New Mgt. team at Altoona

co614 · **Posted:** Fri Nov 02, 2007 12:06 pm

As reported in todays Altoona paper the BOD of the Altoona Railroaders Memorial Museum has hired the Salone Management Group to take over all aspects of managing the museum replacing Scott Cessna effective immediatly. Certainly not a surprising development in the wake of the collapse of the 1361 project among other items.
Let's hope that the new team brings the skills needed to put this important institution on its feet!!
Ross Rowland

nathansixchime · **Joined:** Tue Jan 25, 2005 4:03 pm **Posts:** 948

http://www.altoonamirror.com/page/conte ... 01482.html

Quote:

The Railroaders Memorial Museum has hired the management firm that held concerts in the yard this summer to run operations.

Salone Management Group of DuBois will replace Chief Executive Officer Scott Cessna, who led the museum out of a financial crisis that almost closed it five years ago.

“SMG brings resources and skill sets to the museum that are desperately needed,” the museum board said in a written statement.

SMG runs Uno Pizzeria in Altoona and Quaker Steak & Lube restaurant in State College, and principal Larry Salone is an engineer who owns several engineering and fabrication firms, including manufacturers of food processing equipment.

The museum board said the facility is still in “precarious” financial condition, and SMG gives it “the best chance for short-term viability and long-term growth and success.”

SMG will be responsible for fundraising, membership acquisition, grantsmanship, maintenance and staffing.

“We were impressed with the resources they brought to bear on the concerts,” board spokesman Rudy Husband said. “They seem to have a knack.”

SMG inherits two unfinished projects: The long-overdue and now-shelved restoration of the K-4 steam locomotive and construction of a quarter-roundhouse in the yard.

Salone is a self-described railroad “geek” eager to turn his passion into a business opportunity, SMG Operations Director John Seely said recently.

Cessna said he is disappointed but not bitter.

“It’s not about me,” said Cessna, 45. “The museum is bigger than me.”

Ironically, he invited Salone to become a museum event partner in 2006.

Cessna learned the board was discussing a management change in August, but didn’t learn he wasn’t going to be part of the staff until two weeks ago, he said.

Under a 2003 management contract with Westsylvania, Cessna was operations director.

He would have been willing to work under Salone, but Salone wanted to make “unencumbered” decisions, Cessna said.

“You can’t fault a guy for wanting to do things his way,” Cessna said.

Cessna thinks SMG will be good for the museum, because it has resources he lacks, he said. He wants the museum to continue to push to become a “hub of community activity.”

During the last two weeks, Cessna has helped with the transition. He plans to volunteer with a local rail fan group to work in the yard on Saturdays.

He has no regrets, although if he had it to do again, he would have delved into the K-4 project sooner than 2007, when a consultant discovered problems that resulted in a transfer of work from Scranton to Altoona and the eventual temporary shutdown of the project.

He said he still believes the project will get done.

pennsy3750 · **Joined:** Tue Jun 13, 2006 9:27 pm **Posts:** 68

Mr. Rowland (and anyone else) -

I wonder if you might tell us what this new managament will do that the old management wasn't doing? I'm not saying you are wrong by any means, I'm just curious as to what your expectations are.

A couple points for all of us to ponder:

The museum is bigger than just the K4, and they have done some good
work over the last several years on other projects.

I have eaten in both of this new outfit's restaurants, and I can vouch for the fact that they are well-run, having worked in a restaurant myself. But I question how running those relates to running the museum. Making onion rings, as good as they are, isn't exactly good training for making piston rings.

It will be interesting to watch this play out.

nathansixchime · **Joined:** Tue Jan 25, 2005 4:03 pm **Posts:** 948

I'd like to know if one person's drive or vision can be adequately replaced by a "management group."

KL

Dave · **Posted:** Fri Nov 02, 2007 3:44 pm

nathansixchime wrote:

I'd like to know if one person's drive or vision can be adequately replaced by a "management group." KL

Of course, and probably not, depending on specifics.

Condolances and congrats to Mr Cessna - condolances for having been somewhat taken aback by the manner in which the change was effected, congrats for having successfully led the institution through a critical evolution. Now it continues to evolve.......

Best wishes to the new management team, from one who has been more than once on both sides of similar situations.

dave

Bob Kutella · **Posted:** Fri Nov 02, 2007 5:17 pm

While I do not know Scott personnally, I feel he has been open and honest and pulled no punches. That alone is a refreshing change from the norm. There was tremendous progress during his tenure and compared to some other more or less stagnant preservation groups he is to be commended. Good luck Scott.

My two cents worth.

Bob Kutella

Richard Glueck · **Posted:** Fri Nov 02, 2007 6:19 pm

While the K4s is not the sole point of the Railroaders Museum, it is most definitely part of the core representation of the Pennsylvania Railroad and the landmark Horseshoe Curve. I'm wondering where the new management has placed the K4s restoration on its to-do list.

Regarding Scott Cessna, I think it must be pointed out repeatedly that his guidance is credited for saving the Museum from dissolution at one of its worst ebb periods. I feel badly that the complete steam revival didn't happen under his watch, but that is now history. I never met the man, nor do I know what kind of person he was to work with, but for what he did while he was in the saddle, I offer him my gratitude and thanks.

John Redden · **Joined:** Sun Aug 22, 2004 8:53 pm **Posts:** 220

I briefly met Scott several years ago during a group tour of the Museum. During my brief time there, I found him to be a competent manager of the staff - friendly, co-operative, and quite open with information about the plans and expectations of the re-manufacture of the locomotive.

In my opinion, the 1361 is only a fraction of the work that he was expected to manage. My reading of the "last straw" in the Scranton re-manufacture of the engine, was that this is a "flaw" (some would call it a feature) that has existed since it was last shopped by the craftsmen at Juniata, five or more decades ago. Surely, he cannot be held accountable for this.

His stated intention to volunteer at the Museum in the wake of his termination says a lot about the character of the man.

John Redden (my real name)

superheater · **Joined:** Sun Aug 22, 2004 11:54 pm **Posts:** 2606

In any organization, there will be some intrigue-but this sounds very "Peyton Place".

Displacing a CEO is never a pleasant business, but the general rule is that unless egomaniacal, he/she is approached quietly and allowed to make a graceful and voluntary exit. Sometimes CEO's deserve to be fired, not only because its fair turnabout-but because they deserve it (the fraud "Chainsaw" Al Dunlap & Sunbeam come to mind). I don't think Scott merited public embarassment.

Additionally, I'm not sure what the value of replacing Mr. Cessna with SMG is-they may do a great job, but there's no background in non-profits, historic preservation or railroads indicated. Moreover, this will just be another asset in a portfolio. In short, Cortez didn't burn the ships.

A great track record in one industry doesn't mean that an executive or team has some portable managerial magic. Just ask Steve Jobs what John Scully brought to Apple.

That having been said, Scott's continuing association with ARRM and grace in this matter speaks well of his character. Character is an uncommon commodity. Scott is exhibiting a significant amount of it here.

That having been said, SMG's insistence on complete control-to the point of not giving Scott a chance to be part of the organization-and the board's apparent acquiesence to this rather clumsy change means one thing-the buck stops with the new CEO and the Board. The board should insist on significant and measurable results. If the results aren't forthcoming, SMG should be dispatched and the board should then resign en masse.

Scott, good luck.

Robert Yuill · **Posted:** Fri Nov 02, 2007 10:04 pm

Well, perhaps we'll now get paid for our work on the K4??

Robert Yuill

co614 · **Posted:** Sat Nov 03, 2007 12:02 pm

My guess Bob is that your chances of getting paid for the work you performed on the K4 have most likely improved if ever so slightly with the change in leadership in Altoona???
Although, the comment in the article quoting a member of their BOD that the museum "remains in percarious financial condition" I guess doesn't bode well for getting paid???
Good luck to you and the others in your position!!
Ross Rowland

Al Patterson · **Posted:** Sat Nov 03, 2007 1:01 pm

pennsy3750 wrote:

Mr. Rowland (and anyone else) -

I wonder if you might tell us what this new managament will do that the old management wasn't doing? I'm not saying you are wrong by any means, I'm just curious as to what your expectations are.

A couple points for all of us to ponder:

The museum is bigger than just the K4, and they have done some good
work over the last several years on other projects.

I have eaten in both of this new outfit's restaurants, and I can vouch for the fact that they are well-run, having worked in a restaurant myself. But I question how running those relates to running the museum. Making onion rings, as good as they are, isn't exactly good training for making piston rings.

It will be interesting to watch this play out.

I too wonder what making Pizza has to do with maintaining a museum. I wish them, and Mr Cessna, the best.

rrmuseum · **Posted:** Sat Nov 03, 2007 4:09 pm

Thank you - most of you- for the kind words. The position at the Museum was the most challenging position I have ever had and will be the best job I will ever hope to have at the same time.

Please continue to support the Museum and what they try to do moving forward. All I can ask is that everyone feels that the organization is in better shape now than when I inherited it.

I intend to remain active in the local NRHS Chapter - a group who is of invaluable help to the Museum and was integral to the successes we enjoyed during my tenure as CEO.

I wish you all the best. I'll be around!

Scott Cessna

co614 · **Posted:** Mon Nov 05, 2007 12:00 pm

To answer Pennsy 3750's question I'm not sure- other than to say that I hope their proven successes in a broad range of other consumer oriented businesses bode well for what they bring to this task.
The fact that the ARRMM remains in "precarious" financial condition speaks loudly to the need for a different approach to the equation. Let's all hope this new group has the answer(s)???
Ross Rowland

torquemada · **Joined:** Tue May 22, 2007 9:43 am **Posts:** 4

co614 wrote:

To answer Pennsy 3750's question I'm not sure- other than to say that I hope their proven successes in a broad range of other consumer oriented businesses bode well for what they bring to this task.
The fact that the ARRMM remains in "precarious" financial condition speaks loudly to the need for a different approach to the equation. Let's all hope this new group has the answer(s)???

Ross Rowland

Some days my curiosity gets the better of me, and I ask questions I'm pretty sure I'm gonna regret later. In any case, after reading many of Mr. Rowland's commentaries on RyPN, I do have a question:

"Mr. Rowland: Is there any steam operation or railroad related museum in the United States that you actually approve of? If so, why?"