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Meet the Speakers: 
Jill Angelone, Amtrak
Chris Roberts, WSP

Session: Developing the Asset Management Capabilities of Amtrak – Supporting Sustained Passenger Service Growth & Improve Safety and Reliability



Jill Angelone, Sr. Manager of Business Improvement, Amtrak

Jill Angelone has over 8 years’ experience working with Amtrak, the national rail operator in the USA. She started her career in procurement supporting Engineering, Police, IT and Transportation She has worked across Amtrak Engineering on projects supporting infrastructure management, resilience and train control – including I-ETMS (positive train control interface between Amtrak and freights), purchase of spectrum for Positive Train Control, Thruway bus contracts, and supporting a major Recovery & Resiliency Exercise Program to preserve the rail system’s operational visibility following a large-scale emergency. With a MBA from Philadelphia University, over the last 4 years she has worked within the Operations Improvement group of Amtrak Engineering. Recently appointed as the Senior Manager of Business Improvement she is now responsible for implementing Amtrak’s asset management program. Her role is ensuring Amtrak meet FRA (Federal Railroad Administration) mandated requirements for asset management, as well as ensuring that both senior engineering staff and field forces receive up-to-date data and information on asset performance, have the technical tools and support needed to carry-out asset maintenance responsibilities and have the information and analytical capability to support capital decision making.

Chris Roberts, VP & National Business Line Director, Asset Management & Business Strategy, WSP and Secretary of The Institute of Asset Management, US Chapter.

Dr. Christian Roberts has over 20 years’ experience managing assets and providing strategic and tactical asset management advice. Chris is the national director for asset management and business strategy for WSP, a global engineering and management consulting organization. A career asset manager, Chris has worked across the globe in the rail and transit sector, including the likes of New York MTA, WMATA, London Underground, Swiss Federal Railways, Queensland Rail, Network Rail and Amtrak. He is the program manager for the California High Speed Rail Asset Management Office ensuring successful onboarding of the physical asset and leading the development of the digital asset. Chris is a Fellow of the Institute of Asset Management and the Secretary of the USA Chapter of the IAM. He was also one of the principal experts nominated to represent the United Kingdom at the ISO project committee for ISO 55001:2014.



Developing the Asset Management Capabilities of Amtrak – Supporting Sustained Passenger Service Growth & Improve Safety and Reliability

Jill Angelone, Sr. Manager of Business Improvement, Amtrak
Chris Roberts, Vice President Asset Management, WSP

Amtrak—America’s Railroad— operates the only high-speed infrastructure in the nation. However, after decades of underinvestment, aging infrastructure is struggling to keep pace with increased demand. In 2006, Amtrak selected and implemented a Computerized Maintenance Management System (CMMS) for timekeeping and management of compliance with mandated inspections. While use of the CMMS has continued, the information collected has not been integrated into work identification, prioritization or scheduling processes. In 2016, Amtrak undertook an Asset Management Capability Assessment using the WSP am2c assessment model. The assessment identified a series of improvement recommendations. An Improvement Program or Roadmap was developed, designed to improve current practices and align Amtrak Engineering with asset management requirements set out in the Fixing America’s Surface Transportation (FAST) Act. This work continued in 2017, where WSP led development of Amtrak’s first Asset Management Plan. The plan sets out the necessary work to manage and maintain the infrastructure on the Northeast corridor. It also introduced a series of performance management and workflow improvements designed to embed asset management at the heart of our decision making.



  • Value of the AM plan
  • Value of policy in driving change
  • Need for basics – bottom up capabilities

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