Within the spring of 1990, the chief govt’s workplace at British Rail obtained an pressing phone name from the realm supervisor at Newcastle upon Tyne saying there was a one-armed Scotsman wandering round the principle sign field claiming to be BR’s new chairman and eager to know the way every little thing labored. Was all of it proper to inform him?
The person was Bob Reid, who had not too long ago moved from Shell, the place he was the UK chairman, and was now getting ready to a troublesome five-year stint at BR that might finish in a privatisation about which he had critical misgivings. His foray into the sign field, matched by an tour into the drivers’ restroom at Waterloo, was typical of the person. Decided, impulsive and impatient to get issues transferring, he had a liking for human contact and a straightforward method, no matter rank.
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