Clell Harral

Mr. Harral is a founder and principal of Harral Winner Thompson Sharp Klein, Inc. He has over 30 years of experience in transportation, banking, and structured finance. Mr. Harral's expertise is in the economics and finance of public infrastructure in the transportation and telecommunications sectors.

• In a career of 22 years with the World Bank, Mr. Harral served successively as chief of transport research, highways adviser, policy adviser, principal transport economist for the Asia region, and lead manager for the China Transport Program. For 17 years he directed the international research program that developed and validated the Highway Development and Management Model (through HDM-III). He was a member of the Bank's first economic mission to China in 1980, and subsequently designed the study program, including the Coal Transport Study and the Railway Investment Priorities Study, that defined the Bank’s strategy in China transport, while also managing $1.5 billion in lending for railways, highways, and ports there.

• When the USSR applied for membership in the Bretton Woods Institutions in 1990, Mr. Harral was appointed to the task force for the Joint Study of the Soviet Economy, where he led the transport team. He then continued his research on the transformation of socialist economies as Visiting Scholar at the Harvard Institute for International Development.

• In 1991, he was chosen to lead the transportation sector practice of the newly-established European Bank for Reconstruction and Development (EBRD), where he developed a major program of public and private finance for rail, water, road, and air transport, as well as telecommunications, in what are now 25 countries of the former Soviet Union and Eastern Europe. He emphasized EBRD's privatization role and reduced dependence on state finance by limited recourse project finance and equity investment in private-public partnerships.

• As a consultant since 1996, Mr. Harral’s has provided guidance and support to the EBRD, Asian Development Bank, the World Bank and IFC, and to their clients for project identification and appraisal, transport policy development, and restructuring of state owned transport enterprises. In 2006-2007 his work has focused largely on China and India for the World Bank and ADB.

• In 2001-2002, he conducted comprehensive surveys (now being updated) of the current status and likely future of the railways sector and the highways sector in Asia to identify key issues and best practices and counsel the Asian Development Bank on its future role in the transport sector.

• In 2003, Mr. Harral evaluated the efficiency of the road transport industry in India for the World Bank. Subsequently the Bank contracted him to extend that work to a comparative study of the development of road and rail transport in India and China over recent decades with the objective to help transfer successful development models between the two countries.

• While a Visiting Scholar at Harvard University Institute for International Development, he researched and drafted a book manuscript on restructuring of transport in the Soviet Union—subsequently published jointly with John Strong, John Meyer, and Graham Smith as Moving to Market: Restructuring Transport in the Former Soviet Union (Harvard University Press, 1996).

• Mr. Harral has authored or co-authored many other publications on planning, organization, and management of infrastructure and market transition in socialist economies. These include: The Preparation and Appraisal of Transport Projects (1965), The Highway Design and Maintenance Standards Model (1988), The Road Deterioration Problem in Developing Countries: Causes and Remedies (1988), Transport Development in Southern China (1992), and EBRD’s Transport Operations Policy (1992).

John H. Winner

Mr. Winner is a founder and principal of Harral Winner Thompson Sharp Klein, Inc. In more than 30 years in the transportation industry, he has worked with both state and private railways, shippers, suppliers, investors, governments, and financial institutions on policy issues, deregulation, restructuring, privatization, efficiency improvement, and strategy development. Over this period, Mr. Winner has led many projects involving private sector participation in public sector rail activities conducted due diligence studies for development banks and private sector investors in the rail sector world wide.

• Mr Winner was asked to analyze the recent turnaround in performance of the Indian Railways as a case study for the World Bank. The bank was interested in verifying Indian Railways performance metrics, and in developing an understanding of the underlying trends that resulted in improved financial performance.

• Working with the World Bank and the staff of TCDD, the national railway of Turkey, Mr Winner developed a restructuring strategy involving private sector participation in both infrastructure and railway services.

• Working with private financial groups and development banks including EBRD and IFC, Mr Winner led a series of due-diligence studies to help bring private sector investment to the railway sector in Russia and Ukraine. These projects involved railway rolling stock with a value of more than $3 billion and included freight cars, locomotives, and locomotive and freight car manufacturing facilities. 

• For a number of private clients, Mr Winner helped develop financing for some $12 billion of railway rolling stock, infrastructure, and maintenance equipment in a number of transactions that included Sound Transit in Seattle, RATP in Paris, TGV equipment for SNCF and EuroStar, the Berlin Metro, and rolling stock for Stockholm commuter services.

• For the World Bank, Mr. Winner worked with the Armenian Railway to develop a restructuring strategy. He led a multi member team in assessing the railway’s assets, its passenger and freight markets, rail operations, and staff and developed the financial models used to evaluate restructuring alternatives. The Government and World Bank accepted the recommended restructuring strategy. He then developed information memoranda, teasers, and organized road shows for the sale of the concession. The Armenian Railway was concessioned in 2008.

• Mr Winner has led or participated in restructuring studies for railways in a number of countries including Ukraine, Russia, Argentina, Armenia, Georgia, New Zealand, Australia, Georgia, and Kazakhstan. In each case, the restructuring strategy involved private sector participation in rail sector in various forms of public-private partnerships.

• For the government and railways of Kazakhstan, Mr. Winner led a series of project financed variously by the World Bank, Asian Development Bank, EBRD, and by the railway, to develop a rail sector restructuring strategy. His work included the development of methodologies to evaluate potential retrenchments, investment needs, and sector structure.

• For the US Secretary of Transportation Mr Winner prepared a report on the likely future structure of the North American rail industry (including the US, Canada, and Mexico). Later he was called to testify before the US Senate on the future of Amtrak, the national rail passenger carrier in the United States.

• He was a vice president at Mercer Management Consulting, and director of the rail management consulting practice at Booz·Allen & Hamilton.

Mr. Winner was a contributing editor for Progressive Railroading magazine, in which his monthly column, Smart Managing, was published for over ten years. Mr. Winner has a Bachelor of Science degree in Civil Engineering from Carnegie-Mellon University.

W.H. Thompson

Mr. Thompson is a founder and principal of Harral Winner Thompson Sharp Klein, Inc. He has worked in the rail industry for 45 years, specializing in railway and intermodal operations and investment strategy.

• Mr. Thompson served as senior vice president and chief operating officer of TrailerTrain Company (TTX Corp.) for ten years. His responsibilities for this $750 million/year rail equipment leasing company included marketing, fleet management, purchasing, materials management, and business planning.

• He was vice president and general manager of the Illinois Central Railway. Mr. Thompson returned the railroad to profitability by substantially reducing costs. He introduced new work practices and installed computer systems that permitted 25% reduction in clerical staff. Mr. Thompson introduced operating practices that allowed mobile agencies to cover expanded responsibilities and territories (e.g., 2-3 stations in a tour of duty). He developed an attrition program that guaranteed employment for employees with eight or more years of service while downsizing terminal and branch line operations to improve efficiency.

• Mr. Thompson founded and was chief executive officer of ACI Systems, Inc. The company developed the concept and design for automatic rail car identification systems. It produced labels, scanners, and information systems for tracking and managing the movements of rolling stock.

• During his railway career, Mr. Thompson served 22 years in divisional and system operating and industrial engineering and strategy positions with Louisville & Nashville Railroad and Norfolk & Western Railway companies. While at L&N, he installed the first real-time computer system on a North American railway. The system permitted significant reduction in clerical staff. Mr. Thompson reviewed and evaluated costs of every division and reduced excess train and engine services employees through attrition.

• He recently assisted Ukrzaliznitsia (national railway of Ukraine) to develop a plan for commercialization and restructuring. Mr. Thompson reviewed operational resource requirements for greatly reduced railway traffic base and recommended a long term plan for restructuring and downsizing to substantially reduce costs.

• Mr. Thompson international consulting work began in 1975 when he served as senior railway advisor for the World Bank and, later, the European Development Banks. Since then, he has completed assignments in the Baltic States, Belarus, Brazil, Cameroon, China, Egypt, India, Israel, Kazakhstan, Malaysia, Myanmar, Nepal, Pakistan, Russia, South Korea, Sri Lanka, Taiwan, Thailand, and Ukraine.

• Mr. Thompson served as a member of the board of directors of ABCRail-NACO and Trinity Industries.

Mr. Thompson currently serves as Chairman of the Coronado Hospital Foundation Board of Directors. He has a BA in transportation from the University of Tennessee, and an MBA from Northwestern University.

Richard G. Sharp

Mr. Sharp is a founder and principal of Harral Winner Thompson Sharp Klein, Inc. He has worked in the transportation industry for 25 years, focusing on the relationship between market structure and economic performance, including issues of competition, pricing, competitive access, and regulation. He has addressed these issues for railways, railway customers, development institutions, and governments in Armenia, Australia, Brazil, Costa Rica, El Salvador, Georgia, Kazakhstan, Malawi, Mozambique, Saudi Arabia, Tunisia, USA, and others.

• For the Government and Railway of Armenia, Mr. Sharp analyzed the market for rail and surface transport as a part of the development of a business plan for the restructuring of the Armenian Railway. He interviewed shippers, considered border and international trade flows, and developed forecasts of traffic and railway freight revenue under a number of scenarios. Later, Mr Sharp prepared a framework for a concession agreement and helped develop a term sheet for the concession.

• Working for the Government of Mozambique and the World Bank, Mr Sharp led a project to evaluate alternative routes for the transport of coking coal from the Moatize area of Mozambique to export ports. The project involved developing a costing model that dealt with rail transport costs, port costs, and ocean shipping costs, then evaluating the probable shipping destinations, ship sizes. The analysis included a short rail route to a river port, a longer rail route to a deep water port, and various barging options. Capital, port operations, transport, and inventory costs were considered and economic and financial returns computed for major options.

• Mr Sharp worked with the Georgian Railway on a USAID sponsored railway restructuring strategy project. In this project, Mr. Sharp has interviewed shippers, analyzed international trade flows, and prepared a series of traffic and revenue forecasts for alternative forms of rail sector restructuring in Georgia.

• For the Queensland (Australia) Corporatisation Taskforce, Mr. Sharp developed recommendations for restructuring Queensland Rail to accommodate Australian open access policy and to effectively balance competition, tariff pricing equity and efficiency outcomes.

• Mr. Sharp has served as an expert witness for railways and railway customers in dozens of rail rate proceedings. These proceedings have addressed the issues of regulatory standards for reasonable tariff rates, the permissible scope of transport contracts, and third party access to serve shippers over the lines of an incumbent railroad. His experience encompasses both general transport policy determinations and rulemaking proceedings and specific disputes between carriers and between railways and their customers.

• Mr. Sharp assisted the Board of the National Railways of Zimbabwe and the Tripartite Restructuring Committee (government, rail management, rail labor) to define appropriate responsibilities and powers for a Railways Regulatory Authority. The Authority is to regulate the rail industry as government-owned National Railways of Zimbabwe is restructured into a commercialized rail industry, with vertically separate infrastructure, operations and rolling stock companies and multiple train operating companies.

• Mr. Sharp provided expert testimony before US regulatory authorities on competitive effects of the mergers of Union Pacific and Southern Pacific railroads, the Burlington Northern and Santa Fe systems, the affiliation of Union Pacific, Missouri Pacific and Western Pacific railroads, and the merger of Chessie System and Family Lines to create CSX Transportation.

• Mr. Sharp provided the financial and regulatory policy expertise for the World Bank mission that defined the restructuring program for the Kazakhstan railroads following Kazakhstan's separation from the Soviet Union. This work led to the development of World Bank and EBRD technical assistance projects for rail restructuring in Kazakhstan, including determination of access and tariff policies.

• Mr. Sharp's participation in railway concessioning/BOT planning, public-private partnership structures, and negotiation in development of post-reform rail regulatory structures has included projects in southern Africa, the Middle East, Central Asia, and Central America.

Mr. Sharp holds an AB in government from Harvard University and a Masters degree in public affairs and economics from Princeton University.

Jonathan H. Klein

Mr. Klein is a principal and managing director of Harral Winner Thompson Sharp Klein, Inc. He has more than 30 years experience in railroad management and rolling stock maintenance, particularly in due-diligence and management of rolling stock and workshops. He also has experience in the engineering and operation of high-speed passenger trains in the United States and Europe

• Mr. Klein has served as rail industry expert on service-lease financing transactions with a total value of more than $9 billion. The equipment includes locomotives, rapid transit equipment, trams, passenger coaches, and high speed train sets including TGV Duplex and EuroStar equipment.

• For the Alstom-Bombardier Consortium that supplied Amtrak with the Acela maintenance, Mr. Klein created the complete General Ledger and Cost Center codes for the enterprise’s chart of accounts and new software.

• For Management Audit Services Division of the LAC MTA, Mr. Klein drafted a new chart of accounts to provide visibility on maintenance material costs.

• While Chief Mechanical Officer at Amtrak, Mr Klein turned around the technically unsuccessful public-private partnerships that were providing and servicing Talgo and high-speed Acela passenger equipment. As Chief Mechanical Officer at Amtrak, Mr Klein developed considerable operating experience with 110-mph, 125-mph and 150-mph North American passenger trains.

• Working with London Underground, Ltd., Mr Klein's due diligence analysis of the MetroNet Rail public-private partnership agreement for the Victoria Line Upgrade project correctly predicted the financial failure of the PPP contract. He recommended the step-in actions LUL needed to take well in advance of the final demise of the PPP structure.

• For the Chicago commuter railroad, Metra, provided financial oversight of a contractor's new railroad car factory as a contractor to Ernst & Young for four years. Disqualified approximately $30 million in M-K claims to-date performing audits of accounting systems and manufacturing processes.

• While Chief Mechanical Officer at Amtrak, Mr. Klein reformed the cost reporting and accounting procedures for a $700 million maintenance organization. He personally drafted the new Chart of Accounts used to manage over US$300 million in material purchases, greatly improving the cost-effectiveness of the purchases. Although Mr. Klein greatly increased the overhaul and routine maintenance programs at Amtrak, he reduced the annual cost of rolling stock programs by at least US$70 million a year.

• For a recently privatized freight operator in Argentina, Mr. Klein analyzed the maintenance practices and management of the locomotive department and helped develop specific changes needed in inventory management, maintenance procedures, and budgeting to reduce cost and improve efficiency. He also made longer-term recommendations for improving rolling stock investments and maintenance practices.

• In Bolivia, he reviewed the investment potential of freight railway operations of ENFE for a consortium of investors. Assessed the costs to rebuild the locomotives, shops, and cars, and developed operating budgets and capital renewal budgets.

• As Deputy Treasurer, Southeastern Pennsylvania Transportation Authority (SEPTA), Mr. Klein was responsible for budgeting processes, and then for the processes to account for 1/4 billion US dollars in cash yearly.

Mr. Klein holds a BA in Economics from the University of Chicago and an MBA from the Harvard University Graduate School of Business Administration. He has published three scholarly papers on rail equipment economics.

Jeremy Drew

Mr Drew has 27 years experience in rail industry economics and consulting. He is a senior consultant to Harral Winner Thompson Sharp Klein, Inc. specializing in UK and EU market analysis and passenger technologies. Mr Drew also has special expertise in railway regulation, pricing, infrastructure access matters, and rail franchising. Mr Drew is a transport economist and management consultant with extensive railway experience covering both passenger and freight operations.

• Mr Drew has been involved in many HWTSK equipment financing arrangements including TGV and EuroStar trains, Berlin Subway, and Vienna tram and subway transactions.

• His experience in the UK railway sectors includes a number of consulting assignments for British Rail, 1½ years at the UK office of the Rail Regulator working on track access regimes during privatization, and advice to train operating companies on access and performance issues. For the UK Government, he has reviewed the operational plans submitted by bidders for a major rail passenger franchise.

• Mr Drew's experience also includes review of rail reform efforts in Europe and of rail regulation in Europe and North America, several studies in Central Europe and advice to the South African, Kenyan, Ugandan, Swaziland and Zimbabwean governments on rail regulation.

• He advised one of the companies undergoing privatisation under the London Underground PPP on its business strategy and the opportunities to sell services to extnal clients – this involved a detailed assessment of its strengths and weaknesses in the market. He also has advised the Board of the consortium operating the Eurostar concession between London and Paris/Brussels on the scope for renegotiating the contractual arrangements for the UK concession.

• For the European Conference of Ministers of Transport (ECMT), Mr Drew carried out a comparative review of the regulatory regimes for rail freight in the United States, Australia, Germany, France the United Kingdom, and Canada. This analysis evaluated the impact of changes on rates, service, and the growth of traffic from railway regulatory environments. In another study, he reviewed the legal constitution and organization structure of railways in the 34 members of ECMT and the relations between railway entities, the state and the role of regulatory bodies such as the UIC. As a part of this study, Mr Drew examined provisions for open access in each country.

• He has been extensively involved in assisting companies bid for passenger franchises, both in the UK and Denmark. For the Trans European Freight Freeways group, Mr Drew was a member of a team formulating strategy for the EU on the development of freight freeways in Central and Eastern Europe. He worked with a major European railway enterprise evaluating the inward investment strategy for entry into the Central European rail freight markets.

• In a number of assignments in South Africa, Mr Drew first advised the Department of Transport on the development of a long term strategy for urban transport. He then advised the South African Rail Commuter Corporation on improvement projects in Durban. More recently, he has advised the Department for Public Enterprises on railways matters including institutional frameworks and regulatory environment, industry restructuring, and investment requirements.

• He wrote a major published report for Financial Times Management Reports entitled "Resurgence of European Railways." This work involved a detailed analysis of EU rail transport policy documents and Directives and an extensive interviewing program with European railway operators, customers and regulatory bodies, including the UIC.

Mr. Drew holds a BA in Engineering and Economics from the University of Oxford, an MA in Transport Economics from the University of Leeds, a Diploma in Accounting and Finance from ACCA and an MSc in the Economics of Regulation and Competition from City University, London. He has published numerous papers on rail economics and has been joint author of several major reports published by the European Conference of Ministers of Transport.

Martin Blaiklock

Mr Blaiklock is a senior financial consultant to HARRAL WINNER THOMPSON SHARP KLEIN, INC. A specialist in the structuring of limited recourse project finance, Mr Blaiklock has over 25 years of professional experience in investment banking, commercial lending, international trade and project finance. Over the past ten years, Mr Blaiklock has been an independent financial consultant working on a series of assignments involving private finance of airports, railways, roads, ports, and power plants in Europe, Africa, Asia, and Latin America.

• Mr Blaiklock led the Project Finance Group of the European Bank for Reconstruction and Development (EBRD) when it was first established in 1991. In that capacity he pioneered the use of limited recourse financing for infrastructure projects in the former Eastern bloc, including airports, airline reservation systems, air traffic control, toll roads, and power plants.

• Mr Blaiklock was chairman of the EBRD/EU Committee evaluating the large (and controversial) proposal presented to the Bank for the US$800 million upgrading and rehabilitation of Slovakia's Mochovce Nuclear Power Station. He subsequently became Director of Power and Energy Utilities for EBRD.

• Since establishing his consultancy in 1995, Mr Blaiklock's principal projects have involved structuring of private finance for:

• Venezuela: La Vueltosa Hydroelectric Scheme (1998-99)
• Ghana: Kotoka International Airport (1998-99)
• Bulgaria: Sofia International and Bourgas Airports (1996-1997)
• South Africa: Coega Port (1997-99 )
• Czech Republic: Prague Airport-Kladno Fast Light Rail Link (1996)
• Indonesia: Ministry of Transport, private participation in ports, railways, roads, and airports (1996-98)

Mr Blaiklock also has extensive experience with funding of urban rail systems. From 1976, he served for 3 ½ years as Resident Financial Advisor to the Metro de Caracas, Venezuela. In 1984 he undertook the financial feasibility studies for Manchester Metrolink, UK, and in 1989 evaluated BOT proposals for the Ankara Metro, Turkey, and Lisbon Metro, Portugal. In 1997, he advised three UK light rail and busway projects on private finance alternatives.

Prior to joining EBRD, Mr Blaiklock worked for the Hong Kong and Shanghai Banking Corporation (HSBC) as Director of Trade Finance (1985-1991). In that capacity, he was responsible for developing project and export finance opportunities in Europe, Southeast Asia, Middle East, and Latin America. Mr Blaiklock began his project finance career with Kleinwort Benson (1973-1985).

Mr Blaiklock holds an MA degree from Oxford University and an MBA from the University of Manchester Business School. He is the author of several professional papers and is widely sought as a lecturer on the techniques of limited recourse project finance.

Jolanta Hess

Jolanta Hess is a Senior Consultant to HWTSK, Inc. With over ten years of consulting experience, she provides assistance to national, international, multi-lateral, and bi-lateral organizations in countries undertaking restructuring and or privatization operations. Her work typically involves the design, implementation, and supervision of projects to develop practical strategies to deal with labor, social, and community development issues connected with private sector development and large scale enterprise restructuring. Related assistance involves application of social safety nets, poverty reduction strategies, and institutional capacity building to mitigate social impact of private sector development.

• Ms. Hess is working with the World Bank and the Government of Turkey on the restructuring of the National Railway of Turkey (TCDD). Her scope of work includes participation in project preparation and appraisal as labor adjustment and social safety net expert, supervision of Technical Assistance Contractors, preparation of project preparation documents, and due diligence on the Bank’s behalf.

• For the Macedonia, FYR, Railway reform project, Ms Hess worked with the World Bank on the project appraisal of staff retrenchments and the development of social mitigation strategies for the railway. She prepared a series of retrenchment options related to railway restructuring that international experience, legal framework, redundancy scenarios and costs.

• For the Russian Railway, Ms Hess provided technical assistance on labor issues associated with restructuring. In this project her scope of work included labor adjustment issues, review and comment of the Railway Social Program dealing with labor redundancy, workshops on international experience, best practices and lessons learned in labor restructuring.

• For the government of Croatia, Ms Hess provided technical assistance for Railway Modernization and Restructuring. Technical Assistance to the Railway (HZ) and Employment Service in the preparation of a Draft Social Program, Terms Of Reference for implementation, and for the Financing Plan associated with the Government’s Redeployment Program for Redundant Workers.

• In Poland Ms Hess helped in the preparation of Railway Restructuring Project. She prepared summary projections of the Social Costs associated with PKP Employment Restructuring including low and high cost scenarios with calculations of costs on standard and special benefits based on projected take-up, unit costs, and number of participants over the duration of the labor restructuring program.

• Working with HWTSK, the Asian Development Bank, and the Government of Kazakhstan, Ms Hess provided technical assistance in Railway Restructuring. She was responsible for the social analysis component of labor downsizing and investment aspects of the proposed project. In this work she prepared an Initial and Detailed Social Impact Assessment. Her work scope also included advice and assistance to KTZ management related to proposed arrangements for providing financial and other support to affected households, social mitigation measures, and preparation of terms of reference for ongoing monitoring of the social impact of the program, especially on the poor and vulnerable groups.

Steven Silkunas

Mr. Silkunas is a senior consultant to Harral Winner Thompson Sharp Klein, Inc. He has more than 30 years experience in transit and rail planning and operations, including “hands-on” experience as a vehicle operator, road supervisor, scheduler, planner, chief officer, and director. Mr. Silkunas career has been one of innovation—making a good better—through the application of non-transit principles and techniques to transit and intermodal operating and revenue problems.

• For SEPTA, Mr. Silkunas investigated various modal options for streetcar service in Philadelphia. The study, of which he was the primary author, used present value analysis as an evaluation tool to deal with disparate vehicle and infrastructure issues. This study shaped SEPTA’s surface rail investment decision ($150 million in 1981 dollars) for the next two decades. The report, when issued, was highly controversial. Subsequent review by expert evaluators over the next 15 years called the work “technically excellent.”

• As a consultant to a contractor for the State of New York, recast Amtrak schedules to take advantage of the operating efficiencies of turbotrains. Resultant schedules provided increases in frequency of service and reductions in platform hours. This effort allowed the State of New York sufficient information to renegotiate with Amtrak.

• As the Chief Officer of SEPTA’s Frontier Division, a suburban bus operation, achieved a 13 percent increase in ridership when comparable system average was 0.5 percent. Achieved a mean distance between failure of over 8,000 with a bus fleet that exceeded an average life of 12 years.

• As the Director, Technical Services and Research of SEPTA, directed the research, planning and analytical efforts of a 120-person department encompassing management, professional and hourly employees. Developed nationally recognized programs in the monitoring of on-time performance and passenger counting on all modes (bus, light rail, rapid transit, commuter rail) for scheduling, planning and marketing purposes. Converted manual processing techniques to computer-assisted techniques. Created DALLAS, a comprehensive report on system/route performance. Developed and implemented a service quality auditing program at the operator level.

• Developed, at the request of the SEPTA Board, a “transit first” initiative to reduce operating expenses through speed improvements. The initial methodology was subsequently revisited to produce savings of up to 10 percent without reducing levels of service.

• Initiated and oversaw the procurement of third-generation transit scheduling software. Innovations included a PC-based platform, future upgrades to be included in initial contract price, and system design with the software proposal.

• As the new manager of a schedules department after an early retirement, reduced schedulemaker headcount and achieved “on time” delivery of schedules for the first time in a generation without the use of overtime. Other efficiencies included the elimination of in-house printing and a $50,000 reduction in paper expenses.