command within Crew Management. - Led a team to implement automated crew calling which eliminated thousands of manual transactions within CMS and streamlined the crew calling process. - Improved overall service levels within CMS by implementing a ticketing system and ACD with defined processes and training. Call abandon rates were decreased by nearly 20%. - Led a McKinsey project in conjunction with train management to improve train velocity. Project improved crew transportation on-time performance by nearly 10%. - Led a strategic sourcing team through the McKinsey PSM process for crew transportation. Team identified over $10M in savings.

Chosen by Union Pacific to fulfill a key role in the transition of a subsidiary organization (Nexterna) back into the processes and procedures of the railroad. Continued to integrate support systems while maintaining a high level of system availability.- Developed and executed a transition plan for a support staff of over 30 people including technical support services, field maintenance services, and depot repair services.- Worked closely with Union Pacific suppliers to integrate services and support on a common system architecture which included onboard and back office components.- Coordinated onboard system installations and maintenance with field staff, UP supply department, outside vendors, and Union Pacific service providers.

Revitalized and led the customer care organization to a level consistent with long-term company goals and objectives. Developed and implemented a strategic support plan to concentrate resources on core opportunities and eliminate obstacles to growth and success.- Designed and implemented a profitable field installation and ongoing maintenance organization with sites located throughout the central and western United States.- Evaluated and provided input on all customer contracts to ensure support requirements were well defined and service margins were within established models.- Successfully streamlined and made profitable a depot repair organization to focus on quality, profitability, and customer satisfaction.

Defined the many business critical systems and processes being supported by Viatel after the acquisitions of other telecom companies including Destia and AT&T UK. Integrated systems and processes where possible, decommissioned where appropriate, and implemented new systems if necessary. Provided input to the Business Development team on systems and process integration during the due diligence exercise for new ventures, acquisitions, and business partnerships. Acted as liaison between the commercial and IT sides of the business to help define system requirements, and follow through to verify requirements were successfully met. Developed business through partnerships and reciprocal agreements with system vendors.

Expatriated to London, United Kingdom to develop and implement a plan to support Viatel customers worldwide using in country, in language, local customer care throughout countries in western Europe. Designed and opened two global customer service centers located in London, United Kingdom and Somerset, New Jersey, USA to provide level 2 telecommunications support to customers. Led the entire world-wide customer service organization with over 100 employees.

Led a customer service organization of over 15 employees operating 24 hours per day, Monday through Friday, with pager support on weekends and holidays. Worked with the team to develop a strategy to provide world-class services for a quickly expanding telecommunications business. Also worked with team to develop Service Level Agreements in support of Viatel resellers. Successfully purchased and implemented a trouble tracking software package to coordinate customer support throughout the Viatel network.

Led daily operations of the 24x7x365 Interactive Voice Services team. Developed creative solutions to cultivate then current IVR business to ensure continued growth. Worked directly with sales staff to design specific IVR business for potential customers. Setup and implemented IVR applications for customers including telecom and platform resources.