LEADERSHIP
under pressure and push forward is crucial. Another lesson is the value of teamwork. Railroads require collaboration across multiple departments and external partners. No one person can do it all, and building a cohesive, motivated team is essential for success. IL: What challenges facing NYA keep you up at night? Day-to-day, the major concern that keeps me up at night is navigating through the winter and holiday season. This time of year has traditionally been challenging for railroads, and it’s particularly tough on our employees. The risk increases for injuries and accidents, which is always a concern. My focus is on ensuring that we are doing everything possible to keep our people and communities safe—not just during the winter, but year-round. Safety is always our top priority, and I constantly think about how we can improve our safety protocols and support our team through these dif cult months. We also devote considerable resources to on-site training for our community’s emergency services agencies to make sure they are prepared to handle any incidents. Long term, a signi cant concern is value creation and ensuring that our service consistently delivers value to our customers and partners. I’m always asking myself: ‘Are we meeting their expectations and providing the level of service they deserve?’ In an industry that is constantly evolving, we must continue to evaluate how we can improve. What additional services or innovations can we introduce to enhance our offerings? The goal is to ensure that our service remains indispensable and positions us as a trusted and reliable partner in their success. IL: What qualities do you look for when assessing potential job candidates? Adaptability, problem-solving skills, and the ability to work well under pressure. I value communication skills and the ability to collaborate with different departments and stakeholders. Integrity and a passion for the industry are also non-negotiables. Preaching the Short Line Gospel Short line railroads’ ability to provide tailored, customer-focused services allows them to be nimble and responsive, says Marlon Taylor, president of New York & Atlantic (NYA) Railway. That’s especially important in a city like New York, where NYA and other short line rail companies can reduce congestion and emissions, and contribute to local economies. Yet, these benefits are often overlooked. Taylor is striving to change that. “We try to preach the gospel of freight railroads and what we can add to the economy,” he says.
IL: What characteristics are critical for you to be an effective leader? Adaptability and communication are two critical characteristics. The railroad industry is dynamic, requiring quick decision-making and the ability to adjust to unforeseen challenges. You walk in to work and you have a plan, a to-do list, a mission for the day. Then, something happens and knocks you off center. You’ve got to be able to move from what you planned to the new reality and then make decisions based on that. You have to be okay with things falling off the table for now, while you key in on the thing that needs your attention. Being able to clearly communicate the company’s vision and strategy is also essential to ensure that both employees and external stakeholders are moving in the same direction. I believe in leading with empathy—understanding the perspectives and concerns of the workforce and our customers to foster a culture of collaboration. IL: What is the most dif cult aspect of your current role and how do you handle it? The most challenging aspect is balancing long-term strategic planning with day-to-day operational demands. Railroads operate 24/7 and ensuring that all moving parts function seamlessly has the potential to be overwhelming, especially when emergencies arise. In the event of an accident, you have to manage the employees who are impacted, and make sure they’re okay. You’ve got to balance the response and the recovery, and then communicate to the people involved. All those things are happening every second of the incident. You’ve got to be able to move from one conversation to the other. You’ve got to leave your employees feeling like you care and you’re concerned and they’ll be okay. And then you’ve got to go to the incident and try to gure out what went wrong. And you’ve got to communicate to your partners, whether it’s other railroads, the customers, or the community. It’s managing all those things at once. IL: What lessons did you learn earlier in your career that remain relevant in your role today? One is the importance of resilience. Railroad operations are complex, and setbacks are inevitable. The ability to stay calm
January 2025 • Inbound Logistics 37
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