Dave Amerine

Dave Amerine Email and Phone Number

Senior Consultant, ISMSolutions and Longenecker and Associates @ ISMSolutions, Inc.
Port Clinton, OH, US
Dave Amerine's Location
Port Clinton, Ohio, United States, United States
Dave Amerine's Contact Details

Dave Amerine work email

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About Dave Amerine

With over 45 years of experience in the nuclear industry, I bring a qualified skillset and unique experiences to all organizations, companies, and individuals with whom I have the opportunity to collaborate, including project management, safety culture, executive leadership, and industry expertise. As a professional speaker, consultant, and author, I seek to provide others the benefit of my experiences and lessons learned.I began my career in the U.S. Navy after graduating from the United States Naval Academy. After several years of service, I transitioned to the commercial nuclear industry. I held several positions within the industry, beginning as an operator and evolving to executive positions leading multi-billion dollar companies. The trajectory of my career has focused on program management, project recoveries, safety conscious work environments creation, strategic planning, and business development. Having worked at a number of the country’s largest and most vital nuclear stations and Department of Energy nuclear projects, some of my greatest successes happened when I was brought in to recover troubled facilities and projects. I was hired as the President of Nuclear Fuel Services, which is vital to the security of the United States since it is the sole producer of fuel for our nuclear Navy, after the Nuclear Regulatory Commission (NRC) had shut the facility down for operational and management issues. I led the restoration of confidence of the various stakeholders, including Naval Reactors, incorporating participative management, employee ownership, and project management enhancement techniques. The plant was restored to full operation under my leadership. I am the author of Push It to Move It, a book that is intended to provide all layers of management in nearly any industry with lessons that I have learned undergoing a variety of very challenging circumstances. This book is dedicated to my late wife, Cindy, who passed away from ALS in 2018.

Dave Amerine's Current Company Details
ISMSolutions, Inc.

Ismsolutions, Inc.

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Senior Consultant, ISMSolutions and Longenecker and Associates
Port Clinton, OH, US
Website:
ismsinc.com
Employees:
8
Dave Amerine Work Experience Details
  • Ismsolutions, Inc.
    Senior Consultant, Ismsolutions And Longenecker And Associates
    Ismsolutions, Inc.
    Port Clinton, Oh, Us
  • Ismsolutions, Inc.
    Senior Consultant, Ismsolutions And Longenecker & Associates
    Ismsolutions, Inc. Jul 2019 - Present
    Tennessee Valley Authority
  • Longenecker & Associates
    Senior Consultant
    Longenecker & Associates Apr 2011 - Present
    Since retiring from active management in the nuclear industry, I have continued to help companies and organizations through consulting assignments: • Provided consulting support in the commercial and the Department of Energy (DOE) nuclear arenas. • Served on review teams for three major DOE projects, leading one. • Wrote a book, Push It to Move It, about my experiences in project management and nurturing a safety culture to pass along lessons learned. • Speaking to groups about topics concerning work environments and the benefits of nuclear energy.
  • Nuclear Fuel Services
    President
    Nuclear Fuel Services Mar 2010 - Apr 2011
    I became the President of Nuclear Fuel Services (NFS) due to significant safety culture and conduct of operations issues that resulted in an agreement with the Nuclear Regulatory Commission (NRC) to shutdown of the facility. Through my involvement with the recovery of seven other nuclear facilities in a condition of forced shutdown or in serious trouble with the regulator or client with regards to facility performance, I was able to use my experience to evaluate the situation before implementing any organizational realignments and introducing any new programs or approaches. • Within my first month negotiated a phased restart of the facility and a return to full operations six months after that. This accomplishment required regaining the confidence of many stakeholders including the NRC, Naval Reactors (NR), the DOE, and, most importantly, the employees themselves. It also meant that NFS was back in the business of providing nuclear fuel to the Navy. • Established a Nuclear Safety Review Board to address an on-going need for high-level expert oversight reporting directly to the Board of Directors, as well as to the company president. • Established the Executive Review Board designed to provide a centralized forum for management personnel to be aware of and review employee and contractor issues. • Put in place a Safety Conscious Work Environment using such tools as an Employee Concerns Program, a People Team, a First Line Managers Council, and an Ombudsman Program, all of which provided as many venues as possible for employees to voice issues and concerns, and if requested, confidential manner.
  • Babcock & Wilcox
    Vice President
    Babcock & Wilcox Aug 2009 - Mar 2010
    I served as the number two person on B&W's bid for the Depleted Uranium Facility Six (DUF6) Project. This $438 million project was awarded to B&W TSG and it was felt that my presence on the bid, my role in the preparations for orals with DOE, and influence with decision makers in DOE and the states of Kentucky and Ohio were an essential component of that win. Some areas of strong contribution to the team and the bid included: Safety culture, Project management, Client, regulator, and public interface techniques.
  • Parsons Corporation
    Senior Vice President
    Parsons Corporation Nov 2005 - Aug 2009
    As Senior Vice President, I was responsible for strategic planning and business development for the Savannah River Site (SRS), principally directed at the Liquid Waste portion. I was asked to assume management of the Salt Waste Processing Facility (SWPF) project, which, at the time, was the second most critical project in the DOE Complex, when it was in extremis. Performed as the SWPF Project Manager for 15 months and restored DOE confidence and achieved Critical Decision 2 (CD-2) approval, DOE’s permission to finalize the design. Convinced the DOE to start limited construction ahead of CD-3 and lead Integrated Safety Management System (ISMS) Phase I certification as well as successful completion of several other project external reviews such as the Independent Technical Review (ITR).During this time period, I remained active in the Energy Facilities Contractor Group (EFCOG) as the sponsoring Director of the Integrated Safety Management/ Quality Assurance Working Group (ISM/QA WG). I also served as co-sponsor with the DOE Head of Safety and Security for the combined DOE and EFCOG Safety Culture Task Force. Also during this time period, I participated on a panel discussion concerning whistle blowing hosted by the Government Accountability Program. I was the only executive from the nuclear industry on the panel, which was facilitated by columnist Juan Williams of FOX News and broadcast to over 200 universities for their business and management schools.
  • Ch2M Hill International Nuclear Services Ltd
    Executive Vice President
    Ch2M Hill International Nuclear Services Ltd Sep 2004 - Nov 2005
    As Executive Vice President and Deputy, I managed the daily operations of the NBG, which included six major site operations in the Department of Energy (DOE) Complex, three site offices managing smaller DOE and commercial nuclear contracts, and individual contracts in the nuclear industry in the United States and abroad. The oversight included emphasis on conduct of operations, project management, and financial management at these nuclear facilities. During this time period, I was selected as the Chair of the Energy Facilities Contractors Group (EFCOG), which serves the DOE and its contractors (61 members) by sponsoring common approaches and sharing of lessons learned wherever possible. Note: The EFCOG is a volunteer group of DOE Contractors, whose purpose is to work with DOE to assure excellence in performance of its contractors. I had to relinquish the Chair when assuming Program Manager for the troubled SWPF.
  • Westinghouse Savannah River Corporation
    Executive Vice President
    Westinghouse Savannah River Corporation Aug 2001 - Aug 2002
    As Executive Vice President, I provided executive direction for WSRC operation involving 12,000 employees and $1.4 billion budget. My position supported the following areas of focus: expenditure and staffing oversight, goal setting and performance monitoring, and special initiative leadership.
  • Washington Group International (Now Part Of Urs Corporation)
    Executive Vice President, Governent Division
    Washington Group International (Now Part Of Urs Corporation) Jan 2000 - Aug 2001
    As Executive Vice President for WGI, a company that totaled over 13,000 employees and had a revenue stream of approximately $2.5 billion, I was responsible for overview of the integrated safety management, conduct of operations, startup test programs, and synergies between each of WGI operating companies and divisions. My role covered a wide dispersion of geographical locations and a significant range of technologies.
  • Northeast Utilities
    Vice President Of Engineering And Services
    Northeast Utilities Sep 1997 - Jan 2000
    As Vice President, I was responsible for nuclear engineering, engineering programs, licensing, environmental, training, and emergency preparedness. This site consisted of three nuclear reactors of three different designs. Because of the recovery mode Millstone Station was in at the time, the organization was approximately 400 employees and contractors. Assigned responsibility for the Safety Conscious Work Environment (SCWE) program, given responsibility for Human Resources, Employee Concerns, Legal, the SCWE Group, and the Employee Concerns Oversight Panel (ECOP). This team developed the SCWE program including education of the management team on 10CFR50.7. After nine months the order in this area was lifted as the first step to obtaining permission to restart the facility. Many utilities and other businesses are now benchmarking what was achieved at Millstone in the area of SCWE.
  • Westinghouse Savannah River Corporation
    Deputy Vice President For The High Level Waste Management Division
    Westinghouse Savannah River Corporation Aug 1996 - Sep 1997
    The HLWMD is a 2,500-person organization with a $500 million annual budget. It is responsible for processing the legacy of winning the cold war, 35 million gallons of highly radioactive waste, into stable immobilization in the form of glass and cement.
  • Westinghouse Savannah River Corporation
    Program Manager For The Defense Wast Processing Facility (Dwpf)
    Westinghouse Savannah River Corporation Aug 1991 - Aug 1996
    The DWPF was in the final stages of construction and in the beginning of acceptance testing when I became the Program Manager. The DOE was frustrated and disappointed with the inability to make schedule commitments and stay within budget constraints. The DWPF condition was the same as the Replacement Tritium Facility (RTF) when I arrived there, so management wanted me to execute the same turn around at DWPF as done at RTF. This 2.5 billion dollar vitrification plant had a staff of over 1,600 people. I applied the same techniques I learned at Davis-Besse and practiced at RTF to change the culture at this facility.
  • Westinghouse Savannah River Corporation
    Program Manager For The Replacement Tritium Facility (Rtf)
    Westinghouse Savannah River Corporation Jun 1990 - Aug 1991
    The RTF was a state-of-the-art tritium gas reprocessing facility, which separates the tritium gas from the decay products and other impurities when the tritium reservoirs are returned from the nation's nuclear weapons for replenishing. The vital project was behind schedule and over budget when I joined the team as the Program Manager. After several months of assessing the problems, I made some management changes and organizational realignments. I lead a top down (management input) and bottom up (worker input) review of the schedule and the budget and presented a new schedule and budget to the DOE, which they ultimately accepted. To manage this new commitment I instituted the following approaches:o Setting team priorities of safety, quality, schedule, and costo Plan of the Day (POD) and Plan of the Week (POW) accountability meetingso Milestone targets and celebrations when achievedo Project management tools like Work Breakdown Structure, Earned Value Analysis, and Risk Assessment Analysiso Daily critical path analysis
  • Centerior Energy
    Director Of Centerior Energy Nuclear Services Department
    Centerior Energy Jan 1988 - May 1990
    As the Director, I established the Corporation's new Department common to Perry, Davis-Besse, and Beaver Valley nuclear stations. In addition to having responsibility for corporate Non-Destructive Examination (NDE) and computer software control in the nuclear discipline, my department was charged with coordinating interfacing with various state and federal regulatory agencies and industry groups. I also had the responsibility of combining appropriate resources between the three nuclear sites, in areas such as: quality assurance, emergency planning, and safety techniques.
  • Toledo Edison Company
    Assistant Vice President, Nuclear
    Toledo Edison Company Feb 1986 - Jun 1989
    As Assistant Vice President Nuclear Power at Davis-Besse Nuclear Power Station, I served in a chief of staff function for the Vice President Nuclear, Admiral Joe Williams, Jr., during the 18-month restart effort.
  • Combustion Engineering
    Nuclear Steam Supply System Site Manager For The Palo Verde Nuclear Generations Station
    Combustion Engineering Jun 1981 - Feb 1986
    As the Site Manager, I was responsible for interfacing with our customer, Arizona Public Service, in the startup of three nuclear power units and providing technical advice concerning the construction, testing, operation, and maintenance of the Nuclear Steam Supply System (NSSS).
  • Westinghouse Hanford Company
    Refueling Manager Of The Fast Flux Test Facility (Fftf)
    Westinghouse Hanford Company Apr 1978 - Jun 1981
    I took over this position after a major piece of equipment had been damaged. After leading the recovery and repair of that essential item, I managed the testing of the refueling equipment and then its use in the initial core load.
  • Westinghouse Hanford Company
    Shift Operations Manager Fast Flux Test Facility (Fftf)
    Westinghouse Hanford Company Jan 1974 - Apr 1978
    I was one of the first four shift operations managers chosen out of a group of 26 engineers in the first operations class. As the Shift Operations Manager, I led a crew of engineers and technicians that operated and maintained the plant during the startup and testing phase.
  • Oregon State University
    Teaching Assistant
    Oregon State University Jun 1973 - Dec 1973
    I was a Teaching Assistant at Oregon State University in the Nuclear Engineering Department while working on a doctorate in nuclear engineering.
  • Us Navy
    Navy Submarine Officer
    Us Navy Jun 1966 - Jun 1973
    I completed the Navy's nuclear power training program and served four years aboard two different submarines.

Dave Amerine Skills

Nuclear Engineering Program Management Process Improvement Project Management Energy Contract Management Factory Management Change Management Leadership Strategic Planning Construction Process Engineering Security Clearance Nuclear Engineering Government Navy Project Planning Reactor Environmental Awareness Risk Assessment Proposal Writing Quality Assurance Start Ups Testing Procurement Analysis Engineering Management Team Building Defense Management Consulting Business Process Improvement

Dave Amerine Education Details

Frequently Asked Questions about Dave Amerine

What company does Dave Amerine work for?

Dave Amerine works for Ismsolutions, Inc.

What is Dave Amerine's role at the current company?

Dave Amerine's current role is Senior Consultant, ISMSolutions and Longenecker and Associates.

What is Dave Amerine's email address?

Dave Amerine's email address is da****@****tes.com

What schools did Dave Amerine attend?

Dave Amerine attended Harvard Business School, Naval Postgraduate School, Us Naval Academy.

What skills is Dave Amerine known for?

Dave Amerine has skills like Nuclear, Engineering, Program Management, Process Improvement, Project Management, Energy, Contract Management, Factory, Management, Change Management, Leadership, Strategic Planning.

Who are Dave Amerine's colleagues?

Dave Amerine's colleagues are Travers Bracy, K. Michael Thompson, Richard Higgins.

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