The SVR , perhaps of all the heritage railways, has deluded itself into believing it is a large and profitable business. Nothing could be further from the truth. All heritage railways have feet of clay as they they are fundamentally unprofitable as also is the "big railway". Additional activities involve greater operating costs thus the turnover may increase but the profit remains the same or even less. " Cash is King". How many heritage railways are bailed out by their charitable trust, supporters group or grants each year? Have a look at the annual reports on the Companies House website. All heritage railways started because many determined, perhaps foolhardy, people were prepared to volunteer and live their life around a railway. I was one of these. The breed of manager now taking control of some railways ignores this at their peril and the company boards need to keep the managers focussed to this end so that volunteers still perceive it as " their ( the volunteers) " railway. Each railway develops a business model ( with greater or less success) that is germane to their locality. One size does not fit all. Opening four days a week may work in the Midlands but it won't in a holiday area such as Devon.