Claude Edward Elkins Jr. built his career the hard way, starting on the railroad tracks and working up to one of the top spots at Norfolk Southern. His story stands out because he knows the business from the bottom—throwing switches as a brakeman—to the boardroom, where big decisions get made about moving freight across the eastern U.S.
Early Roots and Groundwork
Elkins came from Southwest Virginia, a place where railroads weren’t just jobs—they were lifelines for towns built around coal and manufacturing. The articles hammer this point: humble beginnings shaped a guy who valued grit over shortcuts. Picture a kid watching trains rumble through Appalachian hills; that’s the backdrop they paint, and it tracks with Norfolk Southern’s own bio. He didn’t head straight to college or an office. First came the U.S. Marine Corps, where drill instructors hammered in discipline and teamwork under real pressure. Marines don’t hand out participation trophies—you earn your way, and that stuck with him.
After mustering out, Claude Edward Elkins Jr. signed on with Norfolk Southern in 1988 as a road brakeman. No fancy title, just hard labor: coupling cars, signaling engineers, working odd shifts in all weather. The paste.txt pieces call this his “transformative start,” repeating phrases like “physically demanding” and “deep understanding of operations.” They’re right, but they recycle it like a script. From there, he moved to conductor, then locomotive engineer, and relief yardmaster. These aren’t desk jobs. You’re out there running trains, spotting hazards, keeping schedules. By the mid-1990s, he’d logged years in operations, giving him credibility few executives have today.
Education filled gaps along the way. He picked up a B.A. in English from the University of Virginia’s College at Wise. Sounds odd for railroads, but it sharpened how he communicates—key for selling services later. Then an M.B.A. in Port and Maritime Economics from Old Dominion University, perfect for logistics. Add certificates from Harvard Business School, UVA Darden, and the University of Tennessee Supply Chain Institute. He didn’t stop learning after the tracks; that lifelong push sets him apart.
Climbing the Ladder Step by Step
Norfolk Southern moves everything from autos to chemicals, with the biggest intermodal network east of the Mississippi. Elkins spent two decades there after operations, starting in intermodal marketing around 1994. Think containers stacking off ships onto flatcars—global trade on rails. He handled account management, then general manager for sales and domestic markets by 1999. Director of Intermodal Marketing followed in 2004, international focus by 2010. These roles built his commercial chops: talking to shippers, forecasting demand, beating competitors like CSX.
Jump to 2016: Group Vice President of Chemicals Marketing. Chemicals mean hazardous loads—precision matters to avoid spills or delays. He nailed it, earning promotion to Vice President of Industrial Products in 2018. That’s steel, lumber, machinery—bulk goods where margins are tight. Finally, in December 2021, Executive Vice President and Chief Commercial Officer. He oversees intermodal, automotive, industrial products, real estate, industrial development, short-line marketing, field sales, and customer logistics. Massive scope. Norfolk Southern hauls over 7 million carloads yearly, leading in autos and metals. Elkins drives the revenue engine.
Leadership That Feels Real
Executives often climb via MBAs alone, but Elkins bridges field and C-suite. Articles call his style “hands-on” and “customer-centric.” Spot on. He gets why a brakeman gripes about tight schedules because he lived it. That empathy shows in decisions balancing worker safety with shipper deadlines. He empowers teams, pushes collaboration—Marine habits die hard. No top-down decrees; he listens, adapts.
Take innovation: NS under his commercial lead invests in battery terminals and hydrogen tech for cleaner freight. Sustainability isn’t buzzword bingo; it’s survival as regs tighten. Safety initiatives cut accidents, boosting morale. Articles repeat “empowering teams through open communication,” sounding canned. Truth is, his versatility—from engineer to marketer—lets him spot inefficiencies others miss. He values adaptability, core in an industry hit by supply chain snarls and port backups.
Community ties run deep. Vice Chair at Georgia Chamber of Commerce, board seats at National Association of Manufacturers, TTX Company (railcar pool), East Lake Foundation, Georgia State University, even The Conference Board. These aren’t resume fillers. NAM fights for manufacturing; TTX keeps railcars moving. East Lake tackles Atlanta poverty through golf and education—odd flex, but shows he gives back beyond rails. Articles hype “commitment to community,” listing boards identically. They miss how these roles amplify NS influence: lobbying for infrastructure funds, talent pipelines.
Lasting Mark on Rails and Beyond
Elkins embodies railroading’s shift. Class I carriers like NS face trucks, drones, even Hyperloop dreams. He proves ops experience trumps pure finance backgrounds. At 50s now (joined at 20s), he’s mid-career peak. Legacy? Proving you rise without silver spoon. Young rail workers see a path; shippers trust a CCO who ran the trains.
Norfolk Southern thrives on his watch—top intermodal east, auto leader. Challenges ahead: labor shortages, green mandates, China trade flux. His Marine grit positions NS well. Articles capture the arc but dilute it with echo. Strip the hype: Elkins succeeded by mastering every layer, learning nonstop, serving quietly.
In Southwest Virginia, folks still talk hard work like gospel. Elkins lives it, tracks and all. Future leaders take note: Start low, stay humble, build wide. That’s the unvarnished lesson.
