Charles Fooks

Charles Fooks

Summary

A highly experienced Operations Executive who has demonstrated he ability to lead diverse teams of professionals and scheduled employees a variety of challenging environments and competitive markets.

Work History

Work History
Apr 2007 - Nov 2007

President and General Manager

Missouri and Northern Arkansas Railroad

Interim President and General Manager Missouri and Northern Arkansas Railroad (MNAR).

Accountable for the profit and loss of a large short-line-railroad with >$20 million in revenue and 525 miles of track. Responsibilities included, safety, daily operations, budgeting, capitol planning, customer relations, business development, and monthly financial reporting.

Developed a business plan to return the business to profitability by investing capital to reduce the escalating labor costs below traditional labor cost levels.

Responsible for rebuilding of four+ miles of the right-of-way after two major floods which required analyzing the extent of damage, cost of repair, daily impact of loss of revenue and available resources then developing the most cost efficient repair.

Successfully oversaw the integration of a new million dollar account. The integration included service schedule design, negotiations with customers and other railroads on schedules and prices, and a $800,000 capital rehabilitation of ten miles of right of way

Jul 2006 - Apr 2007

Director of Finance Central Region

http://www.RailAmerica.com

Reporting to the Central Business President and responsible for managing budget process for 10 railroad companies with greater than $175 million in revenue, conducting Return on Investment Analysis for capitol projects, preparing and presenting recommendations on capitol projects, coach individual railroad leadership to improve results, and gathering / analyzing / reporting mid-month and end-of-month financial results.

Successfully developed a project for a new account on the Missouri and Northern Arkansas Railroad by analyzing the return on investment and developing the presentation for RailAmerica senior leadership. I later finished the project while at the MNAR.

Set up a business review/audit system for the Central Region leadership to review a subordinate company's operations, marketing, maintenance accounting and leadership with the goal of improving the financial performance of the company.

Jan 2004 - Apr 2007

Secretary Treasurer

Indiana Rail Transportation Group

The Indiana Railroad Transportation Group is a voluntary association of regional, shortline and Class I railroads operating in Indiana.

Served as Secretary /Treasurer Indiana Rail Transportation Group 2004-2007. The group represents the rail industry at the Indiana state capital. As part of the group leadership I helped build consensus on direction of efforts. Responsibility for the group's $24,000 annual budget and record keeping.

Nov 2000 - Jul 2006

President and General Manager

http://www.railamerica.com

November 2000-July 2006

President and General Manager Indiana Southern Railroad (ISRR)

Accountable for the profit and loss of a large short-line-railroad with >$15 million in revenue and 189 miles of track Responsibilities included, safety, daily operations, budgeting, capitol planning, customer relations, business development, monthly financial reporting.

Doubled revenue from 2001 to 2006 by identifying long term changes in the market and positioning the company to take advantage of the changes.

Greatly increased operating income while expanding business by developing metrics to manage critical cost centers. On new accounts the metrics were used to price the business for a higher yield.

Developed safety policy resulted in the railroad receiving four industry safety awards and was Five Years injury free.

One of seven members of a cross-functional team that developed the RailAmerica 2006 reorganization. The reorganization resulted in an slimmer organization with three business units for decentralized control and an annual savings of over $3 million for RailAmerica.

Jan 2000 - Dec 2000

President

Connecticut Railroad Association

The Connecticut Rairoad Association is a voluntary association of regional, shortline and Class I railroads operating in Connecticut.  

President Connecticut Railroad Association 2000

Dec 1999 - Nov 2000

Assistant General Manager

http://www.railamerica.com

Assistant General Manager Connecticut Southern Railroad (CSOR) and New England Central Railroad (NECR)

Accountable for theprofit and loss of a short-line-railroad with (CSOR) >$7 million in revenue. Responsibilities included, safety, daily operations, budgeting, capitol planning, customer relations, business development, monthly financial reporting.

Responsible for the day to day operations of the NECR from Brattleboro Vermont to New London Connecticut

Developed and implemented a plan saved a million dollar account

Developed and implemented a plan that saved $30,000 a month in operating expense by identifying customer needs and internal work flows then optimizing work flows.

President Connecticut Railroad Association 2000

May 1999 - Nov 1999

General Manager Trainee

Indiana and Ohio Railroad

The RailTex (predecessor to RailAmerica) General Manager Training Progam was a project to take former military personnel and train them to run short line railroad companies.

Completed the program in six months.

Nov 1987 - Apr 1999

Infantry Officer

US Army

Assistant Operations Officer (Planning), 2nd Brigade 101st Airborne. Mid to long range training planning.

Commander, Alpha Company 3rd 502 Infantry

Senior Analyst, Cobra Team National Training Center Ft Irwin CA.

Platoon Leader, Ft Stewart GA

Nov 1997 - Mar 1999

Chief of Range Operations

Operations Group, National Training Center, Ft Irwin Ca U.S. Army

Chief of Range Operations National Training Center Fort Irwin CA.

Direct Responsibility for 33 soldiers, $27 million worth of equipment and target mechanisms, annual $1.25 million construction budget and coordinating work of 60 civilian contractors. Responsibilities included; target execution of ten brigade live fire exercises per year directing work of civilian contractor with 60 employees. Additionally, responsible for the one, three and five year plans for the NTC live fire area and continuing computer programmer priorities.

Designed and executed target scenarios for 14 brigade live fire exercises which involved negotiating the scenario design with interested parties, identifying safety risk and implementing risk mitigations, allocating resources and planning execution schedule.  The brigade live fire exercises consisted of 4,000 to 6000 soldiers, 120 main battle tanks and infantry fighting vehicles, plus attack helicopters and Air Force fighter bombers.

Project leader for a $2 million Operations. Led the design phase to move the target command computer system from a fourteen year old wood and sandbag dugout to a permanent structure.

Education

Education