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Theodore Judah came to distrust the "Big Four"—Collis P. Huntington, Mark Hopkins, Leland Stanford, and Charles Crocker—due to their increasingly manipulative business practices and differing priorities regarding the construction and financing of the Central Pacific Railroad. Here are the key reasons for his distrust:

1. Financial Mismanagement and Manipulation

Judah was primarily focused on the engineering and successful completion of the railroad, while the "Big Four" were more interested in maximizing their profits from the project. Judah became aware that the "Big Four" were engaging in financial maneuvers that he believed were unethical and detrimental to the railroad's construction. They established various construction companies, such as the Contract and Finance Company, which were essentially controlled by themselves, to handle the construction of the railroad. This allowed them to pay themselves inflated sums for the work, effectively siphoning off the federal subsidies and loans meant for the railroad.

2. Control and Secrecy

Judah became increasingly concerned with the way the "Big Four" were consolidating control over the Central Pacific Railroad and conducting business in secrecy. They often held meetings without Judah and made key decisions regarding the railroad’s construction, financing, and management without his input or approval. This exclusion from decision-making led Judah to feel that they were not acting in the railroad's best interests but rather focusing on their own financial gain.

3. Shift in Priorities

Judah's primary goal was to build a well-engineered, efficiently constructed transcontinental railroad. In contrast, the "Big Four" shifted their focus toward maximizing the short-term financial gains that could be extracted from the project, rather than ensuring the long-term viability and quality of the railroad. Their growing emphasis on profit over proper construction standards and long-term planning was a major point of contention for Judah, who was concerned that this approach would compromise the railroad’s future.

4. Ethical Differences

Judah was fundamentally more idealistic and less driven by personal wealth than the "Big Four." He envisioned the railroad as a national achievement that would benefit the country as a whole, whereas the "Big Four" increasingly saw it as an opportunity to enrich themselves and expand their business empire. These divergent motivations created a significant ethical rift between Judah and his business partners.

5. Attempts to Bypass Judah

When Judah expressed concerns about the financial arrangements and management practices of the "Big Four," they largely dismissed his objections and continued to operate in a manner he found troubling. Feeling sidelined and increasingly isolated, Judah eventually sought to find new investors who would be more aligned with his vision and ethical standards. He planned to travel to New York in 1863 to seek support from other financiers who might buy out the "Big Four" and allow him to regain control over the project’s direction.

Unfortunately, Judah contracted yellow fever during his journey and died before he could secure new partners or alter the course set by the "Big Four." After his death, the "Big Four" continued to dominate the Central Pacific Railroad and were instrumental in its completion, albeit with practices that often prioritized profit over engineering excellence and ethical considerations.

Theodore Judah succeeded in promoting and initiating the construction of the transcontinental railroad through a combination of vision, engineering expertise, strategic alliances, and political advocacy. Here’s how he managed to achieve his goal:

1. Engineering Expertise and Vision

Judah was a skilled civil engineer who had a clear vision of the feasibility and necessity of a transcontinental railroad. In 1854, he was appointed chief engineer for the Sacramento Valley Railroad, where he gained valuable experience. Judah believed that a rail line could be built through the Sierra Nevada mountains, a task that many thought impossible due to the rugged terrain. His engineering background allowed him to identify a viable route through the Sierra Nevada, which he surveyed extensively, demonstrating that it was possible to build the railroad there.

2. Survey and Route Selection

In 1860, Judah conducted an extensive survey of the Sierra Nevada mountains. His work identified the Donner Pass as a feasible route for the railroad. This survey was crucial because it provided concrete evidence that the Sierra Nevada could be crossed by rail, overcoming one of the main arguments against building the railroad. Judah's identification of a practical route was a major breakthrough that helped convince both investors and lawmakers of the project's viability.

3. Founding the Central Pacific Railroad

Recognizing the need for financial and political support, Judah returned to California in 1860 and began searching for backers who would support his vision. In 1861, he successfully convinced four Sacramento businessmen—Collis P. Huntington, Mark Hopkins, Leland Stanford, and Charles Crocker—who would later be known as the "Big Four," to invest in his railroad project. Together, they founded the Central Pacific Railroad Company. These men provided the financial backing and political connections Judah needed to push the project forward.

4. Political Advocacy and the Pacific Railroad Act

Judah was also a savvy political advocate. Understanding that federal support would be essential, he traveled to Washington, D.C., in 1861 to lobby Congress and the Lincoln administration for the transcontinental railroad. He played a key role in influencing the drafting and passage of the Pacific Railroad Act of 1862. This legislation provided federal support in the form of land grants and government bonds, which were crucial for financing the construction of the railroad. The Act established the framework for the construction of the Central Pacific Railroad from the west and the Union Pacific Railroad from the east.

5. Persistence and Commitment

Judah’s relentless dedication to the railroad project was a significant factor in his success. He tirelessly advocated for the railroad, not just in California but across the country. His commitment to the project, even in the face of skepticism and numerous challenges, helped sustain momentum and keep the project moving forward.

6. Tragic End and Legacy

Unfortunately, Theodore Judah did not live to see the completion of the transcontinental railroad. In late 1863, he died of yellow fever while traveling to New York to seek new investors to counter the growing control of the "Big Four," whom he had come to distrust due to their business practices. Despite his untimely death, Judah’s contributions were foundational to the realization of the transcontinental railroad, which was completed in 1869. His vision and engineering skills were instrumental in overcoming the technical challenges that had long been a barrier to the project, and his efforts paved the way for one of the greatest engineering feats of the 19th century.