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While sales and leasing of these lands abutting his right-of-way were a windfall, Flagler was always on the lookout for properties that might be developed as resorts, thereby creating an incentive for passengers to ride each new leg of his line. He took to riding his own railroad incognito, the better to scout out likely targets for acquisition wit
... See moreLes Standiford • Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean
Elan Miller • In the Asylum with Nick Chirls
"Even if you're on the right track, you'll get run over if you just sit there."
-Will Rogers
By 1883, Gould had become the dominant owner of, or controlling shareholder in, or chief executive of, literally dozens of railroads, some of them only for brief periods of time. The blur of activity sent shock waves of alarm through competitors even as it delighted stock traders, many of whom grew wealthy divining what Gould was up to and followin
... See moreCharles R. Morris • The Tycoons: How Andrew Carnegie, John D. Rockefeller, Jay Gould, and J. P. Morgan Invented the American Supereconomy
Among the various guests on board with Flagler on the morning of January 22 was Assistant Secretary of War Robert Shaw Oliver, the personal representative of President Taft, sharing a ride that was so sought after that it took a last-minute call from William Krome to Flagler direct to get himself on board.
Les Standiford • Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean
Much more important, his philosophy of railroading—with its emphasis on infrastructure and the primacy of freight—would live on, not only in these lines but in most others as well.
Michael P. Malone • James J. Hill: Empire Builder of the Northwest (The Oklahoma Western Biographies Book 12)
The flip side of the railroad genius was dismissiveness and distaste for corporate protocol. Harrison had little patience for boards. Put simply, they were a pain, a waste of time and money. They didn’t increase shareholder value or improve the operating ratio (OR), the key metric for a railroad that’s constantly scrutinized by investors.
Howard Green • RAILROADER: The Unfiltered Genius and Controversy of Four-Time CEO Hunter Harrison
“The more I think of it the more I am convinced that the thing for us to do is to ‘take the bull by the horns’ and get control of the Northern Pacific, and by one stroke settle all questions at once. This will cost less money and will bring the best results in the least time. . . . A starving man will usually get bread if it is to be had, and a sta
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