Michael Isaac was appointed Chief Executive Officer of Rail Operations Group (ROG) in April 2026. Less than three months into his tenure, he reflects on changing market conditions, outlines ROG’s approach to safety and traction innovation, and looks ahead, to a future that will be shaped by Great British Railway (GBR).
After spending 25 years in the rail supply chain (20 years at LH Group, a re-manufacturer of powertrain products, and more recently four years at Rolls Royce Power Systems), I thought I knew the industry intimately. But in my latest role, as CEO of ROG, I’ve gained an entirely new perspective. Why? Because what we do is unique – and, while I’m familiar with ROG’s customers, I’ve never interacted with them on this level before. Our customers trust us to move their most valuable non-people assets, safely and reliably.
A specialist operator with national reach
It’s something ROG, a specialist freight operator, has been doing for 12 years. Since 2014, we’ve supported the wider rail industry, moving rolling stock, assisting with new fleet introductions, and delivering specialist freight flows.
When ROG launched, as an entirely new player specialising in an area not covered by other companies in a dedicated way, the market was also about to explode. And ROG was uniquely placed to grow alongside it. Indeed, in 2017, the Rail Delivery Group (RDG) reported that orders for new rolling stock were at a “historically high level.”
But today, after a very active ‘boom’ period of new train deliveries, cascades, and scrap moves, conditions have changed. Fewer trains are on order, being ordered, or due for delivery. And with fewer new trains comes less fault free running, fewer shake down runs, and less cascades and scrappage, leading to a smaller market.
Add to this the creation of GBR and the delay in it becoming operational, and a void is left in rolling stock strategy, with reduced investment. ROG, like many freight companies, is working to ensure that its business model is fit for this softer market.
It’s a challenge we’re rising to with confidence. Customers value our strong, specialist team, and our flexible approach to planning and delivery. We remain committed to operating our own control room and route planning team, and we continue to employ a full-time team of drivers and shunters. We also manage safety with a dedicated internal team, which underpins our focus on operational discipline. And we’re committed to treating every customer move as our number one priority.
In short, we operate with autonomy, just as the larger companies do. And as we navigate market changes, we’ll stick to this model, which ensures we deliver a high-quality and safe service to all our customers.
Leading the way in rolling stock movements
Customers look to ROG as the market leader in the specialist field of passenger rolling stock movement, not only because it is dedicated to this aspect of rail operations, but also because of its track record in safety and delivery performance. Where other companies might move trains as part of a much larger service portfolio, transporting rolling stock is ROG’s primary focus. Our operations managers are all multi-traction and multi route competent. We’ve developed the right skill base, one geared towards moving trains, whatever their traction system and whatever the route.
This enables ROG to respond to customer requests, not just safely, but with remarkable flexibility. If an organisation asks us to move an asset at short notice, we can develop a plan and deliver the service within 24 hours. It’s the kind of responsive service only a dedicated specialist could provide, day in, day out.
And coupled with our efficiency and excellent safety record, this unique offering will continue to set ROG apart in a challenging market.
Class 93s: A step change in traction
ROG is renowned, not just for its rolling stock movement ability, but for its proactive, forward-looking approach – and today, it’s working to respond to the needs of the wider rail industry.
Sustainability is a key focus. In the UK, rail has committed to achieving net zero carbon emissions by 2050. Our customers are under pressure to reduce their emissions, all while maintaining operational efficiency – and we’re on hand to help.
We recently introduced the innovative tri-mode Class 93 locomotive, all 10 of which, owned by ROG, are now approved for service. The locomotive was built by Stadler and trialled successfully with the support of our partners, Network Rail and Freightliner. ROG’s Head of Engineering, Andy Grundy, played a pivotal role in the project, as did General Manager Brian Ferguson. It was a fantastic team effort that has enabled these locomotives to offer the UK Rail industry a greener future.
This locomotive – which can operate in diesel, battery, diesel hybrid and A/C modes – represents a real step change in traction. It supports ROG’s decarbonisation efforts without impacting performance: during trials, the Class 93 hauled increasing loads up to a maximum of 2,100 tonnes. Over Shap, it reached speeds of almost 60mph.
It’s a remarkable achievement. These locomotives are state-of-the-art and greener to run, in both bi-diesel and bi-electric modes. Simply put, we’re investing in a more modern, more reliable, and much cleaner fleet.
And the industry has taken note, with many organisations showing genuine interest in ROG’s Class 93s. Now, I’d urge Government to help us build momentum, considering how it can ensure more freight is being moved under the wires. It’s about making electric traction an economically viable option.
A focus on operational discipline and safety
And, while sustainability is a key concern, safety remains the priority. The industry must ensure it operates as safely as possible, particularly when it is moving valuable assets across the national rail network.
ROG is a specialist operator, but it maintains the same operational discipline and safety management standards customers would expect from any national freight organisation.
ROG’s Operations and Production Director, Stephen Proffitt, stresses the importance of discipline. Some movements might seem straightforward, but every job requires robust competence management, strong operational oversight and clear standards.
That’s why Stephen and the team have developed the right internal processes – including a formal traffic acceptance process that assesses the operational risks involved in each movement before it is undertaken. Thanks to this process, we can consider factors like route knowledge, traction competence, infrastructure constraints and operational complexity before delivering work.
Whatever the job – supporting a freight service, moving rolling stock, or assisting a fellow operator – ROG approaches it with the same unwavering commitment to operational discipline.
And it uses systems like AARK to track driver route and traction competence, ensuring the right work is allocated to the right drivers.
These well-regarded, well-trained drivers are our most valuable asset, and their experience sets ROG apart from the competition. It’s something we can’t assign a value to on our balance sheet.
But ultimately, our customers feel the benefit. They know their work will be delivered, not just efficiently, but competently, reliably, and safely.
Rail reform: The direction of travel
And, as the industry prepares for its most significant restructuring in 30 years, these customers are looking for reliability and consistency.
Because we’re all keen to know what the future – and GBR – will bring. We all agree change is required. But will GBR be different? And if so, how?
Will it address the pattern of ‘feast and famine’ that has characterised rolling stock production in recent years, ensuring factories are neither overburdened nor standing empty? Will it flatline new train delivery, ensuring stable demand and a steady flow of trains into retirement? Will it develop a well-thought-out replacement programme?
Will the cost imbalance of electric versus diesel be corrected? Could pricing of electricity overnight be much reduced, allowing electric locomotives to move freight more quickly and cheaply for the customer, and reducing inflationary pressures felt by consumers?
In the middle of this uncertainty, one thing is clear. Rail reform isn’t just about taking control of Train Operating Companies; it’s about managing longer-term decisions.
ROG, though, will continue to deliver its dedicated traction and rolling stock movement services, all while maintaining the high levels of quality and safety our customers expect. And when the market rebounds, we’ll be ready to meet its needs.
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