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Claude Edward Elkins Jr is Executive Vice President and Chief Commercial Officer at Norfolk Southern Corporation. Starting as a railroad brakeman in 1988, he climbed through operational roles to lead major divisions including Intermodal, Automotive, and Industrial Products. His career combines hands-on railroad experience with strategic business leadership.
You’ve probably never heard of someone who started coupling train cars and ended up running billion-dollar business divisions. But that’s exactly what Claude Edward Elkins Jr did at Norfolk Southern.
His story matters because it shows something rare in corporate America: someone who earned their way up from the ground floor, not through a fast-track MBA program, but by learning the business from the inside out. This isn’t just an inspirational tale—it’s a blueprint for understanding how operational knowledge shapes better leadership.
Claude Edward Elkins Jr grew up in Southwest Virginia, where railroad work wasn’t glamorous—it was survival. The region depended on coal, freight, and the rail lines that connected small communities to the wider economy.
Before his railroad career began, he served in the U.S. Marine Corps. That military experience taught him discipline and how to make decisions under pressure. Those skills became essential when he started working at Norfolk Southern in 1988, not in an office, but as a road brakeman.
The job required physical strength and precision. Brakemen couple and uncouple train cars, operate switches, and ensure trains move safely. It’s demanding work with long hours in harsh weather. But it gave him something most executives never get: direct knowledge of how the business actually works.
Elkins earned a Bachelor of Arts in English from the University of Virginia’s College at Wise. That might seem odd for someone in logistics, but English majors learn how to communicate clearly and analyze complex information—skills that matter when you’re leading teams and negotiating deals.
He later completed an MBA in Port and Maritime Economics at Old Dominion University. This degree connected his railroad knowledge to global trade patterns and supply chain dynamics. He also attended executive programs at Harvard Business School, UVA Darden School of Business, and the University of Tennessee Supply Chain Institute.
This mix of liberal arts, specialized business training, and executive development created a leader who could see both the technical details and the big picture.
After starting as a brakeman, Elkins advanced through multiple operational positions. He worked as a conductor, managing train crews and schedules. Then as a locomotive engineer, directly controlling train movements. Later as a relief yardmaster, overseeing rail yard operations.
Each role taught him something different. Conductors deal with people. Engineers handle machinery. Yardmasters manage logistics. By the time he moved into leadership positions, he understood what every job required because he’d done them himself.
This operational foundation became his competitive advantage. When other executives proposed changes, Elkins knew whether they’d actually work on the ground. His credibility came from experience, not theory.
After years in operations, Elkins moved into Intermodal Marketing. This marked his transition from doing the work to growing the business.
Intermodal freight moves goods across rail, truck, and ship. It’s complicated because different transportation modes must coordinate seamlessly. For nearly two decades, Elkins built customer relationships and helped Norfolk Southern adapt to changing supply chain demands.
In 2016, he became Group Vice President of Chemicals Marketing. This division handles plastics, fertilizers, and industrial products—critical freight that requires strict safety standards and strong customer trust.
By 2018, he was Vice President of Industrial Products, managing sectors including metals, construction materials, and forest products. These markets experience volatility, and Elkins had to balance customer needs with operational realities during economic shifts.
December 2021 brought his biggest promotion: Executive Vice President and Chief Commercial Officer. In this role, Elkins oversees Norfolk Southern’s entire commercial portfolio.
His divisions include:
The responsibility extends beyond revenue. He must ensure Norfolk Southern stays competitive while managing challenges like supply chain disruptions, environmental regulations, and competition from trucking companies.
His leadership style reflects his background. He listens before deciding. He understands the constraints field employees face. He prefers practical solutions over bold promises that can’t be delivered.
Elkins serves as Vice Chair of the Georgia Chamber of Commerce. He holds board positions with the National Association of Manufacturers, East Lake Foundation, and TTX Company.
He participates in the Georgia State University Marketing Roundtable and The Conference Board’s Council for CMOs. These roles let him share insights on logistics, marketing, and leadership with other senior executives.
His community involvement shows a belief that corporate leaders should contribute to economic development and community welfare, not just company profits.
Public filings show Elkins’ Norfolk Southern stock holdings range between $33,000 and $470,000, depending on valuation timing. His compensation includes executive salary, performance bonuses, and stock grants tied to company results.
These figures reflect steady career growth rather than explosive wealth. His income comes from decades of service and increasing responsibility, not from joining at the top.
The railroad industry faces constant pressure. Economic cycles affect freight demand. Trucking companies compete for the same customers. Environmental regulations require fleet modernization. Supply chain disruptions test operational flexibility.
As Chief Commercial Officer, Elkins must address customer concerns during global supply shortages and shifting trade patterns. He balances service quality with profitability while guiding Norfolk Southern through regulatory changes.
His calm approach helps the company manage these pressures without overreacting to short-term problems or ignoring long-term trends.
Colleagues describe Elkins as approachable and steady. His field experience makes him relatable to frontline workers. His business knowledge gives him credibility with customers and investors.
He’s known for bridging gaps between groups—connecting operational teams with commercial strategies, linking customer needs to company capabilities. His leadership emphasizes resilience, adaptability, and putting customers first.
These qualities didn’t come from management books. They came from starting at the bottom and understanding every level of the organization.
Claude Edward Elkins Jr’s journey demonstrates something increasingly rare: upward mobility earned through dedication and continuous learning. He didn’t start with connections or an elite degree. He started with work boots and determination.
For younger professionals, his path offers a clear lesson. Success doesn’t require shortcuts. It requires understanding your industry deeply, building skills consistently, and staying committed to quality work.
For companies, his career shows why promoting from within matters. Leaders with operational experience make better decisions because they understand the real constraints and opportunities the business faces.
The story of Claude Edward Elkins Jr isn’t finished. He continues shaping Norfolk Southern’s commercial strategy and adapting to industry changes. But his legacy is already clear: leadership built on genuine experience, maintained through steady effort, and guided by values that prioritize people alongside profits.
His rise from brakeman to executive proves that starting small doesn’t limit where you can end up. It just means you’ll have a better understanding of how to get there and what it takes to lead effectively once you arrive.
He serves as Executive Vice President and Chief Commercial Officer, overseeing divisions including Intermodal, Automotive, Industrial Products, Real Estate, and Customer Logistics. He’s responsible for commercial strategy, customer relationships, and revenue growth across these major business units.
He began as a road brakeman in 1988 after serving in the U.S. Marine Corps. This entry-level position involved physically demanding work like coupling train cars and operating switches. He then advanced through conductor, locomotive engineer, and yardmaster roles before moving into marketing and executive positions.
Most corporate executives enter through management training programs or consulting firms. Elkins spent years doing frontline railroad work before transitioning to business leadership. This operational foundation gives him firsthand knowledge that shapes his strategic decisions and makes him credible to both employees and customers.
