Feed aggregator

An Amtrak F40PH, or at least what remains of it, has been donated to the Nevada State Railroad Museum in Boulder City, south of Las Vegas. Amtrak 315 was donated by its previous owner, Western Rail near Spokane, Wash., to the museum in March. The locomotive, which no longer has a prime mover, will be moved to Nevada in the coming months. 

The timing of the donation is good: March marks the 50th anniversary of the first F40PH locomotive being delivered to Amtrak. The engines were essentially a passenger version of EMD’s popular GP40 freight locomotive, and became synonymous with passenger railroading in North America during the final decades of the 20th century. 

The museum said it plans on putting the locomotive on display and using the interior as a display space for an exhibit about the F40PHs and Amtrak in Nevada. 

—Justin Franz 

The post Amtrak F40 Donated to Nevada Museum appeared first on Railfan & Railroad Magazine.

WATCHING WASHINGTON, RAILWAY AGE MARCH 2026 ISSUE: For Surface Transportation Board (STB) Vice Chairperson Republican Michelle A. Schultz, preparation and persistence paved what likely was an already preordained career path. 

Serving a second and statutorily final five-year term ending Nov. 11, 2030, Schultz will be in place to vote on a Union Pacific-Norfolk Southern (UP-NS) merger application if a revised version is submitted, as expected, by April 30.

Only Republican Chairperson Patrick J. Fuchs (profiled in March 2025) is similarly assured a vote. Democrat Karen J. Hedlund, whose first term expired Dec. 31, is in a maximum 12-month holdover and must then depart if not renominated and Senate confirmed for a second term. Of the two vacant seats on the five-member board, POTUS 47 nominee and Republican Richard Kloster awaits Senate action. A Democratic seat is open after the court-challenged firing by POTUS 47 of Robert E. Primus. 

Never during Schultz’ high school years—where band, cheerleading, field hockey, student council, track and volleyball filled her days, and studying her nights—did she imagine someday being nominated for a federal post by the President of the United States and having her qualifications evaluated by the United States Senate. 

Nor did such thoughts occur to this human version of the Energizer bunny when studying economics, English, government administration and public policy at Penn State University—or at Widener University Law School, or later in private law practice, or subsequently working her way to deputy general counsel of Southeastern Pennsylvania Transportation Authority (SEPTA) while simultaneously earning a master’s degree in government administration at the University of Pennsylvania. 

Schultz’ post-law school judicial clerkship at the bankruptcy court for the Eastern District of Pennsylvania strongly suggests career preordination. It’s the very courthouse where Penn Central filed for bankruptcy on June 21, 1970, some two years before Schultz’s birth. The echoes remain.

Even today, there is discussed in legal circles the Penn Central autopsy revealing an infamous confluence of poor management, culture clash, unrealistic projections and operational chaos compounded by STB predecessor Interstate Commerce Commission ordering an already bankrupt New England railroad, the New Haven, into the ill-fated marriage. 

Might the unanimous January STB decision rejecting the UP-NS merger application, without prejudice for refiling with improved data and cured of other deficiencies, echo the wreck of Penn Central? Didn’t President Ronald Reagan counsel, “Trust, but verify?” 

Schultz was Senate-confirmed in 2020 to occupy in January 2021 a new and still vacant seat created by the 2015 Surface Transportation Board Reauthorization Act.

In reviewing cases ahead of voting, Schultz is known for persistently questioning STB staff experts on economics, environmental science and agency precedent. Where Government in Sunshine laws and the 2015 Surface Transportation Board Reauthorization Act permit, she is known to prod peers aggressively to reveal the thought process and logic underpinning their concerns or likely vote. 

Schultz’s capacity to appreciate and integrate opposing viewpoints flows from lessons learned lobbying the Pennsylvania legislature for SEPTA funding. To overcome rural Republican skepticism of transit subsidies, she employed data and logic to demonstrate that public transit’s statewide economic benefits far exceed subsidy costs.

While some allege Schultz’s voting record mirrors that of fellow Republican Fuchs—she has penned only 11 dissents—the claim lacks factual support. The similar voting record can be explained by Fuchs’ brand of pre-vote consensus building. Hedlund has penned fewer dissents. 

Where Schultz has written some 25 separate expressions, pro and con, attorneys on both sides acknowledge they are cogent and well-reasoned. As with many attorneys, writing skill is attributable to studying styles of revered judges. In 2022, her dissent to a majority decision preserving Final Offer Rate Review was cited multiple times by the Eighth Circuit Court of Appeals, which vacated it. 

Most remarkable at this STB is the collegiality among Schultz, Fuchs and Hedlund—a chemistry the White House and Senate should seek to preserve ahead of filling out the agency’s five seats. Those occupants could decide the most consequential railroad merger application in U.S. history.

Railway Age Capitol Hill Contributing Editor Frank N. Wilner is author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, www.railwayeducationalbureau.com/product/ railroads-economic-regulation-an-insiders-account/, 800-228-9670. 

The post STB’s Preordained ‘Energizer Bunny’ appeared first on Railway Age.

Caltrain on March 5 reported that its Board of Directors has voted to adopt a new Corridor Right-of-Way Safety Strategy (CROWS).

“Caltrain and its partners have implemented safety improvements at specific locations in response to known risk conditions, operational needs and available funding since the agency’s founding,” the commuter railroad said. “While these investments have delivered meaningful benefits, the corridor continues to face serious challenges including repeated trespassing incidents and vehicle incursions onto the right-of-way, events that can result in death or serious injury, trauma to employees and the public, and significant service disruptions.”

The CROWS Strategy combines education, outreach, enforcement, engineering improvements, and standards/procedure updates, organized around “data-driven risk analysis and national best practices for trespass and suicide prevention,” Caltrain said.

According to the railroad, the strategy includes:

“1. Hazard and Risk Assessments (data-driven prioritization)

• “Update a corridor-wide threat and Vulnerability Assessment (TVA) that explicitly addresses trespass, suicide risk and grade-crossing hazards, incorporating applicable Federal Railroad Administration (FRA) tools and Caltrain data.
• “Update the Grade Crossing Hazard Assessment using FRA accident prediction inputs and local collision/trespass history to support prioritization for separation, closure or improvements.

“2) Enforcement (targeted deterrence and rapid response)

• “Recurring, data-driven enforcement blitzes at high-risk crossings and trespass locations, providing opportunities to educate the public as well as citations for egregious behavior.
• “Coordinated operations with cities and local police to increase presence at peak-risk times.
• “Training and coordination with law enforcement on crisis intervention and rail-specific hazards, including appropriate 988 referral pathways.
• “Expanded data collection and analytics (including heat maps by location/time) to deploy resources effectively and measure results.
• “Potential license plate recognition pilot to deter grade-crossing violations, identify unauthorized vehicles, and support coordinated enforcement with local partners.

“3) Education and Outreach (shared responsibility and safer behavior)

• “A corridor-wide Safety Communications Strategy with consistent messaging: stay off the tracks, follow grade-crossing rules, and increase 988 Suicide & Crisis Lifeline visibility in appropriate locations and formats.
• “Targeted outreach in communities near high-risk crossings and stations (e.g., schools, senior centers, businesses, and service providers).
• “Seasonal and event-based campaigns using earned media, social media and station announcements.
• “Partnerships with organizations such as Operation Lifesaver and local jurisdictions for ongoing joint education and enforcement events.

“4) Engineering and Technology (physical and operational risk reduction)

• “A corridor-wide plan to reduce access to the tracks (barriers, fencing, channelization, and design integration for grade separations and station rebuilds).
• “Pilot and standardize treatments such as anti-trespass panels at high-risk access points.
• “CCTV Master Planning for a unified system across crossings, stations, yards, and high-risk areas, including analytics/intrusion detection and defined monitoring/response protocols.
• “Vegetation management focused on safety sightlines, fire risk, and limiting informal access paths into the ROW.
• “Copper theft mitigation measures to protect critical signal and grade-crossing infrastructure and reduce service impacts.

“5) Standards and Procedure Updates (consistency and accountability)

• “A Grade Crossing Design Standard incorporating current best practices (signage, lighting, channelization, barriers, CCTV expectations, and other treatments).
• “Updated internal controls requiring TVA and hazard assessment use in scoping capital and third-party projects.
• “Enhanced ROW access procedures and strengthened internal reporting systems to improve visibility, tracking, and corrective action.
• “Ongoing transparency through quarterly safety reporting.”

Caltrain said the CROWS Strategy is designed “to standardize and scale effective improvements, in order to accelerate deployment at identified high-risk locations, and strengthen ongoing maintenance and monitoring to ensure safety improvements remain effective over time.” Staff, it noted, are also seeking additional funding to expand “proven measures” to more locations throughout the corridor.

Caltrain said it will continue to provide regular safety reports to the Board and share similar information with employees to support a stronger safety culture and continuous improvement. Reports include both lagging indicators reported to the Federal Railroad Administration (which can reveal hazards after incidents occur), and leading indicators that help identify risk earlier and enable preventive action before incidents happen, according to Caltrain.

“Safety is Caltrain’s core value, and the need to make our right-of-way safer is reflected in everything we do,” Caltrain Executive Director Michelle Bouchard said. “After years of targeted improvements, this strategy establishes a comprehensive approach to reducing risk, strengthening accountability, and delivering the most effective treatments where they are needed most throughout the entire Caltrain corridor to keep the people and communities we serve safe.”

• Success Story
• For Bay Area Transit, a $590MM ‘Fiscal Bridge’
• Caltrain: ‘Cuts to Come’ Without External Funding
• Caltrain Implementing Asset Monitoring Tech at Crossings

UTA will transition to the UTA FAREPAY Card as its recommended fare payment method beginning April 12, the transit agency reported this month. The move to more electronic forms of payment is part of the transit agency’s efforts to modernize its fares system and simplify the payment process for riders. The UTA FAREPAY Card is a reloadable card that allows riders to tap the card on the payment validator when getting on and off any UTA vehicle. FAREPAY Cards are available at UTA customer service locations, online, and at participating retailers.

The UTA FAREPAY Card tracks customer rides on UTA and automatically applies daily and weekly fare capping to ensure riders always pay the lowest possible fare, according to the transit agency. The more customers ride, the more they save with UTA fare capping. The transition to FAREPAY Cards is the latest step in UTA’s Fare Payment System Upgrades project to improve and simplify the fare payment process. This project includes the installation of new ticket vending machines, new tap on/tap off validators, and upgraded online fare payment tools. UTA’s fare system modernization program will continue throughout 2026 with the launch of debit and credit card payment capabilities later in the year, UTA said.

UTA said its Reduced Fare customers are encouraged to visit UTA customer service locations to obtain a free FAREPAY Card, while supplies lasts.

“This change is another step forward as UTA works to modernize and improve the customer experience,” said Jay Fox, UTA Executive Director. “As we standardize and streamline our fare payment system, customers see further savings and convenience through fare capping, automatic transfers, and easy ways to reload their FAREPAY Card.”

UTA in 2023 selected Scheidt & Bachmann Inc. to implement its “next generation” fare collection system.

Separately, professional services firm STV was recently selected to support UTA’s FrontRunner 2X Project.

Be My Eyes and Amtrak last August launched a pilot to make it easier for blind and low vision travelers to navigate train stations in real time. According to Be My Eyes, its app allowed riders “to connect instantly with trained visual interpreters” who could help with such tasks as:

• Finding the correct track or gate.
• Reading departure boards and signage.
• Navigating large or unfamiliar stations.

Users downloaded the app from the App Store and Google Play, selected the Service Directory, navigated to Travel and Transportation, and chose the Amtrak support profile. They then connected live with an Amtrak agent for assistance “on the go,” according to Be My Eyes.

“The service helped reduce stress, supported independent travel, and proved its value in real-world journeys,” Be My Eyes reported late last month. As a result, it said, Amtrak has decided to expand the program to 50 train stations across the United States.

Live visual support is now available at stations including:

Albany-Rensselaer, NY; Alexandria, VA (ALX); Austin, TX; Bakersfield, CA; Baltimore, MD (BAL); Boston, MA – Back Bay (BBY); Boston, MA – South Station (BOS); Buffalo (Exchange Street Station), NY; BWI Marshall Airport, MD (BWI); Charlotte, NC; Chicago (Union Station), IL; Denver (Union Station), CO; Emeryville, CA; Eugene (Amtrak), OR; Fredericksburg, VA; Fresno, CA; Greensboro, NC; Harrisburg, PA; Indianapolis, IN; Kansas City (Union Station), MO; Los Angeles, CA; Martinez, CA; Metropark, NJ (MET); Milwaukee (Downtown), WI; Moynihan Train Hall + NY Penn Station (NYP); New Carrollton, MD; New Haven, CT (NHV); Newark, NJ – Penn Station (NWK); Oakland (Jack London Square), CA; Philadelphia, PA (PHL); Pittsburgh (Union Station), PA; Portland (Union Station), OR; Providence, RI (PVD); Raleigh, NC; Richmond, VA – Staples Mill Road (RVR); Rochester (Louise M. Slaughter Station), NY; Route 128, MA (RTE); Sacramento, CA; San Diego (Downtown), CA; San Jose, CA; Seattle (King Street Station), WA; Springfield, IL; Springfield, MA; St. Louis, MO; Stamford, CT (STM); Stockton (San Joaquin Street Station), CA; Trenton, NJ; Vancouver, WA; Washington, DC (WAS); Wilmington, DE (WIL).

“For blind and low vision passengers, accessibility isn’t optional—it’s essential,” said Bryan Bashin, Vice President of Be My Eyes. “Seeing this partnership grow from a pilot into a nationwide expansion shows what’s possible when accessibility is built into the travel experience.”

“Very excited to expand Amtrak’s partnership with Be My Eyes bringing this live visual interpretation service to 50 stations across the route network nationwide,” noted Anna Brophy, Program Manager for Amtrak Digital Technology-Real Estate in a LinkedIn post. “I am incredibly proud of the team’s hard work to make this happen. Part of our Beyond Compliance program, this will help blind and low vision passengers with in station navigation and real time assistance. An excellent use of adaptive technology!”

• FRA’s ‘Kind of a Little Bit’ Amtrak Restructuring
• Amtrak Revises its Long-Distance Fleet Replacement Strategy
• Amtrak Releases Video on Fleet Maintenance Facility Program
• Watch: Amtrak Debuts Airo

The post Transit Briefs: Caltrain, UTA, Amtrak appeared first on Railway Age.

FROM THE EDITOR, RAILWAY AGE MARCH 2026 ISSUE: I’ve been wanting to write this column  for a very  long time. Recently I came across a Wall Street Journal article by News Editor Demetria Gallegos: “The Corporate Jargon We Hate the Most.” “We pinged our readers for the terms that really annoy them,” she wrote. “The list is long.”

In my nearly 34 years at Railway Age, I’ve rolled my eyes and popped Pepcid pills while deciphering press releases polluted with conniption-causing corporate-speak. Here’s a sampling of euphemistic words and phrases—some of which I’m guilty of using:

• • “_____ is our number one priority” (fill in the blank)
• • “360-degree-view” (makes my head spin)
• • “10,000-/50,000-foot view” (nosebleed)
• • “Asset allocation” (this goes where?)
• • “Bandwidth” (AM? FM? VHF? UHF?)
• • “Circle back” (boomerang)
• • “Core competency” (incompetency?)
• • “Cost control” (Wall Street favorite)
• • “Customer-centric” (just circling around?)
• • “Deep dive” (until you drown?)
• • “Deliverable” (to the wrong address?)
• • “Drill down” (how deep?)
• • “Dumpster fire” (filled with press releases?)
• • “Five-alarm response“ (to a dumpster fire?)
• • “Hard stop” (derailment?)
• • “Judicious use of capital” (cheap)
• • “Cutting edge” (until it’s dull)
• • “Lean in” (without falling over)
• • “Leverage” (fancy word for “use”)
• • “Low-hanging fruit” (maybe putrid?)
• • “Move the needle” (off the scale?)
• • “New normal” (until it’s old)
• • “Pivot to growth” (yeah, ok …)
• •  Raise the bar” (how high?)
• • “Rationalize” (sometimes irrational)
• • “Right-size/downsize” (fire people)
• • “Shareholder value” (ugh!)
• • “Solution” (to a challenge?)
• • “Solve challenges/issues” (grammar!)
• • “Stakeholder” (to kill Dracula?)
• • “Synergy” (cooperation)
• • “Targeted” (for right-sizing?)
• • “Touch base” (you’re out!)
• • “Thought leader” (someone with ESP?)

Had enough? No? Try to decipher this “press release boilerplate BS text” I wrote in this column a while back:

“We’re executing best-in-class service, and we’re extremely confident that substantial opportunities exist to leverage our service product offering, capture growth and deliver superior financial returns. Our 360-degree view, which incorporates, where appropriate, rationalized right-sizing and/or downsizing initiatives, is focused on strategically deploying disciplined capital investments. We’re working aggressively to implement a remarkable rate of positive organizational change, developing and implementing customer-centric operating strategies by engaging and communicating proactively through frequent interactions with both our internal and external stakeholders about our processes for tighter procedural coordination. In a challenging environment filled with persistent headwinds, we are fully committed to deploying the streamlined resources necessary to address our capacity constraints, while raising the bar on our customer service metrics. Safety is our top priority, followed closely by our commitment to enhancing shareholder value.”

After reading this column in the Digital Edition, Capitol Hill Contributing Editor Frank N. Wilner sent me a congratulatory note of similar gobbledygook*:

“Hands down, and taking a 360-degree look while drilling down into the customer-centric judicious use of typically low-hanging fruit, your March hard stop column demonstrates from a 10,000-50,000 foot view the cutting edge core competency of your raising the bar for knowledge-based, cutting edge, right-sizing, creating both reader value synergy and circle-back thought leadership for a targeted new normal stakeholder audience similarly invested in a rationalized moving the needle leveraged joint objective.”

Yogi Berra was right: You can observe a lot by just watching! Now, about that fork in the road …

*Gobbledygook (or gobbledygook) refers to wordy, convoluted or jargon-filled language that is nonsensical or difficult to understand. The term was created by Texas politician Maury Maverick in 1944. He reportedly used the term to describe the “activation” and “implementation” of pompous, technical government-speak memos, saying it sounded like a, turkey “gobbling.” Synonyms are ”gibberish,” “doubletalk,” “mumbo jumboÆ and “nonsense.”

The post Don’t Have a Conniption. It’s Just  Corporate-Speak appeared first on Railway Age.

CSX leaders joined project partners and community stakeholders on March 5 for the groundbreaking of Chick fil A Supply’s new distribution center in Winter Haven, “marking the start of construction on a major logistics investment in Central Florida.”

Aubrey Brown, Senior Manager of Industrial Development, and Ann Markivich, Terminal Manager, represented CSX at the event, which celebrated a key development milestone for the region’s growing logistics sector.

“This event is an important step forward for Chick fil A Supply, CSX and the region’s logistics ecosystem,” Brown said. “By combining strategic rail access with strong state and local partnerships, we’re able to deliver reliable, efficient transportation solutions for our customer and add long term revenue to our business.”

The planned 244,000-square-foot logistics operations center represents more than $150 million in capital investment by Chick fil A Supply. The project is supported through partnerships among CSX, the Winter Haven Economic Development Council and the State of Florida.

Located at the Central Florida Integrated Logistics Park, the facility is expected to create approximately 180 jobs and support the receiving, storage, and delivery of products to Chick fil A restaurants across Florida, according to CSX. Operations are planned to begin in 2027.

Once operational, the CSX-served facility will support statewide distribution while contributing to the continued growth of Central Florida as a logistics hub, the Class I noted. According to Area Development, the Winter Haven site reflects Chick fil A Supply’s broader strategy to expand its supply chain network in the Southeast.

The project, the Class I says, “underscores rail’s role in supporting large scale logistics investments and demonstrates how CSX delivers value through strategic customer alignment, infrastructure access, and efficient long haul transportation solutions.”

NS 8184 recently made its first run out of Roanoke, leading the Class I’s historic NS 32 research car, the Class I announced via social media.

The newest unit in NS’s Landmark Series, the Altoona, is equipped with Automated Track Geometry Measurement Systems (ATGMS).

Developed and deployed by Team NS, ATGMS uses lasers and sensors to measure track geometry in real time and detect changes that could indicate potential defects before they become issues, NS said. “It increases inspection frequency without adding extra equipment or disrupting operations—helping us enhance safety, boost efficiency, and keep trains moving.”

“We’re already operating ATGMS‑equipped locomotives on key corridors, including the mainline between Norfolk, Va., and Portsmouth, Ohio—chosen for its diverse terrain and operating conditions. We’re continuing to refine and expand this technology across our network.”

“Spot a locomotive with lights shining underneath it like this one? That’s ATGMS in action,” NS Noted.

“NS 32 supports our Engineering team on special projects, including testing emerging technologies and validating track performance across our network. Built in 1930 as New York Central Business Car 1—later Penn Central 1 and then Southern 25 R2—it has seen nearly a century of railroad history. Today, it’s helping advance safety and track inspection,” NS said.

The post Class I Briefs: CSX, NS appeared first on Railway Age.

Special announcement gauge H0

The long-established Göppingen-based company Leonhard Weiss, our partner for the Model Railway Days and the inspiration for many Märklin models, is expanding its rail fleet with the Euro9000, currently the most powerful locomotive on the European market. Naturally, Märklin/Trix are adding the model to their ranges!

The completely redesigned dual-power locomotive class 2019 in Leonhard Weiss colors is available exclusively from Märklin and Trix and impresses with the latest technology and high-quality details.

• Switchable shunting and special signals,
• Buffer storage,
• Four separately digitally controllable pantographs,
• Numerous switchable lights are just a few of the highlights that make this highly detailed metal model a special locomotive.

Just as impressive as the prototype, which has been on the rails since January, the model will be on the move on model railroaders' layouts.

Expand your Märklin and Trix x ‘Leonhard Weiss’ collection with this exclusive model. Simply, Pre-Order yours today!

Ocean transportation and logistics services firm Matson Inc. has partnered with BNSF and lock manufacturer War–Lok on what it describes as “an enhanced cargo security program that will add two layers of protection to the majority of its international intermodal cargo at no cost to customers.” The program is slated to begin in second-quarter 2026.

The move is in response “to the rise of theft from intermodal cargo industrywide,” Matson reported March 2.

According to the Honolulu-based firm, the first layer of protection is deploying War–Lok security devices on every international container moving from Los Angeles to all BNSF network destinations, including Chicago, Memphis, and Dallas. The second layer of protection: Under a new agreement with BNSF, Matson containers will be positioned in the lower well of international intermodal railcars from Los Angeles to Chicago. The same protection will apply to cargo moving through the Chicago gateway to select Eastern U.S. destinations up to the BNSF interchange point, according to Matson.  

“We’re raising the bar with what we believe to be the most comprehensive carrier-led intermodal security program in the market—setting a new standard for cargo protection,” said John Lauer, Executive Vice President and Chief Commercial Officer of Matson. “For key destinations encompassing the majority of our inland intermodal markets, Matson customers will receive these enhanced security measures at no additional charge. While no security system can eliminate all risk, these added measures significantly reduce exposure to theft and reinforce Matson’s commitment to protecting customer cargo throughout the inland journey.”

Matson noted that it operates two expedited services in the Transpacific trade lane. Its China-Long Beach Express (CLX) and Matson Asia Express (MAX) services each provide weekly departures with what it said are “industry leading ocean transit times from China and key Southeast Asia origins, as well as unmatched destination services with same or next-day freight availability including 100% wheeled operations at its off-dock container yards.”

Additionally, Matson subsidiary Matson Logistics works with all Class I railroads to “design and execute efficient and flexible programs for a broad base of shippers,” according to Matson. It said that partnerships with Union Pacific, Norfolk Southern, BNSF, Canadian Pacific Kansas City, Ferromex, CSX, and CN provide direct service into, out of, and within Mexico (download Matson Logistics company profile below).

• CSX Cuts Memphis Cargo Theft By More Than 80% (part of Class I Briefs)
• AAR: Cargo Theft on the Rise
• Union Pacific Enhances Cargo Security on Numerous Fronts
• U.S. Rail Cargo Thefts Don’t Need to Happen

The post Matson, BNSF, War-Lok Team on Cargo Security appeared first on Railway Age.

Irving, Texas-based RailPros announced March 5 that Gorden Rumpff has joined the company as Vice President, Mexico Operations, overseeing operations for RailPros de Mexico. He will be based out of the company’s Monterrey, Nuevo León, Mexico office, but will manage RailPros de Mexico’s entire footprint.

“Mexico remains a key growth market for RailPros,” said RailPros President and CEO Kendall Koff. “Gorden’s extensive experience leading complex, international rail programs positions us well to scale our operations and deliver greater value to clients throughout Mexico and North America.”

Rumpff has more than two decades of experience in complex, multicultural projects on freight, industrial, and passenger rail projects. He has contributed to projects that shaped the rail industry in Latin America, Europe, and the Middle East. Rumpff is a civil and industrial engineer, with a proven track record of excellence for projects that include sustainable infrastructure innovation, cross-cultural teams and communication, and multimodal impact.

“I am truly grateful to join RailPros,” said Rumpff. “Mexico’s rail sector is full of energy and opportunity, and I’m excited to build a strong local team while serving as a bridge between Mexico, the U.S., and Europe—connecting expertise, cultures, and opportunities to create lasting impact.”

He holds a Bachelor of Arts degree in Transport and Water Management from the University of Applied Science – Potsdam, Germany and a Bachelor of Arts in Industrial Engineering with a Logistics Management focus, from the University of Applied Science HTW Berlin. Rumpff is fluent in German, English, and Spanish.

Daniel F. Burke, PE, SE, has joined HNTB as a Senior Group Director and Vice President in the firm’s Chicago office. With more than 30 years of experience spanning public service and private industry, Burke will oversee delivery of complex transportation programs and support client relationships across the region.

“Dan’s experience reflects a lifelong commitment to public infrastructure and the communities it serves,” said Albert Sosa, PE, Illinois Office Leader and Senior Vice President at HNTB. “He understands the complexity of delivering large-scale transportation programs and the importance of strong coordination among agencies, stakeholders and industry partners. His leadership and collaborative approach will further strengthen our ability to serve clients throughout the Chicago region.”

Prior to joining HNTB, Burke served as Managing Deputy Commissioner and Chief Engineer for the Chicago Department of Transportation, where he helped oversee a $600 million annual capital program. In that role, he coordinated across departments and with the Mayor’s Office to advance the city’s transportation capital plan, with responsibility for roadways, bridges, transit facilities, shoreline protection, lighting and traffic signal engineering and construction management.

Earlier in his tenure with the Chicago Department of Transportation, Burke held several leadership roles, including Deputy Commissioner and Chief Bridge Engineer. He oversaw major capital improvement initiatives and complex, multiagency projects that required careful staging, stakeholder coordination and uninterrupted transit and roadway operations. Throughout his career, he has developed strong working relationships with local, state and federal partners to facilitate the successful implementation of critical infrastructure programs.

At HNTB, Burke will help guide project delivery across multiple disciplines, “ensuring seamless coordination and high performance in the execution of complex projects and programs.” He will also drive the firm’s project delivery processes while partnering with clients on major transportation initiatives across the Chicago region.

“I’m honored to join HNTB at such a pivotal time for Chicago’s infrastructure,” Burke said. “Chicago has been central to my career, and I’ve been fortunate to work alongside dedicated public and private sector leaders committed to moving our region forward. I’m eager to build on that foundation at HNTB, bringing teams together, tackling complex challenges and delivering projects that make a tangible difference in how people live, work and travel every day.”

The post People News: RailPros, HNTB appeared first on Railway Age.