BWXT

Exciting conversations last week in Washington, D.C around the future of nuclear energy and its role in supporting defense operations. I had the opportunity to participate in a panel with the Association of Defense Communities (ADC) , alongside leaders from across the nuclear industry and government. We discussed the important and ever-growing need for reliable energy solutions. Project Pele was a key topic of discussion. Seeing the progress being made, especially at our Lynchburg facility, is a test to the incredible work being done by our partners and teams across BWXT . It’s clear that the momentum and enthusiasm around advanced nuclear technologies continues to grow, and BWXT is ready to deliver.

Innovation, growth and the future of nuclear were on full display during my recent visit to BWXT’s operations in Erwin and Oak Ridge, Tennessee. I toured the factories and met with employees across both locations. And saw firsthand the incredible progress being made at our NFS and Oak Ridge Centrifuge Manufacturing Development Facility (CDMF), along with the pride, professionalism and commitment demonstrated by our talented teams. It’s clear the strength of BWXT starts with our people. As we continue to expand our capabilities and invest in the future of nuclear, our teams in Tennessee are growing rapidly to support this important work. The opportunities ahead are significant—not only for BWXT, but for the local communities where we operate. Thank you to the teams in Erwin and Oak Ridge for the warm welcome and for the essential work you accomplish every day. BWXT

Here is a great opportunity to join our team in Nuclear Fuels at GE Vernova Hitachi Nuclear Energy . This position plays a key role in providing financial leadership for existing multi-year contracts while helping shape future strategy across the Nuclear Fuels value stream.

Over the last three days, I have had the opportunity to go to three of the BWXT sites to help roll out a new e-commerce program. Could this training have taken place on Teams? Of course it could have, but then I would’ve missed out on opportunities to connect with people and show them that they mattered enough for us to travel to see them to do this in person. Human connection is becoming a lost art but it will never be lost on me. These in person meetings led to further discussions. One of supply chains benefits is the ability is to hear problems and help solve them.!

This week at North American Young Generation in Nuclear, Inc. (Continental) ’s conference has been a great chance to catch up with colleagues inside and outside of BWXT . The conversations and learning have been fantastic. BWXT had a strong group in attendance representing fuel operations, metallurgical engineering, waste management and corporate affairs — a good reminder nuclear is fundamentally interdisciplinary. A particularly good example was a speed mentoring session where younger professionals rotated table-to-table with industry veterans every few minutes. W. (Bo) Terry from BWXT’s Advanced Technologies business participated as one of the mentors, fielding questions that ranged from technical problem-solving to career development and leadership philosophy. Knowledge transfer does not happen automatically. Industries with decades-long project timelines have to intentionally create environments where experience can be shared. I also heard an interesting perspective from Kim Greene , CEO of Georgia Power, while reflecting on Plant Vogtle Units 3 and 4, the first new nuclear reactors to come online in the United States in more than 30 years. She acknowledged the project’s very public delays and cost overruns, but made the point that Vogtle Unit 4 was ultimately delivered at roughly 20% lower cost than Unit 3 because the industry learned in real time how to better manage supply chains, sequencing and financial risk across a first-of-a-kind modern reactor build in the United States. That observation applies far beyond nuclear energy. Large infrastructure systems are rarely linear. They are iterative. Institutions learn, adapt and improve through execution, not theory alone. If you want to change how things are done, there are going to be headwinds, and you are probably going to have to rethink how you approach capital, timelines and institutional coordination. Another standout conversation came with Lisa Brattin, executive vice president of corporate strategy at INPO. Her career has spanned operations, leadership, strategy and international work across the industry, but what stood out most was her emphasis on connecting people and ideas. She described her career less in terms of titles and more in terms of pursuing meaningful work with capable people. One line in particular resonated with me: “I’ve never been worried about the title. Give me good work I’m excited and passionate about with good people and I’m happy as a pig in slop.” Feel that in my bones. Pictured here are a few members of the BWXT contingent attending NAYGN this week: Benjamin Neff , W. (Bo) Terry , Nathan Siff , myself and Mindy Woodall. 📍 NAYGN Conference | Atlanta, Georgia

Excited and honored to have participated in the ECA: New Nuclear Forum to discuss next-to-market nuclear technologies and specifically how BWXT continues to innovate, manufacture, and deliver TRISO fuel for the advanced reactor market.

As we celebrate the 250th, it’s a great time to learn more than we were taught in school. Check out this recent article by the esteemed Eric Sterner .

You would never let a sailor with 90 days of qualification time operate a reactor plant without a watch supervisor standing directly behind them. But you sent that AI-generated compliance brief to the regulator without reading it. In nuclear operations, independent verification is not a suggestion. Nothing safety-significant gets approved without a second qualified set of eyes confirming the action, the parameters, and the expected outcome. We build this redundancy in because even trained, experienced operators make errors under normal conditions. The system is designed assuming human fallibility. That is the design principle. I now watch executives paste AI output into regulatory submissions and hit send. No verification step. No qualified reviewer checking against primary sources. No failure mode analysis for when the output is wrong. The same leader who will not sign a reactor evolution without three independent checks is forwarding AI-generated analysis to auditors with the editorial rigor of a chain email. Here is what makes this worth examining. Your newest sailor cannot touch a valve without a written procedure, a supervisor co-signature, and a post-maintenance test. The AI tool drafting your quarterly risk report was trained on the internet, hallucinates facts at a documented rate, and has no accountability mechanism when it is wrong. You gave the unqualified system more trust than the trainee. Before using AI output for anything consequential, apply the same watch qualification standard you use for new operators: Qualification definition: Can you articulate what acceptable output looks like before you see it? Independent verification: Is a second qualified reviewer checking AI output against primary source data? Blast radius: If this output is wrong, what does your failure event look like? AI is not your newest sailor. It is more capable in some domains and catastrophically wrong in others. It will never tell you which situation you are in. Your watch bill has a qualification standard for every position on the plant. What is your qualification standard for AI output?

I recently had to rebuild my LinkedIn profile and am in the process of reconnecting with colleagues, peers, and professional contacts. If we’ve worked together in the past or connected previously, I’d welcome the opportunity to reconnect here. For those I haven’t met yet, I’m a Project Manager with a background in financial systems, lending, and technology delivery across Agile and hybrid environments. I’m currently exploring new Project Manager opportunities and would welcome the chance to connect. #OpenToWork #ProjectManagement #Agile #Leadership