Spotlight Series: Meet Adam Ferguson
For our February and March 2025 Spotlight piece we are highlighting some of the brilliant engineers in Transport UK group to mark the launch of our partnership with UNESCO that kicks off on World Engineering Day (4 March 2025).
This month, we interviewed Adam Ferguson, a Senior Commercial Manager and Joint Project Manager at Greater Anglia. Following a decade working as an engineer in the US Air Force, Adam is now managing rolling stock contracts and engineering commercial for GA’s North Fleet, alongside studying for an MBA.
Could you tell us about your journey to become a Senior Commercial Manager, and about what your job entails?
I grew up in Texas, US. Just after my 18th birthday, I joined the United States Air Force as an apprentice electrical engineer. I served for ten and a half years, spending seven of them at RAF Lakenheath in Suffolk. When the time came to leave the military, I decided to stay in England, getting a job as a train troubleshooter at Alstom (formerly Bombardier) and I moved up the ranks there. After seven years at Alstom, I decided to move back to Suffolk, and since Greater Anglia is nearby, it was a natural fit.
I have two main roles at GA. I am firstly the Senior Commercial Manager for GA's North fleet, where I am responsible for managing the contracts and projects, negotiating deals, and running the strategy for future maintenance contracts.
My other role is Joint Project Manager, for which I represent the rolling stock company Rock Rail and GA. I manage the procurement of the trains for the Manufacture and Supply Agreements (MSA), and more recently I am managing Fleet North renationalisation activities.
I enjoy getting involved with a lot of different projects beyond my roles. I conducted a business case for an automated visual inspection system (AVIS) for remote condition monitoring, and I did some consulting work for TUK London Bus where I developed and am helping to implement a procurement strategy which will net substantial savings.
On top of this, I am a father, and I am perusing my MBA through an apprenticeship with Open University. So, I am very busy!
How have you found working for the UK private sector and GA following your time in the US armed forces?
America is not somewhere that I particularly relate to anymore. I have not lived there since President G. W. Bush’s administration, so it is all so far removed!
I moved to the UK when I was 21, and have spent my entire adult life here. During my time in the military I worked in extremely harsh conditions for long hours. It would not be uncommon to work 90-hour weeks in the pouring rain or freezing cold, and so my time there was hard. The constant postings also meant that I would be away from my family for months on end, which was especially difficult as I was deployed just after my daughter was born. During that year I was only home for about two weeks total.
Now, working in England, I appreciated the workers' rights and job security. Greater Anglia is the best employer I have ever worked for. GA are funding my MBA apprenticeship, and my immediate management provides me with professional support and lots of opportunities to grow and learn. One thing that is so different from the military is the amount of quality feedback I get, which lets me know how I can improve as well as what I am doing well.
What does an engineer do? How have you seen the role of engineers within transport change over your career? Are there any misconceptions about the job?
One thing that people may not realise is that in the UK, being an engineer encompasses many roles. It includes everyone from a fitter who might specifically change brake pads all the way up to chief engineer at a major manufacturing company.
I think the biggest difference I have seen over my career is the move from an analogue to a digital fleet, as technology has improved. Before, you could pretty much fix anything with a spanner, whereas now vehicles are very software and data driven.
One impact of this change is that the on-site staff are constantly having to challenge themselves with complex issues, sometimes requiring support from the wider organisation. When complex issues arise, it can be difficult to troubleshoot and pinpoint what the issue is. However, the other side of that coin is that the units are more reliable as a result of the technology and when systemic issue are found, we can work quickly with our suppliers to get a fix in place.
How have you found your transition from military aviation to domestic rail?
When you consider the concepts and principles of engineering, they translate quite well moving from Air to Rail and even to Busses. The main difference I have found is the varied safety considerations. Air is understandably very process and safety driven as the consequences can be dire, so once I learned the different safety considerations, such as PTS and moving safely around a working depot, things fell into place quite quickly.
What sustainability initiatives have you been involved with at GA?
GA takes great pride and interest in our sustainability endeavours. We have a sustainability strategy, set at the director level, and we feed that into our activity-based planning.
A few years ago, I was directly involved in implementing automated changeover in our trains. This added a logic within the fleet that enable drivers to switch from electric to diesel traction on the move, meaning they didn’t have to do this switch at the preceding station where this was required. As a result, we use less diesel and more electric, which is far more sustainable.
In the future, we are looking to explore battery technology in our trains to reduce fuel consumption like a hybrid car. We need the technology to mature first, but we are constantly on the look-out for new ways to make our railway more sustainable.
What qualities do you believe are essential for thriving in a fast-paced and evolving environment like the rail industry?
One of the most important qualities is conscientiousness, recognising that we are all helping to provide a public service.
We have an important job. The reality is trains are the sole mode of transportation for many people to get to and from work, school or wherever they need to go. This stimulates economic activity in the region. It gives people freedom; my wife, for example, doesn't drive, so being able to use the railway is essential to her day-to-day.
The rail industry is very receptive to highly motivated, intelligent people who can help contribute both towards a good work environment and to better transport for all. We want people who are excited be here and are bought into what we are trying to do.
What are some of the biggest lessons you’ve learned whilst at GA? Can you share a piece of advice or a lesson you learned that you carry with you in your career?
Having worked my way all the way up from apprentice to manager, my one piece of advice is to work as hard as you're willing to work with no expectation of reward, and opportunities will afford themselves to you. I would urge everyone to appreciate the fruits of your labour, and try to get satisfaction out of doing a good job. Keep working hard and opportunities often come. This is something the air force taught me.
For the transport sector specifically, it is essential to always remember that safety is our number one priority. Keep safety in mind throughout your career, especially as an engineer.
What advice would you give to engineers considering a career in the transport industry?
Apply! If you are an engineer, if you have a desire to be an apprentice, or if you want to develop yourself, then I think the railway is a great place. I and so many others have developed so much through being in this industry, and we are always looking for talented, driven new people.
One thing to remember is that once you join, you are likely in a job for life. Like many others, I fell into the railway, and now I can't see myself ever leaving it. It is a great atmosphere, is well paid, and I think a lot of the people - especially engineers - really believe in what they're doing.