Volume 6 - 2014

Three years ago, George Newell was managing a Yamaha/Kawasaki motorcycle shop in Binghamton, N.Y. Today, as a CP trainmaster, he manages a team of railroaders in the Northeast U.S. that includes 40-year railroad veterans. It might seem counterintuitive that such a youthful face has taken on this responsibility so quickly, yet his most recent boss, Norbert Denzer (recently appointed general manager, Central Region), says Newell doesn't shy away from anything.

1. How does the northeastern U.S. portion of our network fit into the CP system?

We seem to be the end of the line. But we do real well with what we have. We run lots of oil trains, and a lot of freight as well, down to Binghamton.

2. What challenges do you have that are unique in terms of the operating territory?

We have a very challenging area. The Canadian Main (between Saratoga Springs and the Canadian border at Rouses Point, N.Y.) is challenging, with the rock cuts along Lake Champlain. It's a very remote area up there where the trains operate. If we have issues, it's hard to get to the trains, and to the crews.

3. You were recently involved in some public hearings in communities concerned about rising levels of oil traffic. How did you feel about being the public face of the company?

That was an eye-opener. I was at a town hall meeting with some folks from media and community relations, answering questions for the public. It started off as a bit of a mudslinging session, but by the end most people seemed pretty content with our stance on running these trains safely. Everyone needs to remember it's not in our best interest if something goes wrong. We only stand to benefit from running a safe railroad.

4. Tell me about your background.

While working at a motorcycle shop, I developed a relationship with the mechanical department at CP. We used to sell them equipment for getting around the property. In 2011, I was ready for a change when someone mentioned that CP had an opening, I qualified as a conductor before becoming a yardmaster, and took a promotion to trainmaster in July 2013.

5. What's the most challenging aspect of management?

Holding everyone accountable. That's important out there. I have to question everything. Why did it take someone 30 minutes longer than normal to brake test that track? Why was someone else an hour and a half late departing the yard? If something doesn't seem right, as management I have to hold them accountable because someone else is going to ask me the same questions. Not everyone understands that.

6. Can you give me an example of a situation where you've had to innovate to ensure you're getting the most from our locomotive fleet?

Power and manpower is everything. If you have the people and you don't have the power, you have to get creative. A 608 [unit oil train] arrives in Saratoga Springs, and if he's not going to go into Kenwood [CP's Albany yard] for a day or two we'll strip the power off him and either send it right back to St. Luc for grain trains, or we'll use it in Saratoga to shuttle heavy traffic down to Albany if we're over tonnage. We've used power to run extra trains out of Mohawk down to Binghamton. So power doesn't sit idle. As quickly as we get it, we use it.

7. CP trainmasters have a direct role in dealing with customers. How much of your job is spent with customers?

I'd say that dealing with customers accounts for one third of my duties. Answering phone calls, emails, meeting customers, doing customer audits, and inspecting their tracks and switches. I physically go and throw switches at a number of my customers' facilities to make sure they throw safely.

8. Many locations on the system are experiencing a wave of retirements. Are you experiencing this, and if so, how are you dealing with it?

I have some very experienced people on my Plattsburgh Yard job and my Whitehall yard job who have been doing the work for so long and know it so well, and they'll be retiring this year. It's going to be very tough to make sure the younger railroaders coming up in their place are well-versed in servicing all the industries by the time these guys retire. So we work with them, we talk to our experienced guys and encourage them to coach the younger people as much as possible.

9. For somebody who's considering making the jump to trainmaster, do you have any advice as far as your relationships with the people in the ranks go?

Be consistent and straightforward. And when you are upfront with people, as long as you're fair and you know what you're talking about, you'll be okay. You can't favour one person over another. You hold everyone accountable by the same standard, no matter who they are.

10. What skills did you learn at the motorcycle shop that you use today?

Working in the shop for as long as I did, the customer service aspect of it helped me hit the ground running. Customer service is customer service. You have to know what they want, when they want it, and be able to supply it.