Employing the basics of Human and Organizational Performance (HOP), analyze processes and behaviors so we can address issues proactively. From that we can build systems that are more error tolerant, improving both quality, safety, and productivity...while lowering and managing risks.Our approach may involve:- Conducting personnel safety assessments and determine solutions.- Helping reduce organizational, programmatic, and personnel errors - especially in high risk environments. - Performing root cause analysis and implementing corrective actions.- Creating and improving technical training programs.- Implementing simple risk management tools.- Mentoring executives.

I am responsible for all training conducted at the FirstEnergy electrical generating plants, which include four nuclear power plants, multiple coal and natural gas plants, as well as hydroelectric and wind units. Our vision is to improve nuclear training effectiveness across the fleet and leverage those capabilities to improve the non-nuclear training at our fossil, hydro, and wind plants.In addition, we improve personal safety and operational excellence through implementation of safe work practices and effective human and organizational (HOP) fundamentals.

I was asked to head up a new division reporting to the Chief Nuclear Officer to focus and accelerate change in leadership, continuous process improvement, and business transformation. My team will be lean and loaded... leaders of change... not leaders of static.

I am accountable for all training and leadership academy activities at this nuclear generating station. As a member of the Senior Leadership Team, I am responsible for ensuring nuclear safety and improving station performance.

Responsible for $140M turbine recovery project. Many "first time" engineering and construction techniques were required to remove damanged turbine components, repair major structures, recover large asbestos areas, and manage 400 craft personnel.

Assumed position of a department with low staffing numbers, low morale, and very low quality and production. Gained approval to increase staffing numbers and hired 17 new planners. Created a training and qualification program for all planners. Created a maintenance/planner quality improvement team and performance indicators that resulted in a significant improvement in package quality, maintenance worker satisfaction, and planner ownership for quality.

Responsible for six site nuclear fleet training programs, including standardizing training procedures, performance indicators, and organizational structure. Successfully lead accreditation renewal efforts at four sites, which included year-long recovery efforts at two of the sites. Implemented fleet-wide enterprise learning management system on schedule, on budget.

As the department manager, recovered both the operations and maintenance training programs. Led site in using training to improve performance.

Standardized leading edge human performance improvement technologies at six nuclear sites. Change management included program development, procedures, training, a field observation program, and performance indicators.