Current: Manage the commercial relationship with our largest nuclear vendor partners (e.g. Day & Zimmerman, Westinghouse, Holtec). Lead Advanced Nuclear Development efforts. Lead logistics organization for incident response across the enterprise.2017 - 2019: Developed and led a Project Controls organization within the Nuclear business function.2015 - 2017: Led the enterprise's Portfolio Performance Management group within the Capital Project Management & Technology organization.Beyond my primary role, I've also managed the Logistics section of Mississippi and Louisiana's Incident Response organization through the two most impactful hurricanes in the company's history, Laura (2020) and Ida (2021).

With two other former ERG chairs, revitalized nascent ERG formed in 2019 to enhance opportunities for employees to develop leadership practices, network with one another, and become more deeply engaged. Results: Increased member participation by more than 350% in just over one year, becoming the third largest ERG in the company and lead to an award as the #2 ERG globally. Our second year drove alignment with the business including an Innovation Series.

Led the enterprise's employee resource group focused on veteran employees and the broader veteran community. Established partnership with American Corporate Partners to provide private sector mentorship to veterans leaving active service (www.acp-usa.org)

Overall responsibility for budget forecasting and cost analysis as well as schedule development, scope change, and risk management for an Entergy Nuclear fleet-wide program to implement regulatory requirements in response to the 2011 nuclear accidents at the Fukushima Dai-ichi Nuclear Complex.

Grand Gulf Nuclear Station Extended Power Uprate (2009-2012): Overall responsibility for implementation schedule development, scope change, and risk management for a $874M capital project. Managed team of professionals who- Develop interface requirements for outage schedules and on-line work planning between project and existing operating station to ensure the project’s and station’s approaches to work management are properly integrated with each other to effectively execute the capital project work.- Develop performance indicator suite to allow more effective management of vendor work planning and schedule efforts in support of station and project pre-outage milestones. Oversees scope change management processes, including not only effects on implementation, but also on contracts, project budget and contingency.- Track project risks and subsequent contingency planning.- Coordinate and participate in project readiness assessments to benchmark progress against internally developed milestones.- Interface with external project governance review team.New Plant Development (2008-2009): Responsible for estimate and schedule development for the deployment of new nuclear units, including the ESBWR and the AP1000 within the retail regulated footprint.

Plans and executes airborne, aerial delivery, and sling-load operations for the Joint Task Force. Responsible for quality of air operations policy, training, and records management.NOTE: I continued service in the Navy CONUS from November 2009 - October 2010.

Develops and oversees plans, taskings and orders for an array of missions in the seven Central American nations of Belize, Costa Rica, Guatemala, Honduras, Nicaragua, and Panama. Deploys to forward locations as operations officer for civil affairs, foreign humanitarian assistance, and disaster relief missions.

Streamlined mandatory training program to ~15% or previous effort to effectively deliver training and increase unit productivity.

Engineering and project management of propulsion plant design, construction, testing, and technology innovations for the United States Naval Nuclear Propulsion Program (Naval Reactors). Expert in fluid systems, propulsion plant design and arrangement, quality assurance, regulatory compliance, and technical manual production and configuration control.