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. BurkeEducationSt. Louis University 1983 BS Transportation Management

St. Thomas University 1992MBA – Business Management

T-Companies Family

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 2002CP Shoreham Facility

Minneapolis, MN

September 2003CP Schiller Park

Shiller Park, IL (Chicago)

June 2009CP Bensenville Intermodal Facility

Franklin Park, IL (Chicago)February 2011

CP PortalCustoms Border Crossing

July 2013CP Cottage Grove

Auto Facility

July 2015CP DDG FacilityBensenville 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.

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:

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 customersUS Customs Control

• Provide direct supervision to rail switch crews to maximize intermodal terminal efficiencies.Switching Operations

• Loading/Unloading – complete truck to rail/rail to truckAuto Facility Services

• Providing the metrics and improving the performance through terminal analyticsTerminal Analytics

Terminal Services - DefinedBasic Assets - OwnedEquipment 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.

TOM - Executive Structure

Tom BurkePresident and CEO

J. V. FerroGeneral Manager

Brian SolwadaGeneral Manager

Zack SabelGeneral Manager

Kevin HarmsGeneral Manager

Chuck YaggyVice President

Operating PhilosophyTerminal 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

Organizational PlanningTerminal 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 EXAMPLEHazardous 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

Organizational PlanningLabor 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 OPERATORa) 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)

Organizational PlanningOur typical ramp organizational structure:

Terminal Manager

Operations Manager12 hour shift

Dayside

CREWAs scheduled 40

Hours

Lead Man

Operations Manager12 hour shift

Night side

CrewAs scheduled 40

Hours

Lead Man

Operations Manager12 hour shift

Dayside

CrewAs Scheduled 40

Hours

Lead Man

Operations Manager12 Hour Shift

Night side

CrewAs Scheduled 40

Hours

Lead Man

Assistant Terminal Manager

Operations Managers work Texas 2-Step

Supp

ort S

taff

Maintenance & Repair

Power Mechanics

Executive Management

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. Ouremployees 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.

Operational PlanningOperational 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

• 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

Tactical PlanningTactical 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

Strategic PlanningStrategic 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 PointSafety

•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