Hunter Harrison: Disrupting status quo

May 10, 2016

Written by  Frank N. Wilner, Contributing Editor, Railway Age Magazine

National Transportation Policy mandates that railroads be managed efficiently. While railroad performance is reflective of improvement, some railroads excel, with the reasons increasingly under digital scrutiny by activist money managers entrusted with investments of foundations, endowments and pension funds seeking superior returns.Website Insert Real Numbers copy

Consider Berkshire Hathaway’s acquisition of BNSF; The Children’s Investment Fund’s (TCI) attempt to refocus CSX management through election of new board members; Pershing Square Capital Management’s sacking of Canadian Pacific’s (CP) board and CEO in favor of Hunter Harrison, who previously turned Canadian National (CN) into the best of class; and Pershing’s recent attempts to extend Harrison’s management template to Norfolk Southern (NS) or CSX.

Who better to analyze investor activism than Snehal Amin, nine years ago a most unwelcome (at CSX) change agent? A Stanford MBA now age 41, Amin currently leads Houston-based WindAcre Partnership, managing some $800 million in investments.

Amin says Harrison’s management template is crucial to extending and improving the railroad renaissance:

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