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Interview<br />
The Adelantes are undergoing improvements,<br />
after a series of failures l<strong>as</strong>t year<br />
Bellamy h<strong>as</strong> had to relocate from Oxfordshire for<br />
the job – she and her husband have just moved to a<br />
village just outside Hull. But she talks about her role<br />
with an infectious enthusi<strong>as</strong>m that sounds like it is<br />
spreading to the rest of the Hull Trains team.<br />
‘Looking towards next year, what I want to do is to<br />
put a strategy in place to make the most of our frontline<br />
staff. Customers tell me all the time how absolutely<br />
fant<strong>as</strong>tic they are, so they’re a great <strong>as</strong>set.<br />
‘When I first came, people said to me, “Well Cath,<br />
it’s quite a small company, isn’t it” and, actually, how<br />
wrong they are. This job is probably one of the most<br />
challenging railway jobs I’ve ever done. Although<br />
we only run 14 direct services a day, we have to do<br />
everything that a train operating company h<strong>as</strong> to do,<br />
but I’ve only got a handful of people to do it. In fact my<br />
whole management team is 11 people and that includes<br />
me. We do everything from setting fares to agreeing<br />
timetables too, so there’s not a lot of places to hide!’<br />
There is no such thing <strong>as</strong> a typical week, she says,<br />
but on the day I interviewed her, she had already had<br />
a shareholders’ budgetary meeting and a photocall<br />
with a charity. Later in the day, she w<strong>as</strong> due to brief<br />
the new safety and environment officer, then to have a<br />
meeting with the head of operations to review the day’s<br />
performance, before ending the day with a conference<br />
call with engineers to discuss the progress of the<br />
modification programme for the Cl<strong>as</strong>s 180s.<br />
‘So there’s ops there, finance, HR, marketing and<br />
PR,’ she laughs. ‘It’s m<strong>as</strong>sively hands on! And if the<br />
trains stop running or we have any delays, I shall be in<br />
an orange vest down on the concourse, which is how<br />
I spent many, many days in June and July. That’s why I<br />
feel so p<strong>as</strong>sionate about getting the trains fixed.’<br />
She talks about the t<strong>as</strong>k ahead with obvious relish.<br />
‘I’d like to make sure we are much better than<br />
we are at the moment at understanding what our<br />
customers want, and that we are adapting how we do<br />
things to make rail travel and Hull Trains even more<br />
competitive, much e<strong>as</strong>ier much more fun. I don’t want<br />
anybody else in this region choosing any operator other<br />
than Hull Trains for their trips to London.’<br />
Curriculum vitae<br />
1969 Born in Singapore<br />
1991 BA (Hons) in business studies from Robert Gordon<br />
Institute of Technology in Aberdeen<br />
1991 Recruitment consultant<br />
1992 Network Southe<strong>as</strong>t management trainee for<br />
British <strong>Rail</strong><br />
1999 Sales and marketing director at Chiltern <strong>Rail</strong>ways<br />
2004 Managing director of Chiltern <strong>Rail</strong>ways<br />
2007 Starts consultancy Interim Action, offering business<br />
turnaround expertise<br />
2009 Programme director of Project Eureka for E<strong>as</strong>t Co<strong>as</strong>t<br />
2009 Interim bid manager for Nexus Metro<br />
2010 Independent readiness reviewer of Reading Blockade<br />
for First Great Western<br />
2011 Managing director of First Hull Trains<br />
Page 22 March 2012