The TrainManATL Chronicles Podcast
Step Fathering A family.
The Obedient Believer.
The TrainManATL Chronicles
For more information, check out our website: www.TheTrainManATL.net.
The TrainManATL Chronicles Podcast
Interview with Leroy Rosser
Use Left/Right to seek, Home/End to jump to start or end. Hold shift to jump forward or backward.
This is Season 2, Episode 8 and Part 1 of the interview with Leroy Rosser, a friend from the Atlanta Airport People Mover system, once was the wayside maintenance supervisor, the head special project supervisor of the site worked along side with site managers in Atlanta and involved with other sites across North America. Now retired and doing other projects. Check out our website: www.williams2.org
Greetings, and welcome to the Train Man ATL Chronicles. We thank you for tuning in to our podcast. We want you to check out our website, www.williams2.org. It has information about the podcasts, the people being interviewed with goals, achievements, direction, and contact information. Also, you can send comments and questions through our email address, getting a life3 at gmail.com. We are on several platforms such as YouTube, Amazon Music, Google Podcast, Spotify, BuzzSprout, and various other podcast networks. This is season one, episode eight, and part one of the interview with Leroy Rosser, a friend from the Atlanta Airport People Mover System. Once was the Wayside Maintenance Supervisor, the head special project supervisor of the site worked alongside with site managers in Atlanta and involved with other sites across North America. Now retired and doing other projects.
SPEAKER_02Yeah, I started with a technician that worked maybe a year and a half. And from a technician that was a I was hired in as a you know at the level two main uh mechanical technique.
unknownAnd then after that, I went right into uh management. You know, wayside maintenance management. So yeah, you know, we can teach us to just let me know what you want to talk about.
SPEAKER_02We we're talking okay so you know, 33 years of you know, so I can deal a lot of stuff.
SPEAKER_04I understand. I understand. Okay, well, welcome to the broadcast. Um today interviewing a former employee of uh West and I buddy uh uh he was supervisor a uh training. Were you in training?
SPEAKER_02Uh no, I started I I started uh level two, I stepped uh maintenance tech when I was hired in the level two mechanical tech.
unknownOkay.
SPEAKER_02And uh after yellow has uh even this even be even before the um operation started. Oh nothing but a hole in the ground. You know, and we was even working out of the cargo building. He wasn't even working on the output site.
SPEAKER_04Oh, okay.
SPEAKER_02And what we was doing, you know, we had in like three of us, we just taking care, they was had me start shipping the trains down.
SPEAKER_04Oh they were storing them over in the cargo building.
SPEAKER_02And we was working, you know, preliminary work on doors, setting up doors and uh putting on uh small mechanical parts and stuff like that, you know, and doing a lot of that until the actual work began when they started finishing up in the tunnel, you know, um, got everything set up, and then we finally moved over to the maintenance shop.
unknownOh yeah, we moved into the maintenance shop. We were still maybe a year and a half from opening. Okay. And trains were coming in, we were bringing them in.
SPEAKER_02Here again, we were doing all the uh addition of what we needed to do as far as putting equipment on the on the cars.
SPEAKER_04Right.
SPEAKER_02Um, you know, and then naturally the cars weren't constantly coming in all the time. We just straightened dates. And when that wasn't going on, we was uh actually we we the the company itself in the airport, we got to a point where you know the contractor was finishing up with a lot of work in the tunnel, the switches, the power distribution, and stuff of that nature. And we had a lot of um a lot of stuff we had to do as far as working off gigs and stuff like that. So um we finally said, well, you know, we're gonna we're gonna get these contractors out of here. Okay. And we got people who can do this. This work. So we're gonna we're gonna pick up a lot of this.
SPEAKER_04Oh, okay.
SPEAKER_02And so that's what we started doing. And then we finally opened up in, I believe, 1980. And that's when we started operation, I believe. And once the operation got started, then we had to get into the prevention maintenance. Oh, okay. Correct and maintenance and stuff like that.
unknownOkay.
SPEAKER_02And uh was the last guy hired, you know, uh, I had to take 30 shifts. So it was like three guys hired at the same time, myself, Lewis, Russell Watman, okay, and and myself. So naturally, them guys didn't want to work 30 shows. So that kind of put me 30 shift, you know, and I became, you know, I was a lead tech lead technician on Third Shift.
SPEAKER_05Oh, okay. Yes, yes.
SPEAKER_02Oh, okay. And we we we did that, you know, in that time progress, we were doing more and more work, more and more maintenance, and and and although we had we had help from from Pittsburgh, from the engineering department, and a lot of the stuff we were still doing, doing some modification, stuff like that on the train. And um, and then the testing phase came on. We had to do all the preliminary testing on the car, uh, the stopping acceleration, deceleration, stuff of that nature. And then when we finally started carrying passenger, you know, we we had to fine-tune a lot of the equipment. Right. You know, especially some of the wayside stuff. Like the operation of the switches, how the train lined up and stopping the station, adjusting program stops and stuff like that. You know, it was a lot of work going on, a lot of precision type work.
SPEAKER_01Right.
SPEAKER_02Because, you know, if you still train don't run, uh, they don't have a driver. So everything is computerized, computer controlled. So everything got to be working on T. You know, you know, the um all the ATO, ATC, and all of this stuff goes into that system to make that system run. It had to be for sitting tuned. Right. And so when we actually did start carrying passengers, they said, well, you know what, Leroy, you know, we're gonna need a night shift manager. You know, uh manager who takes all the wayside equipment.
SPEAKER_04Uh-huh.
SPEAKER_02And me coming to the continent as a mechanical with a mechanical background, that that put me right into the right into the mix. And uh, so then the job came along as a wayside manager.
SPEAKER_03Right.
SPEAKER_02And I had to do a little bit of freshen up, a little bit of training, a little bit of schooling. They said, well, you know, we want you to be our wayside manager.
SPEAKER_05Oh.
SPEAKER_02Taking care of all the wayside equipment. And it was uh brand undertaking. And you know, for yourself, we what what even what you guys do now, the door, the switches, the track, you know, uh the power rail. So it was a lot of a lot of work had had to be done.
SPEAKER_04Right.
SPEAKER_02You know, writing procedures, uh, writing test specs and stuff of that nature. And along with that, you know, we were having a lot of, not a lot of problems, but switching was a was an issue.
unknownRight.
SPEAKER_02So the switches are so delicate.
SPEAKER_05Oh.
SPEAKER_02You know, and in the design of the switching was such that you know how it's locks in place, but uh there were some issues still needed to be be done when the train crossed over because uh, you know, the roughness and the moving and stuff like that. So we have to learn how to stationary those switches. So when the train crossed over, you don't get a lot of rock and cough, your power rail stops still gotta be kind of lined up to transition from, you know, from uh uh moving track to stationary track. So it was a lot of work going on now. And it was a learning experience for a lot of us. And then as time passed, we we got into, and I think I I I was the manager now for Waste Manager like nine years, taking care of all the wayside equipment. And and you know, we had to get this downtime work going.
unknownWe only had like five hours, full and a half hour, really, too. Right.
SPEAKER_02Do whatever we do whatever we had to do for the um scheduled maintenance and unscheduled maintenance. You know how that runs. Right. And unscheduled maintenance had to be repaired now. Right. So when the system started up at five o'clock, the train got to be ready to go. The system gotta be gotta be ready for the train to run on. So with a lot of work going down.
SPEAKER_04So you actually you were oh I'm speaking with Leroy Rosser, uh uh who worked, he used to work, he retired from Western House Bombardier underneath the airport. Leroy, um you said that you came from uh How being high with three guys that uh you came in with and they put you on third ship, and they automatically gave you a management job, or did they you have to?
SPEAKER_02No, after after I after it started in uh 1979, and like I said, I came in with a mechanical background out of the three people that were hired, two of them were hired just proper to me. So naturally when we started the system, you had you got three guys enough with some experience. Right. So you need a you need a first shift lead guy, second shift lead guy, and a third shift lead guy.
unknownRight. And I became the third shift lead guy. Third shift lead guy, okay.
SPEAKER_02And with the mechanical background, I was automatically kind of fell in that category. But as time passed, you know, with some other things and and and and not with management, learning who we are, who we were, what we could do and what we were capable of doing, to kind of sting it out, well, you know what, you're gonna be all mechanical, man. You're gonna be working on switching, you're gonna be working on door power distribution and stuff of that nature. And naturally we, you know, we're just getting this system up and running now. So it's a lot of stuff going on.
SPEAKER_03Right.
SPEAKER_02Even before we start carrying passenger, we had to do, we had to test the system and everything on the system before we actually uh into carrying passenger in our inauguration day, preparing for that. And so when it when it when we did get to that point, well now we're in full operation, we need a we need a we need a manager, a third chef manager, we need a maintenance manager. And so, Leroy, we want you to, you know, get this training. We're gonna send you to Pittsburgh, we're gonna send you to the test track, we're gonna, you know, we're gonna get you familiar with the switches. We're gonna send you old aid cash for all the equipment being built, you know. Uh, and up at the up at uh in Pittsburgh, you know, that's that's what we had, this was a test track. And then have another uh building now, just just a few a few miles away, called ACASH.
unknownOkay.
SPEAKER_02And ACASH is where all the equipment was being built for the trains. And that was um that was really that was really something to to behold. When I went to ACASH, spent time at ACASH, and looking at how this equipment was being built, put together, you know, it was something really to um, I think, to really look at and how well this equipment was being built. You know, like the motor control boxes and no operator. Because you you you got people sitting there with uh um with a monitor. And whatever they working on, whatever they billing, they got a monitor. And they can look at what they're actually doing, you know, stop it when they get ready, move it when they get ready, stuff of that nature. So it was a free class operation. That's that's why I say today that Bombardier, not Bombardier now, but at the day at the time where Westernhouse were one of the state of the art continents. Oh. Probably one of the ten top continents in the world, I believe, because the professionalism and the quality that went into putting this equipment together. I mean, sheer quality. And I went through that training a lot of time, spent a lot of time in Stitchburg. So finally coming back to the site, then I became the wayside maintenance manager. Wayside maintenance manager. Wayside maintenance. Taking care of all the wayside equipment. You know how you know what's on the wayside.
SPEAKER_05Right, right.
SPEAKER_02And along with that, all the maintenance that came along with that.
unknownUnscheduled maintenance, plus scheduled maintenance. Right, right.
SPEAKER_02And making sure this maintenance got done on time, you know, making sure it was done according to specification, stuff of that nature, which is very important. Right. Because everything you do we did at Western House, we have to do it based on specification. Right. You know, Western House metal transportation system at the time, and a lot of specs come through by DOT, Department of Transportation.
unknownRight, right. And this equipment had to meet those specifications.
SPEAKER_02We couldn't, we couldn't say, okay, it's good enough, it's close enough, this will be okay. We couldn't do that. It had to be done to the specification, then it had to be tested and verified, you know.
unknownAnd then one of the major things we were doing at night was what we called the D920 test. Oh, yeah. That's where everything, well, everything get completely tested.
SPEAKER_02And it had to be done at night. Right. So I became the lead guy in getting the D920 test done.
SPEAKER_04Okay.
SPEAKER_02You know. So it it was a lot, but you know what I was up to the task because I just felt like whatever needed to be done, I could get it done.
SPEAKER_03Right.
SPEAKER_02And I did. And I worked, and I worked that shift for nine years.
SPEAKER_04Nine years. So at the beginning, um, how many employees were under you for to take care of that third shift? I had six employees. Six employees?
SPEAKER_02Yes. And we was trying to, you know, get all the weight going. We would we were getting it doing. Uh and we would concentrate on most of the time we would concentrate on the unscheduled maintenance. Okay. Because you know the unscheduled maintenance and maintenance that's happened, something break, you can't get a fix in the daytime.
SPEAKER_03Right.
SPEAKER_02So you gotta, you gotta, you gotta make it work till we shut the system down. Right. Then we go in and make permanent permanent fixes on it. So it was a lot of that. And then you had to schedule maintenance, you know, like the daily prevention maintenance checks you had to make on doors, switches, and you know, inspection and stuff like that. So it was a lot to do, don't get me wrong. But but we got we got it on, and and that was time where we we had to maybe let's make make changes to the schedule in order to make sure we get to unscheduled work done. Because the train had to be ready to go. The track had to be ready to run on at five o'clock in the morning.
SPEAKER_05Right.
SPEAKER_02So but we got it on, even though I feel like I needed more than six people. And I made that, I made that case a lot of time too, to match the period. I need more people to get this done.
unknownRight.
SPEAKER_02So, and I I was there in that environment, you know, doing that for nine years. And after nine years, we had a project to come over that we wanted to um change some things as far as uh uh back in that day, no, the the North the North track was different from the South Track. Right as far as the rail layout. So that means you had to have um a combination for your collectors, you know, yeah. So you have to have a whole set on each side of the train.
SPEAKER_04Right.
SPEAKER_02So we came up with the idea, hey, look, let's make the north track or the south track, like the north track, the same rail configuration. Then we don't need all those collectors on the train.
SPEAKER_04So you you gave them that ideal? Yeah, yeah. Invented the idea for that?
SPEAKER_02Yes. Oh, okay. And they said, well, you know what, we think we can do that. But but we need to have uh we need to have an area that we can test the zone. Okay. So that's when I came off third show. And we took the North Track, um, sorry, the South Track, and that baggage in the baggage claim area, we laid it out, just like the North Track. Right. So we could have an area to test. Right. Okay. So I took on, I took on that, I took on that that job, and once we tested it and we looked, said, okay, this will work. Now we gotta get it approved through engineering through Pittsburgh. Right. So we wrote, we wrote a FA to get a change. And actually the FA was for the testing change. And then once we got it all tested and we found out it would work, then we decided we're gonna make this appointment change.
SPEAKER_05Okay.
SPEAKER_02And when you make a permanent change, there's a lot of stuff has to be done, you know, drawing changes and stuff like that have to follow. So but we did. And then I took on that job after the testing phase. So then I became the guy who's gonna get this done all the way down the track, whole track. So that that that kept me on third shift for a while. So, and we did, we got it done. And after we got that done, we moved from that phase by the by that time we were getting ready to do concourse E. E, okay. You know, we're doing that on right, right. And uh when we started.
SPEAKER_04Before we go down, uh you you said that you had you had a bunch of collectors on beach phones, uh, and a lot of rail.
SPEAKER_02Yes. Uh the the the original design of the of the collector assembly, or you know, the the power pickup, I think, which would be more familiar, they had to you you you had the same thing on each side of the car. So that means we had three, six, eight, you know what I mean? Three power shoes, two signal shoes, so on the on the front end of the of the train and on the back end of the train. Which you you have to maintain that even even cutting down. So, but what what happened at the chain, we was able to uh have two collector shoes on one side, A B on one side, right, and C on the other side. Right. So so that means you could you could you could eliminate some of the shoes now because you got the same real configuration on both sides.
SPEAKER_03Right.
SPEAKER_02So that relieved some of the maintenance issues. Um knocking off collector shoes, you don't have admin in the knockoff now.
SPEAKER_03Right.
SPEAKER_02Or making transition in the in the switch point. So you don't have it many now, cause you got the same configuration on both tracks, no.
SPEAKER_04And then the power would be the same.
SPEAKER_02Absolutely. So that means you could you could you could shift your power rail now. So instead of having a full uh set of power rail on the same on both tracks, you could you could you could eliminate that. Eliminate. So of course you got the same configuration on both tracks.
SPEAKER_04Right.
SPEAKER_02So that made a lot of sense. So we we got that done. It took a while to get that done, but that that that took us to be that took away some of the collective problem we were having. Oh. And that was the whole idea of, you know, how what we can do to eliminate some of the, to, to, to lighten the maintenance load. Right. What we can do to do that. And so that was one of the ideas that came along as um as an improvement. So we got that going. We got that doing. It took a while, we got that going. And so, and if you know, fix stuff from something always, you always looking to improve, especially on this system of that sort. And we did, and we did. So now I'm off 35th. I'm working up in this environment. I'm not that I'm not the wayside maintenance maintenance manager anymore.
SPEAKER_04Right. Right.
SPEAKER_02But but now I become like more now, hey, go ask Leroy.
SPEAKER_04Go ask Leroy, that's right. Go ask Leroy.
SPEAKER_02Whatever. Go ask Leroy. I can be fake that. Go ask Leroy. You know what I mean? It become one of the double deals, but that was okay. Right. That was gonna be okay. I had the experience, I had the knowledge, so I was I was able to do I was able to do that. And so from there, it's okay, we're gonna, we're gonna, we're gonna, we're gonna do come come see. And so we're gonna need some guys to work. on that area. So we why we want you to we we want you to move over to move over to the to the construction side though.
SPEAKER_04Okay.
SPEAKER_02Alright. Okay. No problem. Uh I don't have a problem with that. So it kind of it took me out of the out of the out of that not directly out of the out of the maintenance shop, but it put me on the on the construction side of it. And it was a lot of work there. Myself, a couple other guys we had to do all the um we had to do all the design work. Not do it, but we had to we had to give input to all the design work. Then we had to review all the drawing and and my job over there was again I'm and I'm I'm I'm back wayside now. But I'm just on the construction side now for the add-on so I gotta do I gotta do the cutover for the power distribution. I gotta do the cutover for the track. I gotta do the cutover for the power rail I gotta do the cutover for the running surface and and and now now this comes a lot of work. Because now the all the drawing and things were being put together by engineering department the draft department in Pittsburgh saw all this stuff coming down we got to review it make sure it's right according to the specs and and and this is what we want so that became uh another undertaking because uh the manager on this on on this project was John Housers you know join oh yeah and then I was the second guy in charge you know this was a this was this was a big because we had several contractors coming in to work for us right and and prior to us even doing any of the installation we had to sit down and go over drawings and you know go over all kinds of stuff the layouts and stuff like that where the switch we were going you know uh how they're gonna operate all the hydraulic a lot of stuff going on in that area but here again in and we was off the site we had our own trailer construction trailer right and we spent days and days and days looking at drawing making sure drawing was right and then you before getting into the work you also had to have all your have all your test specs written up because everything you put in you had to test it and and on that project I was the um mechanical installation and test engineer. Oh okay that means that meant I had to do all my specification I had to do all the testing for the equipment I was putting in including the door switches track uh power rail power distribution although we had we had help from the engineering they was doing a lot of the design work sending it onto the field and then we had to verify everything was alright go over everything working with the contractors and uh I believe at one time I had I had at least three contractors under under me that was um DNA electorate um superior rigging you know they were doing all the you know the steel people setting up how and all the steel and stuff so that was a big job and I learned so much from that's when I really learned about construction.
SPEAKER_04Okay.
SPEAKER_02I mean it was so much to learn now and and one of the biggest things about it Arnold you didn't you you had people you had to report to right but you didn't have nobody walking around holding your hand that's where all the hard work came in I say hard work not the hard work but all this study and looking at drawing and making sure everything was put into the design spec and working with um the um working with the the the the the guys who did all the layout right like you know setting up making sure everything's in the right place based on specification again right and if something went right then you gotta you you you need to know before this installation ever got started right so you can make make the necessary change needed to be made and and believe me we we went through some of that okay I think some of that we went through a lot of it so going going through that didn't come across the E doing didn't come across the E doing getting everything up and running with all the testing you know um it was uh it it was rewarding okay it was rewarding really rewarding and it took it took a lot of time and then because of that we we we we put some equipment in there on that project with Concord that the company didn't have anywhere else oh okay you know those those three big rotary switches we didn't we didn't have them anywhere else wow nowhere else in the company that they had these machines oh okay and I'm the switch guy you know so so that that was a big I mean a real big and but it was ought to work because it didn't none of those machines worked according to design specification none of it but I got a contractor there doing insulation for me getting ready to test nothing worked nothing worked nothing worked and I'm and I'm talking to engineering about hey guys this ain't working well it's supposed to work you know it was designed to work this way but guys it's not working like it's supposed to like it says and and it come uh along with that came some things well Leroy what's the problem what ain't working like it's supposed to you know uh in situations like that you gotta set you gotta have a drawing which you know when you call the call the engineer say look let's look at a drawing 1935 46 and look here and we looking at I'm looking at this piece of equipment and when it's in the straight position you gotta you gotta you got a running surface that's 30 feet long three inches thick all right now now that's that's look at the lower side of that when it's turned over right you got a a running surface a running plate it's about three quarters of an inch thick two thirds as long as the top one tell me which one of those is the heavy you know in in these kind of turns well the the longer one and the thicker one's gotta be the heavy yeah right so why is we adding weight to that one oh okay hoping to balance this piece of equipment out I said that don't make sense to me and then it's gotta be set up on the center of gravity. Right because it got a turn you gotta turn that make sense to you guys well effectively when when they own a 5% slope going up to Earth then they were like well that's what the design called for but that ain't that ain't gonna work I mean logic tells us that ain't gonna work well you know tell you what take a look at it and you decide where the weight ought to go to try to get it balanced out well it already decided it got to go on the light side stuff like that but but but they would you know everybody was were very well in you know inclined to hey do what you gotta do to make it work and uh you know stuff like that and the whole project went like that the whole project went like that you in the field you're doing the insulation so you you you know what you tell us and you just mark up the drawing change the specification whatever we gotta do mark it up get us the documents then we'll we get to change it made right once once it tested stuff like that so that was that was another you know learning experience right you know even dealing with hydraulics because you know hydraulic yeah we use it to rotate these things rotate these this equipment we're like guys hey look it this ain't gonna happen this ain't gonna happen because we we're talking about 3000 pounds right so you know then you gotta you know in my case okay hey look you gotta get it tested get to get the actual test it so you gotta go find your test shop right you know stuff like that so but that was all good and and from the time I started with the company until I left the company that's what it was like that even when you know putting this equipment in in Atlanta for the first time making it work making it work that that land me a trip to New Jersey okay because we we were doing 22 up down 20 we were doing 22 of these switches that we didn't use so uh and I'm known as someone got experience on oh with with getting it done so now in terms of uh safety when when did the company realize that we needed a safety in in the company well you know we we was always aware of safe down but I think the biggest thing is we were concerned about safety from a level of individuals knowing about safety. Okay individuals knowing how to be safe and I think and I think that didn't only happen with all the company but I think it's happened with a lot of companies I think they're more inclined now to look at safety than they ever been um but when we really got going into safety I think around the company we had a couple of accidents in in other locations. Yeah especially when it came down to and you know we deal with uh not not high voltage but low voltage but up to six on the vote right and the thing go you go you you go over six on and then you you get into high vote side but six on the you still let low vote so speak but we when we had a couple of uh incidents throughout the continent and we realize that oh man you know what we need to we need to we need to move to a bit more safety and and so now the company made it made a made it mandatory and mandated that every that every site had to have a safety program okay I mean in in in the safety program the biggest part of the safety program was lock out tack out right right that was it that was the major one and and and not knowing people not really thinking about lock out tacout that just don't mean locking out tacking out um you know electrical votage right that means all kinds of voted I mean all kind of all kind of force right you know uh and and we have to get into that we have to do our own program and because I was the power distribution guy when we did concord the working with that with Jim Rimmett right you know it's kind of that I kind of got caught again though as being the lockout tackout committee chairman you know so that's what Land mentioned that job so now we gotta everybody gotta be certified got to be lockout tackout certified you know and everybody got to have the training across all three shifts and not not everybody even down to the manager they got to have lockout tackout training and that would including the manager including the manager that became another big one because we had some people just didn't see where that made a lot of sense you know what I mean and and me being at the company as long as I had uh and knowing how important stumbled logic and principles are right right and that's the only way you're gonna be susceptible you got to do things according to the stumbling and you gotta have a logical reason for doing it. Right and most of all you got to have a principal reason for doing it. Right and and I look at that as if you don't have those three together you're not gonna be sustenable.
SPEAKER_03Right.
SPEAKER_02It's hard to be susfer if you don't have those three you may be successful for a while but then it ain't gonna last because here again we we we we will have to do things by stunning based on you know the the environment based on you know what's out there it's for keeping people safe right and that's what our what our main thing is is moving people safe and we and we have to do that. So but now that that came although we had some issues there but but we we we worked through them and then also for quality I you know when I I fell into the quality end of it say okay Leroy you you know what you you you seen it all you did it all you you've been to different sites you work different sites we we we carried you to places we wanted we needed you to be for different for different reasons so now you know we we we started the quality program so and I had to head up the quality program and you know how I they probably still got that going on everybody had to do quality inspection and I had to review all the quality and then wherever they had a problem at they would call me or either either I would go or or I would get on the phone in a meeting you know um and work with them you know um it was a it was a day or I really I really took this job serious in any job because again we had to move people safe right keep them safe and we didn't have margin for errors because again we were governed by the stumbles and and mainly because we the transportation is mainly from DOT right even down to the tides we use even to the brakes using things we use and stuff like that that's how I got caught up with all the you know with all the equipment going on the car the brakes and the you know and the redesign of the train line cables and you know uh rerouting the motor cables because the motor cable was brighting up I I was the I was the engineer now I'm and now I'm an engineer and now I'm I'm the engineer know all about this equipment and and that was okay because you know it's it it gave me an opportunity to move around other places and stuff like that.
SPEAKER_00So we thank you for listening to this episode of the Train Man ATL Chronicles podcast we will continue the interview with Leroy Rosser on the next episode. Check out our website www.williams2.org for updates God bless you and have a blessed day