Winsor was severely critical of what he found when he took over the office of the Rail Regulator. He described it as a dysfunctional organisation, which was inward-looking and barely able to do the job it had been given by Parliament. He said changing this quickly was all the more important because the ability of the train operators—Railtrack's direct customers—to apply pressure and secure fair terms and reasonable performance from the infrastructure operator was weak. This was because their contracts were weak, with a poor specification of what they got for their money and uncertain and ineffective remedies when things went wrong.