The Greatest Gathering in Derby this month showed the passion that still exists for the railway – but what is the direction of travel?
The Greatest Gathering
Earlier this month, the ‘Greatest Gathering’ was hosted by Alstom at their Derby Litchurch Lane works. It promised to be the biggest gathering of rolling stock – old and new – ever to be seen in the history of the industry and a celebration of all things wonderful about our fab sector. It was only a couple of days beforehand that I stumbled across this event, and when I tried frantically to buy a ticket, I discovered it was all sold out – 40,000 tickets had gone! Disappointed though I was to miss out, I was just as delighted to learn that there is still a fervent interest in the railway, its past, present and future. How timely and uplifting was the Greatest Gathering at a time when I don’t think I have ever seen the nation so disinterested in the fortunes of the rail industry and so utterly demoralised with the state of the country, per se.
On the same day, I discovered the Derby extravaganza, the announcement was made that ownership of the West Midlands Trains franchise will be transferring from private operator Transport UK to the government next spring, hot on the heels of the handover a fortnight ago of c2c in the same direction. What I find odd about these fanfare-seeking announcements is that transport secretary Heidi Alexander is making them as though we should all feel somewhat excited. ‘Bring on the celebrations’, you can almost feel she is expecting us to say. Yet there’s been no whoops of delight and this is perhaps because of a mix of pre-occupation with more pressing issues besetting the nation and a growing irrelevance of the railway in modern life (by comparison to a decade or more ago), as well as the generally underwhelming impact of some of the train companies that have transferred into public ownership since 2018. It’s a combination of all these factors, as well as an underlying mistrust in the government and current affairs more generally, which is affecting the morale of the public, like never before, it seems.
The mood music of the nation is played out in rail. These stilted press releases about a transfer to public ownership with words inferring we’re all going to be better off make me wince. So too, the incumbent managing director force-fed anodyne statements and having to smile through gritted teeth when they’d have preferred to remain with colleagues and superiors in their current owning group, which had given them the career opportunity to become the MD, a situation that is a little bit embarrassing, in truth. Imagine if they didn’t have mortgages to pay and could play without fear – I’m sure they wouldn’t be so deferential. And, as I’ve often remarked, can you, for one second, think that those strong leaders of yesteryear’s portfolios of train companies would have been so silent and supine during this period of change? Lucky for the current government that the industry is, with a few exceptions, essentially rudderless and devoid of big characters who could run rings around the bureaucrats.
If it’s the excitement of public sector ownership you might be looking for, then don’t delve too deep into the past, as c2c was a dog’s breakfast, known as ‘The Misery Line’ until privatisation saved it. Similarly, travelling out of Marylebone bordered on human rights contraventions until the private sector took control with Chiltern Railways. In contrast, West Midlands Trains is a company that is sensibly and well run, with Ian McConnell at the helm, as part of Transport UK. No one is counting down the days until the most successful train company in recent years, Greater Anglia, exits private ownership, nor the highly performing Great Western Railway with its track record of polished customer service and innovation under its talented leader, Mark Hopwood. Meanwhile, consider the impressive Transport for London concessions, such as London Overground and the Elizabeth Line, as an example of successful collaboration between the private and public sectors.
Despite my lack of celebration, I do see some positives in the proposed structural change for the rail industry. I concur with Lord Hendy’s oft-quoted comments that my local railway, Southwestern, should deliver improved performance as track and train are integrated under one accountable managing director, the impressive Lawrence Bowman. As we’re not unreasonably told, Lawrence will have only himself to blame if the railway isn’t delivering. This is a compelling scenario, albeit I do think the picture of mud-slinging between Network Rail and train companies has always been overstated for dramatic, storytelling, headline-grabbing purposes. Penny-pinching arguments about delay attribution, belligerent refusals to communicate between each organisation and duplication of resource has always been, in my view, exaggerated.
What fills me with despondency, though, is the lack of an inspiring vision. The changes we’re asked to be excited about are focused on ‘structure’. The only glimpse of a moderately exciting future is when I see the Great British Railways logo, in the red, white and blue of Crystal Palace FC, on the side of Southwestern rolling stock. My imagination races ahead and I multiply this several times over and visualise a nationwide identity. It shouldn’t, though, be left to my imagination to get a picture of the new world. I also like the name Great British Railways – it seems proud, traditional, but also a little modernist and slightly patriotic, at a time when many people feel that national pride is being suppressed.
Let’s hope that the Derby extravaganza galvanises and inspires the industry
Apart from ‘operations control’ transferring into an integrated railway, there’s no real glimpse of the future. We hear snippets about smart ticketing, multi-modal integration, and greater investment, but they are just soundbites. A cursory trawl through railway-related websites and feeds last week told a tale of opportunities missed – of the vital tourist link between Exeter and Penzance jeopardised by investment in making the line more resilient from coastal floods in Dawlish put on hold. Then we have the government seeking to build on lesser-used or currently redundant yard and sidings, thus inhibiting capacity, most particularly in rail freight. I learnt of record closures on the Piccadilly line and then, nationwide, talk of ballots for strike action abound, frontline railway employees already fed very generous, precedent-setting pay rises.
Last month, we also had news of several open access applications by entrepreneurial, innovative private sector operators being turned down. As I crammed on a busy Grand Central train to York last week, with customers delighted at the cheaper fares and very happy with the customer service, it just bewildered me why these schemes are being turned down. Could some rebalancing of track capacity be allowed? Where there is a will, there is a way. Is capacity currently being used effectively? I see plenty of empty trains traipsing around pointlessly on certain flows. It’s a shame that Virgin are being denied re-entry to UK rail after its fantastic contribution to the industry. We should be rolling out the red carpet for Virgin to return in some shape or form. An industry wag last week remarked to me that it felt as if the current policy of dampening open access opportunities felt almost ‘out of spite’ towards customers.
This is where those responsible for marketing and customer service will make the difference. An insight into the brand personality and how it will incorporate a national and local identity, combined with a vision around future station concepts and an on-board offering. Generating interest within the industry would be a good starting point, inspiring them with the vision and making them feel part of it, rather than being ‘done to’. My only exposure to Great British Railways was when a member of my team recently tried to arrange for a representative to speak at an industry event we were organising. They agreed to attend, but then we were ghosted. After that, they asked if they could dial in, and then, at short notice, they just blew out. It didn’t fill me with much confidence, as I feel that industry statements regarding the ‘new world’ could benefit from a more detailed customer service narrative.
One very senior industry leader from a train company environment said to me last week: “It feels like a clique is emerging, the railway in the future won’t want people like myself or others of our ilk, we represent everything that they don’t want to be associated with for some reason. They don’t want outspoken mavericks; in fact, they couldn’t think of anything worse.”
The problem, though, is that with one single organisational entity dominating the industry landscape in the future, rail professionals don’t have choices and if they risk upsetting the applecart with Great British Railways, then their career in the sector is effectively over. For this reason, all of the many concerned people I chat to are very muted beyond the confines of our private conversations.
Meanwhile, a fortnight ago, we heard that Robin Gisby, who leads all the franchises within state control, will not be continuing in his role. Gisby spent several years heading up first Railtrack and then Network Rail’s operations, during periods in which relationships with train operating companies were fractious and satisfaction with the infrastructure provider was low. He changed sides in 2017 and has been entrusted with a growing portfolio of commercial rail businesses, which has helped create some stability. Whilst his departure should cause concern in marking the loss of another experienced industry professional during a time of change, it also provides an opportunity for fresh blood and a galvanising leader with experience of running market-led train companies.
Some might say it matters not if there is a separate commercial department within Great British Railways, but I believe it’s damaging to allow the regional organisations to abdicate responsibility for generating revenue. The railway has, in some parts, become complacent, taking its subsidy and deliberately creating barriers and excuses to prevent innovative ideas from bringing people on board and fostering brand affinity. Whatever way the industry is structured, these businesses are commercial P and Ls and should be focused on resonating with local markets and generating products, campaigns and sub-brands that resonate with communities. This should be reflected in the search for Gisby’s successor. Perhaps Alex Hynes could be cloned or others of his ilk.
Back to the ‘Greatest Gathering’- although it has been marketed as the last of its kind, I like to think that in 50 or even 100 years’ time, there will be a follow-up celebration. It was entrepreneurialism, pride, innovation and risk-taking that created the legacy that has been celebrated in Derby this month, attributes that need to be preserved for us to inspire future generations. The Greatest Gathering provides a timely reminder of what made our nation so wonderful and has given us just a little light relief and entertainment at a time when he travails of the railway, and its future are so insignificant by comparison to the monumental issues alarming the population. Let’s hope that the Derby extravaganza galvanises and inspires the industry to create and communicate a proper vision, in which everyone and not just the chosen few in the clique, feels part of.
ABOUT THE AUTHOR: Alex Warner has over 30 years’ experience in the transport sector, having held senior roles on a multi-modal basis across the sector. He is co-founder of transport technology business Lost Group and transport consultancy AJW Experience Group (which includes Great Scenic Journeys). He is also chair of West Midlands Grand Rail Collaboration.
This story appears inside the latest issue of Passenger Transport.
Rail sector needs a vision to unite us all
by Passenger Transport on Aug 22, 2025 • 11:08 am No CommentsThe Greatest Gathering in Derby this month showed the passion that still exists for the railway – but what is the direction of travel?
Earlier this month, the ‘Greatest Gathering’ was hosted by Alstom at their Derby Litchurch Lane works. It promised to be the biggest gathering of rolling stock – old and new – ever to be seen in the history of the industry and a celebration of all things wonderful about our fab sector. It was only a couple of days beforehand that I stumbled across this event, and when I tried frantically to buy a ticket, I discovered it was all sold out – 40,000 tickets had gone! Disappointed though I was to miss out, I was just as delighted to learn that there is still a fervent interest in the railway, its past, present and future. How timely and uplifting was the Greatest Gathering at a time when I don’t think I have ever seen the nation so disinterested in the fortunes of the rail industry and so utterly demoralised with the state of the country, per se.
On the same day, I discovered the Derby extravaganza, the announcement was made that ownership of the West Midlands Trains franchise will be transferring from private operator Transport UK to the government next spring, hot on the heels of the handover a fortnight ago of c2c in the same direction. What I find odd about these fanfare-seeking announcements is that transport secretary Heidi Alexander is making them as though we should all feel somewhat excited. ‘Bring on the celebrations’, you can almost feel she is expecting us to say. Yet there’s been no whoops of delight and this is perhaps because of a mix of pre-occupation with more pressing issues besetting the nation and a growing irrelevance of the railway in modern life (by comparison to a decade or more ago), as well as the generally underwhelming impact of some of the train companies that have transferred into public ownership since 2018. It’s a combination of all these factors, as well as an underlying mistrust in the government and current affairs more generally, which is affecting the morale of the public, like never before, it seems.
The mood music of the nation is played out in rail. These stilted press releases about a transfer to public ownership with words inferring we’re all going to be better off make me wince. So too, the incumbent managing director force-fed anodyne statements and having to smile through gritted teeth when they’d have preferred to remain with colleagues and superiors in their current owning group, which had given them the career opportunity to become the MD, a situation that is a little bit embarrassing, in truth. Imagine if they didn’t have mortgages to pay and could play without fear – I’m sure they wouldn’t be so deferential. And, as I’ve often remarked, can you, for one second, think that those strong leaders of yesteryear’s portfolios of train companies would have been so silent and supine during this period of change? Lucky for the current government that the industry is, with a few exceptions, essentially rudderless and devoid of big characters who could run rings around the bureaucrats.
If it’s the excitement of public sector ownership you might be looking for, then don’t delve too deep into the past, as c2c was a dog’s breakfast, known as ‘The Misery Line’ until privatisation saved it. Similarly, travelling out of Marylebone bordered on human rights contraventions until the private sector took control with Chiltern Railways. In contrast, West Midlands Trains is a company that is sensibly and well run, with Ian McConnell at the helm, as part of Transport UK. No one is counting down the days until the most successful train company in recent years, Greater Anglia, exits private ownership, nor the highly performing Great Western Railway with its track record of polished customer service and innovation under its talented leader, Mark Hopwood. Meanwhile, consider the impressive Transport for London concessions, such as London Overground and the Elizabeth Line, as an example of successful collaboration between the private and public sectors.
Despite my lack of celebration, I do see some positives in the proposed structural change for the rail industry. I concur with Lord Hendy’s oft-quoted comments that my local railway, Southwestern, should deliver improved performance as track and train are integrated under one accountable managing director, the impressive Lawrence Bowman. As we’re not unreasonably told, Lawrence will have only himself to blame if the railway isn’t delivering. This is a compelling scenario, albeit I do think the picture of mud-slinging between Network Rail and train companies has always been overstated for dramatic, storytelling, headline-grabbing purposes. Penny-pinching arguments about delay attribution, belligerent refusals to communicate between each organisation and duplication of resource has always been, in my view, exaggerated.
What fills me with despondency, though, is the lack of an inspiring vision. The changes we’re asked to be excited about are focused on ‘structure’. The only glimpse of a moderately exciting future is when I see the Great British Railways logo, in the red, white and blue of Crystal Palace FC, on the side of Southwestern rolling stock. My imagination races ahead and I multiply this several times over and visualise a nationwide identity. It shouldn’t, though, be left to my imagination to get a picture of the new world. I also like the name Great British Railways – it seems proud, traditional, but also a little modernist and slightly patriotic, at a time when many people feel that national pride is being suppressed.
Apart from ‘operations control’ transferring into an integrated railway, there’s no real glimpse of the future. We hear snippets about smart ticketing, multi-modal integration, and greater investment, but they are just soundbites. A cursory trawl through railway-related websites and feeds last week told a tale of opportunities missed – of the vital tourist link between Exeter and Penzance jeopardised by investment in making the line more resilient from coastal floods in Dawlish put on hold. Then we have the government seeking to build on lesser-used or currently redundant yard and sidings, thus inhibiting capacity, most particularly in rail freight. I learnt of record closures on the Piccadilly line and then, nationwide, talk of ballots for strike action abound, frontline railway employees already fed very generous, precedent-setting pay rises.
Last month, we also had news of several open access applications by entrepreneurial, innovative private sector operators being turned down. As I crammed on a busy Grand Central train to York last week, with customers delighted at the cheaper fares and very happy with the customer service, it just bewildered me why these schemes are being turned down. Could some rebalancing of track capacity be allowed? Where there is a will, there is a way. Is capacity currently being used effectively? I see plenty of empty trains traipsing around pointlessly on certain flows. It’s a shame that Virgin are being denied re-entry to UK rail after its fantastic contribution to the industry. We should be rolling out the red carpet for Virgin to return in some shape or form. An industry wag last week remarked to me that it felt as if the current policy of dampening open access opportunities felt almost ‘out of spite’ towards customers.
This is where those responsible for marketing and customer service will make the difference. An insight into the brand personality and how it will incorporate a national and local identity, combined with a vision around future station concepts and an on-board offering. Generating interest within the industry would be a good starting point, inspiring them with the vision and making them feel part of it, rather than being ‘done to’. My only exposure to Great British Railways was when a member of my team recently tried to arrange for a representative to speak at an industry event we were organising. They agreed to attend, but then we were ghosted. After that, they asked if they could dial in, and then, at short notice, they just blew out. It didn’t fill me with much confidence, as I feel that industry statements regarding the ‘new world’ could benefit from a more detailed customer service narrative.
One very senior industry leader from a train company environment said to me last week: “It feels like a clique is emerging, the railway in the future won’t want people like myself or others of our ilk, we represent everything that they don’t want to be associated with for some reason. They don’t want outspoken mavericks; in fact, they couldn’t think of anything worse.”
The problem, though, is that with one single organisational entity dominating the industry landscape in the future, rail professionals don’t have choices and if they risk upsetting the applecart with Great British Railways, then their career in the sector is effectively over. For this reason, all of the many concerned people I chat to are very muted beyond the confines of our private conversations.
Meanwhile, a fortnight ago, we heard that Robin Gisby, who leads all the franchises within state control, will not be continuing in his role. Gisby spent several years heading up first Railtrack and then Network Rail’s operations, during periods in which relationships with train operating companies were fractious and satisfaction with the infrastructure provider was low. He changed sides in 2017 and has been entrusted with a growing portfolio of commercial rail businesses, which has helped create some stability. Whilst his departure should cause concern in marking the loss of another experienced industry professional during a time of change, it also provides an opportunity for fresh blood and a galvanising leader with experience of running market-led train companies.
Some might say it matters not if there is a separate commercial department within Great British Railways, but I believe it’s damaging to allow the regional organisations to abdicate responsibility for generating revenue. The railway has, in some parts, become complacent, taking its subsidy and deliberately creating barriers and excuses to prevent innovative ideas from bringing people on board and fostering brand affinity. Whatever way the industry is structured, these businesses are commercial P and Ls and should be focused on resonating with local markets and generating products, campaigns and sub-brands that resonate with communities. This should be reflected in the search for Gisby’s successor. Perhaps Alex Hynes could be cloned or others of his ilk.
Back to the ‘Greatest Gathering’- although it has been marketed as the last of its kind, I like to think that in 50 or even 100 years’ time, there will be a follow-up celebration. It was entrepreneurialism, pride, innovation and risk-taking that created the legacy that has been celebrated in Derby this month, attributes that need to be preserved for us to inspire future generations. The Greatest Gathering provides a timely reminder of what made our nation so wonderful and has given us just a little light relief and entertainment at a time when he travails of the railway, and its future are so insignificant by comparison to the monumental issues alarming the population. Let’s hope that the Derby extravaganza galvanises and inspires the industry to create and communicate a proper vision, in which everyone and not just the chosen few in the clique, feels part of.
ABOUT THE AUTHOR: Alex Warner has over 30 years’ experience in the transport sector, having held senior roles on a multi-modal basis across the sector. He is co-founder of transport technology business Lost Group and transport consultancy AJW Experience Group (which includes Great Scenic Journeys). He is also chair of West Midlands Grand Rail Collaboration.
This story appears inside the latest issue of Passenger Transport.
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