Tomeka Watson Bryant, 34
General manager
New Orleans Public Belt Railroad

Education: Degree in exercise science, Elon University; MBA, Pfeiffer University.

Job responsibilities: Oversee daily operations, ensuring safe, efficient and compliant train movements; customer service and track maintenance for the New Orleans Public Belt Railroad (NOPB). This includes managing 176 employees.

Briefly describe your career path.
I started my railroad career in operations, moved into a safety and training role, and was later promoted to a position in sales and marketing. I now serve as the general manager of the NOPB.

What sparked your interest in the rail industry?
I am a second-generation railroader, so the railroad has always been a part of my life.

What was your first job and what did you learn from it?
My very first job was in retail at Levi’s and Dockers. I learned how to fold clothes properly.

What’s something people might be surprised to learn about you?
Most people are surprised to learn that I am an All-American college athlete and a member of the Elon Hall of Fame.

What’s one of the most valuable lessons you’ve learned so far in your career?
The most valuable lesson I have learned in my career is that your employees are your most valuable asset; and that safety is never “fixed,” you must actively work on it every day.

How do you stay resilient and motivated when things get tough at work, in the industry or in life?
When things get tough, I usually call my dad and other mentors I have in the industry. I also lean heavily on my faith.

If you could share a meal with anyone in the world today, who would it be and why?
I would definitely pick Beyoncé! However, if I had to choose someone in the rail industry, I would pick [BNSF Railway Co. President and CEO] Katie Farmer. With both women, I’d love to learn the secret to their success from the perspective of balancing family, career and life.

In your view, what is the rail industry’s greatest challenge today?
From my perspective, technology and visibility continue to be the biggest challenges facing the rail industry today.

Tomeka Watson Bryant, 34
General manager
New Orleans Public Belt Railroad

Education: Degree in exercise science, Elon University; MBA, Pfeiffer University.

Job responsibilities: Oversee daily operations, ensuring safe, efficient and compliant train movements; customer service and track maintenance for the New Orleans Public Belt Railroad (NOPB). This includes managing 176 employees.

Briefly describe your career path.
I started my railroad career in operations, moved into a safety and training role, and was later promoted to a position in sales and marketing. I now serve as the general manager of the NOPB.

What sparked your interest in the rail industry?
I am a second-generation railroader, so the railroad has always been a part of my life.

What was your first job and what did you learn from it?
My very first job was in retail at Levi’s and Dockers. I learned how to fold clothes properly.

What’s something people might be surprised to learn about you?
Most people are surprised to learn that I am an All-American college athlete and a member of the Elon Hall of Fame.

What’s one of the most valuable lessons you’ve learned so far in your career?
The most valuable lesson I have learned in my career is that your employees are your most valuable asset; and that safety is never “fixed,” you must actively work on it every day.

How do you stay resilient and motivated when things get tough at work, in the industry or in life?
When things get tough, I usually call my dad and other mentors I have in the industry. I also lean heavily on my faith.

If you could share a meal with anyone in the world today, who would it be and why?
I would definitely pick Beyoncé! However, if I had to choose someone in the rail industry, I would pick [BNSF Railway Co. President and CEO] Katie Farmer. With both women, I’d love to learn the secret to their success from the perspective of balancing family, career and life.

In your view, what is the rail industry’s greatest challenge today?
From my perspective, technology and visibility continue to be the biggest challenges facing the rail industry today.

Steve Berish, 31
President, general manager/owner
Davenport Industrial Railroad

Nominator’s Quote: “In the five-plus years I have known Steve, not only has he done a masterful job as general manager, but he has built upon his skills as a track specialist to become a conductor on Davenport Industrial Railroad. More than that, through his own company Resourceful Rail LLC, he has acquired a second short line and is starting the now-dormant railroad from scratch and is becoming increasingly active in ASLRRA.” — John Howell, Davenport Industrial Railroad (DIR)

Education: Bachelor of Science in civil engineering with a minor in business, University of Toledo.

Job responsibilities: In addition to general administration work, I also work as a marketing manager, conductor, track inspector, mechanic and more. I also own West Erie Short Line (WESL) in Erie, Pennsylvania, through my company, Resourceful Rail, where I serve as the president and wear many of the same hats.

Describe your career path.
After graduating from Toledo, I worked for Acme Construction, a railroad construction contractor, and ended up as their southern region manager. I then started Resourceful Rail to buy and sell railroad equipment and acquire short lines. In late 2019, two business partners and I formed DIR, and after a brief stint with another railroad contractor to take some pressure off of DIR during COVID-19, [I’ve] been here ever since.

How did you find your way into the rail industry?
You could say that Thomas the Tank Engine is where it all started, but from about my sophomore year of high school onward, I knew I wanted to work in the industry in some capacity. Through my college co-op program, I interned with CSX and Acme Construction and started putting down roots in the industry prior to graduation.

What was your very first job and what did it teach you?
My first job was washing dishes at Panera Bread, but my first railroad job was working the bike-aboard program for the Cuyahoga Valley Scenic Railroad. I learned basic railroad safety and customer service while riding the rails in the Cuyahoga Valley National Park. Still the best job I’ve ever had.

What’s something about you that might surprise people?
My brother and I own a race car, a Ford Crown Victoria Police Interceptor to be exact. He and I, along with some friends, race it in the 24 Hours of Lemons series at various tracks around the Midwest.

What is a valuable lesson that you’ve learned so far in your career?
A friend in the industry once told me, “It doesn’t matter what your title is or what your business card says, at the end of the day you want to be known as someone who is reliable and that people can come to you for help and answers.”

I think some people get caught up in titles and chasing the big corner office, which I understand. Nonetheless, I have found that delivering quality service, jumping in where needed and following through with your words and actions are a heck of a lot more important than what comes after your name in an email signature.

How do you stay motivated and resilient when things get tough in life or on the job?
My team of employees at both railroads is what keeps me going. As an entrepreneur, I fully believe that I work for them, not the other way around. I try my best to make DIR and WESL safe and enjoyable places to work, and I take a lot of pride in seeing all of our team members thrive.

If you could share a meal with anyone in the world today, who would it be and why?
I would love to have dinner with anyone that has started and/or run a short line. I’ve been privileged to have met and talked with many people that have been successful in the short- line world, and there is always an interesting story for how they got into the industry. They always seem to be very interesting people.

What do you think is the rail industry’s biggest challenge today?
I’d say the short-sighted vision of Class I railroads. Wall Street has forced many of these companies to focus on cost reduction, operating ratios and profit margins above all else. Meanwhile, there’s a large group of shippers that are frustrated with inflexible pricing, spotty service and a lack of technological innovation, among other gripes. There seems to be a lack of capacity for meaningful traffic growth, and if this trend continues, then it spells trouble for the entire industry.