2. Owner Profile
Tom began his transportation career 30 years ago with the Soo Line Railroad Company (now Canadian Pacific) in the
Equipment Utilization Department managing the Intermodal trailer and flat car fleet and finishing in the marketing
department. Tom was instrumental in formulating one of the first stack train contracts in the early 80’s.
In 1988 Tom left the railroad and went to work for Trimodal Inc. in Minneapolis, MN. Starting with just 4 employees and
$100,000 in revenue, Tom was instrumental in growing the business to 180 employees and 48M in revenue as Vice
President.
Tom accepted a position as Director of Intermodal Operations with I&M Rail Link when they purchased a portion of CP Rail
from Minneapolis and Chicago South to Kansas City in 1997. In 1998 Tom was promoted to Vice President of Marketing &
Sales for all commodities taking on responsibility for 240M revenue budget.
Having been awarded a bid contract for the turn key operation of the CP Twin Cities Intermodal Terminal in 2002, Tom left
the I&M to start Terminal Operations Management, Inc.
Today Tom is President and CEO of TCompanies which is comprised of 8 companies. In 2002 TRX Trucking was also started
which grew to 380 trucks and 9 terminals in the U.S. Tom sold TRX in 2013.
This group of companies provides a diverse mix of customer focused on solutions for the transportation industry as well
some other diversified interests. Tom has received multiple awards for innovation and quality from both vendors and
customers. Tom is an active member in a number of Industry Transportation Associations.
Tom has been married to his lovely wife Rachel for 36 years and they have 4 children, and they reside in Henderson,
Nevada.
Terminal Operations Management, Inc.
Capacity Connection, Inc.
Dray Master, Inc.
Tires For Containers, Inc.
Krainkn/Zoid Fitness Products, LLC
HAULin DPS, LLC
Reed National LLC
Chimera Golf Club /Slice 19 LLC
Thomas R. Burke
Education
St. Louis University 1983
BS Transportation Management
St. Thomas University 1992
MBA – Business Management
T-Companies Family

3. Historical Information
COMPANY SCOPE
CHICAGO, IL (INTERMODAL TERMINAL & DEPOT) – BENSENVILLE AND SCHILLER
PARK
MINNEAPOLIS, MN (INTERMODAL TERMINAL & DEPOT)
COTTAGE GROVE, MN (AUTO LOADING/UNLOADING FACILITY)
PORTAL, ND (BORDER CROSSING INSPECTION TERMINAL & WAREHOUSE)
February 2002
CP Shoreham Facility
Minneapolis, MN
September 2003
CP Schiller Park
Shiller Park, IL (Chicago)
June 2009
CP Bensenville Intermodal Facility
Franklin Park, IL (Chicago)
February 2011
CP Portal
Customs Border Crossing
July 2013
CP Cottage Grove
Auto Facility
July 2015
CP DDG Facility
Bensenville IL
Terminal Operations Management started in 2002 with the award of its first Terminal
Operating Contract. Today, Terminal Operations Management continues to be a
leader in providing quality services which support the transportation community.
Terminal Operations Management employs over 240 team members in 3 States and 6
locations.

4. Terminal Services Capabilities
•Managing today's complex terminals is our specialty. From turn-key management solutions to gate
operations, our experienced team is ready to tackle any challenge
Intermodal Terminal Operations:
•Our Depot Facilities are managed utilizing Depot Systems Software with full EDI and reporting capabilities.
We understand equipment velocity and turning import shipments into export by moving units through the
system efficiently.
Depot Management and Operations:
•Handling autos at a rail terminal requires a certain level of expertise. The handling of the automotive business
requires attention to detail while handling autos without damage from rail car to haul-away carrier.
Rail Auto Facility Management:

5. Terminal Services - Defined
•Complete Intermodal Terminal Services
Lift On/Off Operations
•Chassis Pool Maintenance –Container and Chassis Heavy and Light Repairs
Container/Chassis Maintenance
•Full Power Shop and qualified lift mechanics to repair any mechanical concern for lift
equipment, hostler trucks, and company vehicles
Power Maintenance
•Provide error free cross border services to international rail and steamship line customers
US Customs Control
•Provide direct supervision to rail switch crews to maximize intermodal terminal efficiencies.
Switching Operations
•Loading/Unloading – complete truck to rail/rail to truck
Auto Facility Services
•Providing the metrics and improving the performance through terminal analytics
Terminal Analytics

6. Terminal Services - Defined
Basic Assets - Owned
Equipment Availability Location
Taylor Side Lift Yes Bensenville & Minneapolis
Taylor Empty Handlers Yes Bensenville & Minneapolis
Taylor Reach Stacker Yes Bensenville Only
Capacity Hostlers Yes Bensenville & Minneapolis
Manager Vehicles Yes Bensenville & Minneapolis
Mobile Trucks Yes Bensenville Only
Power Maintenance Vehicle
(Boom Truck)
Yes Bensenville Only
Fork Lifts Yes Bensenville & Minneapolis
Terminal Operations Management has the financial wherewithal to finance
any equipment necessary to improve our operations.

7. TOM - Executive Structure
Tom Burke
President and CEO
J. V. Ferro
General Manager
Brian Solwada
General Manager
Zack Sabel
General Manager
Kevin Harms
General Manager
Chuck Yaggy
Vice President

8. Operating Philosophy
Terminal Operations Management’s philosophy is one of very high expectations, planning,
communication, and the ability to see forward. This philosophy allows us to maximize
production for our railroad partner. We strive to do everything in our power to keep our costs
as low as possible allowing you to maximize profits.
The primary tool that we utilize is VANTAGE/OASIS. We start by structuring terminal metrics on viewing screens in
common areas to ensure the information is owned by the entire terminal staff. From this point forward, our unique
terminal planning process begins as follows:
ORGANIZATIONAL
APPLICATION
The correct manpower and the correct management staff
ADMINISTRATIVE
APPLICATION
Interactive administrative process to ensure all laws and railroad regulations are in compliance
OPERATIONAL APPLICATION Planning and execution to maximize efficiencies as well as communication between TOM and our
Rail partner
TACTICAL APPLICATION Day-to-Day adjustments to compliment operational planning
STRATEGIC APPLICATION Longer range planning through terminal analytics

9. Organizational Planning
Terminal Operations Management’s first approach is to map out the facility and determine the best organizational fit for the
railroad. We recognize that all terminals, while fundamentally the same, also have different criteria and at some point
develop their own “personality”. We structure our organizational plan with a two-fold methodology 1) Management (Exempt
Employee) and 2) Labor Force (Non-Exempt Employee). Adjustments of managerial grade are made based on the railroads
requirements and/or suggestion.
Management: While we have a ready supply of managers able and willing to replace incumbents, our
approach is to maintain as many pre-existing managers as possible and coach them up to the “TOM
Standard”. We understand that the terminal history is a very large component of how the terminal
operates. We take that into full consideration and realize that there are many talented individuals who
exist on the property today. Our philosophy is to train these individuals up to a very high level of
terminal/business/customer service understanding with all the available tools technology has to offer.
Currently all of our managers are required to train and test quarterly obtaining a passing grade across a
wide variety of subjects. We have a curriculum we have identified for management to continue to
be the best of the best. Some of subjects include:
TOM MANAGER TRAINING EXAMPLE
Hazardous Materials Managing Within The Law Hippa Privacy & Security
OSHA Regulations Conducting Effective Investigations Finance Essentials for Managers
Maintaining a Cooperative Workforce Record Management First Aid Basics

10. Organizational Planning
Labor Force: Our labor force is the heart and soul of all our operations and TOM is committed to
providing the safest, best trained, and most qualified employees on record. Like our
managers, our labor force is tested and certified into positions. We maintain accurate
records of each employee’s progress from grounding rail cars through crane operations. In
addition, our managers perform daily safety audits on all personnel (per shift) to ensure
compliance and/or re-training. Positions at TOM are “earned and never given”.
BASIC POSITIONS:
GATE INSPECTOR
SPOTTER – GROUND
LIFT OPERATOR
a) Tier 1, Operates at a very high level of safety, awareness, and speed.
b) Tier 2, Skilled operator, functions safely and efficiently.
M & R Mechanic (Chassis & Container Repair)
Power Mechanic (Lift Equipment & Hostler Repair)

11. Organizational Planning
Our typical ramp organizational structure:
Terminal Manager
Operations Manager
12 hour shift
Dayside
CREW
As scheduled 40
Hours
Lead Man
Operations Manager
12 hour shift
Night side
Crew
As scheduled 40
Hours
Lead Man
Operations Manager
12 hour shift
Dayside
Crew
As Scheduled 40
Hours
Lead Man
Operations Manager
12 Hour Shift
Night side
Crew
As Scheduled 40
Hours
Lead Man
Assistant Terminal
Manager
Operations Managers
work Texas 2-Step
SupportStaff
Maintenance &
Repair
Power Mechanics
Executive
Management

12. Administrative Planning
• Legal Protection TOM recognizes all employees have rights under the law and we make a concerted effort to ensure all of those rights are protected.
We train our management staff to be aware of what the current laws are and how to protect the rights of staff as well as the
company itself. We maintain records in two (2) highly confidential cloud based systems. 1) TIMEFORCE for employee
hours, schedules, and vacations and 2) HIGH ORBIT for all other information pertaining to employees files from on-boarding to any
significant information regarding employee progress. All Employees are certified through E-RAIL SAFE.
• Safety & Training Safety and training are at the forefront of the TOM imitative. We perform written spot audits on a daily basis on all employees per
shift as well as monthly terminal wide safety meetings. While we are aggressive in our training from the bottom up we also
maintain a testing system for all our employees to gain qualification into various position. The testing and qualification
portion is tied into our structured wage format giving the employee more incentive to promote his/her status. Our
employees remain OOS until a documented re-training session is made as a result of post accident (root cause) review.
• Wage Structure TOM recognizes a competitive wage structure for all management and labor employees. We realize that employees
are not expendable and are considered assets of the company. Our wage structures are based on position from the novice
through journeyman. We have system parameters whereby employees can jump to a higher wage bracket through testing and
qualification at anytime. The annual review of the wage structure is generous and proportionate to market demand.
• Endorsements & Certs TOM advocates and records all endorsements and certification for each employee. We believe in high visibility/transparency of our
records and can provide updates to the rail personnel on request. We self fund for all our employees testing and training when
required and urge our people to maintain the highest standards they are capable of attaining.
• Reviews and Testing Each employee is reviewed annually for performance based KPI’s (internal) and rewarded with extra COL increases and/or wage
increases based on our structured program. We maintain a high level of testing for each employee based on position and paygrade to
ensure we have the most knowledgeable staffing available.
Once we recognize the organizational fit for the terminal, our next process is to ensure our administrative duties are
compliant with Railroad standards and fulfilled. TOM realizes this must be an on-going function so all of our employees are
protected, paid accordingly, and informed at all times.

13. Operational Planning
Operational planning is based around railroad criteria and railroad Key Point Indicators. We as a tier one lift contractor recognize the
importance of the key point indicators, (both internal and external) and plan accordingly with our rail partner so all are met within budget. Our
normal format for operational planning is such:
STANDARD
•We address all facets of the operation based on the rail published standard of operation. This
could be a train schedule, equipment filing constraint, or as simple as gate schedules and line
formations.
PLAN
•We plan according to the actual patterns of metrics for maximum performance based on-
time and man-power. We look at peak times as well as lulls and plan scheduling accordingly.
We put the right people, in the right place, at the right time.
CONTINGENCY
•As with any good plan, sometimes things happen to offset them. We always plan at least one
back up to adjust manpower and offset any delays keeping us in compliance with the
customers commitments

14. Tactical Planning
Tactical Planning is maintained on a day to day basis at the field level. TOM Operations Managers
are given authority and free reign to insert and/or delete equipment operators and spotters
depending on the work load at hand. They are equipped with the knowledge and authority to
call overtime when necessary and or reduce manpower according to lift count and train
departures.
Some examples of Tactical Planning are:
• Re-arrangement of stacked containers for the oldest unit to the outside of a stack
• Reshuffling of chassis to organize bad order/ good order/oldest alignments
• Re-Parking units to make space
• Pre-loading cars to make space
• Re-alignment of schedule to maintain maximum performance at train release times
• Daily Safety Audits at real time

15. Strategic Planning
Strategic planning is based on long term analytics and terminal metrics. TOM constantly records our progress against all
aspects of terminal metrics to enhance our products 1) Safety, 2) Productivity, and 3) Performance all relate cost savings
back to our rail partner. We believe that following historical data against real time metrics and KPI’s can tell a wholesome
story. We believe it to be a story of cost savings that impact both parties.
TOM is committed to providing cutting edge products that resonate with our customers. We firmly believe in the technology we use and the
communications we provide to make the terminal environment as healthy in the whole of all its parts. We share our data with total
transparency and we formulate plans that mutually benefit the safety of our environment.
•Joint managerial safety audits to promote accident and injury free workplace. TOM self funds for random drug
testing for all of our employees and managers
•Monthly joint safety meetings -TOM Safety Awards Program Point
Safety
•Lift Per Man-Hour
•Inbound Train Placement
•Car Dwell
Productivity
•Track Release time and Overtime Ratio
•Inbound Track Turn Time - Trucker Turn Time
•Slot Utilization
Performance