Hailed by the Sunday Times as "one of the best man-managers and strategists in the rail business", Richard Brown's book is part memoir and part critique. Through the lens of his many, varied roles over a 43 year career, two thirds spent in senior leadership positions, he reflects on the UK rail industry's changing structures and ownerships, analysing what worked and why. He was part of the leadership team which moved British Rail's InterCity business into profit in the 1980s, and then led the successful transformation of Eurostar into a high performing railway business in the 2000s. Along the way he provides many fascinating insights into how to win more passengers and improve a railway's financial performance. In short, how to organise and run a successful railway. With a career that spanned both public and private sector roles, including membership of the Department for Transport's, National Express's and other rail industry Boards, he offers a unique analysis of the strengths, weaknesses and different cultures of public and private sector organisations. His conclusion offers a clear direction of travel as to how Britain's rail industry might best be organised as it prepares to be nationalised again. This is a must-read for today's and tomorrow's railway leaders and for anyone interested in the necessary reshaping of the industry.
Changing Times Changing Trains: Memoirs and Insights on Running Railways
Hailed by the Sunday Times as "one of the best man-managers and strategists in the rail business", Richard Brown's book is part memoir and part critique. Through the lens of his many, varied roles over a 43 year career, two thirds spent in senior leadership positions, he reflects on the UK rail industry's changing structures and ownerships, analysing what worked and why. He was part of the leadership team which moved British Rail's InterCity business into profit in the 1980s, and then led the successful transformation of Eurostar into a high performing railway business in the 2000s. Along the way he provides many fascinating insights into how to win more passengers and improve a railway's financial performance. In short, how to organise and run a successful railway. With a career that spanned both public and private sector roles, including membership of the Department for Transport's, National Express's and other rail industry Boards, he offers a unique analysis of the strengths, weaknesses and different cultures of public and private sector organisations. His conclusion offers a clear direction of travel as to how Britain's rail industry might best be organised as it prepares to be nationalised again. This is a must-read for today's and tomorrow's railway leaders and for anyone interested in the necessary reshaping of the industry.