Rising Stars 2026: Josh Williamson 

Josh Williamson, 38 
Senior manager of continuous improvement, network design and optimization 
Norfolk Southern Railway 
 
Nominator’s quote: “Josh delivers results that improve service, reduce costs, and strengthen customer trust. His impact is measurable, visible, and already shaping how the railroad operates.” — submitted on behalf of NS 

Education: After high school, I served in military intelligence, an experience that developed my analytical thinking, discipline and ability to solve complex problems in dynamic, mission-oriented environments. Then I joined NS, where I continued my professional development while pursuing higher education. I earned a black belt in Six Sigma and certifications in process improvement, data analysis and business analytics. I am currently on my master’s degree path in organizational leadership. 
 
Job responsibilities: In my current role, I’m on a team called Terminal Standards. Our work centers on delivering actionable, data-driven insights that identify operational constraints and unlock real opportunities for efficiency across the network. We do that through local optimization reviews and targeted initiatives designed to improve network fluidity, reduce costs and drive sustainable performance. The broader mission is fairly straightforward: build a smarter, faster, more agile railroad that is ready for today and well positioned for tomorrow. 
 
Describe your career path. 
I started my NS career in transportation as a conductor, moving into the yardmaster craft — an experience I wouldn’t trade for anything. From there, I transitioned into roles across asset management, customer logistics, and intermodal and automotive operations before moving into my current position. Throughout my career, I’ve been fortunate to work alongside experienced railroaders who challenged me to think critically, drive continuous improvement and never accept "that's how we've always done it” as the answer. 

What was your first job and what did you learn from it? 
As a server at a small restaurant chain while in high school. It taught me a great deal about responsibility, accountability and the importance of serving people well, regardless of the task in front of you. It also taught me that every operation, no matter the industry, depends on people working together consistently and reliably behind the scenes. I learned early that work ethic matters, attitude matters and how you treat people matters, lessons that have stayed with me throughout my career. 
 
What sparked your interest in the rail industry? What told you it could be a place for you to thrive? 
Railroading has been part of my life for as long as I can remember. My father dedicated more than 30 years to this industry, and I was exposed to rail operations at a very young age. As I grew older, I found myself drawn to the sheer complexity of the business: operations, engineering, logistics, economics, leadership and real-time problem solving all intersecting every single day. As someone who is wired to to challenge established norms, this industry offers an unlimited supply of interesting problems to solve and opportunities for learning. “If you love what you do, you won't work a day of your life.” This is a bit cliche, but the truth is, I genuinely love my job and the rail industry. It is for these reasons that I know I am in the right place. 
 
What’s one of the most valuable lessons you’ve learned so far in your career? 
Intentionally seek out and choose the hard things. Don't circle them, don't manage them, don't manage around them. Go at them directly. And when something doesn't work, fail fast, document why it didn't work and press ahead without making it personal. Some of the most valuable things I've learned came from initiatives that didn't go the way I planned. The failure wasn't the problem. Losing the lesson inside of it would have been. 

Beyond that, I'd say leadership, and I don't mean leadership as a title. I mean showing up with consistency, treating people with respect, developing your team and those within your sphere of influence and understanding that your example speaks louder than any words ever will. 

What are your passions outside of work? 
Above all, being a father. I prioritize my faith and my family, and I’m very intentional about being present and investing in both. I also have a strong passion for continuous learning. I genuinely enjoy reading, exploring industries beyond rail, and studying how organizations and people develop and improve over time. This curiosity is a core part of who I am and how I approach life both at and away from work. 
 
How do you plan to keep making an impact in your corner of the industry? 
I plan to continue asking hard questions about why we operate the way we do, challenging the status quo and leveraging emerging technology to drive meaningful change. Impact isn’t just about ideas, it's about execution, accountability and results that show up in network performance. 

I also feel a strong responsibility to help develop the next generation of operational thinkers. The future of railroading depends on people who can balance technical depth with the leadership required to move the operation forward. Helping shape that capability in others would be the type of impact that extends well beyond anything I could accomplish on my own. 
 
What’s the biggest challenge facing the rail industry today? 
Speed of adaptation. The world is not slowing down to accommodate any industry, including ours. Supply chains are evolving, technology is compressing decision cycles and customer tolerance for uncertainty is lower than ever. 

Railroading has been built on precision and discipline, strengths that can quickly become constraints when paired with resistance to change. The organizations that will lead in the next decade will be those that can preserve that operational foundation while accelerating how they identify problems, make decisions and implement solutions. 
 
At its core, this will be less a technology problem and more a cultural opportunity for change. Culture ultimately determines how quickly an organization can adapt; it is both the most difficult thing to change and the most critical to get right.