Provide consulting support in the areas of performance improvement, leadership (mentoring), management, training, corrective action programs, observation programs, Servant-Leadership, and organizational trouble-shooting, investigation, and corrective action implementation and follow-through. Specializing in technically-oriented organizations, such as nuclear power, medical, science laboratories, and production facilities.• Assisted clients by conducting or reconnecting root cause evaluations, identifying the corrective actions for highest impact, implementing the actions, and preparing for NRC 95001 and 95002 inspections. Areas included Operations, Engineering, Emergency Preparedness, Safety Culture, Nuclear Security, and Reactor Engineering.• Worked with a Curtiss Wright/EES team, supported evaluations and corrective actions for a NRC 95002 inspection.• Trained and qualified as a Management Oversight and Risk Tree (MORT) evaluator and used the MORT root cause technique for two root causes for reactor scrams.• Developed the collective evaluation and corrective actions for four scrams.• Led the development and implementation of the nuclear safety culture corrective action responses: o Developed a two-hour initial nuclear safety culture communications session, as well as about 20 discipline-specific three-hour communications sessions. o Personally presented about 40 initial safety culture communications sessions for 1350-badged personnel, with extremely positive feedback from employees. o Mentored management to prepare them for conducting the discipline-specific safety culture communications sessions. • During the period 2010 to 2012, consultant to the DevonWay Company, provider of software applications ranging from a performance improvement suite to asset management.

Requested to go in-house by company executives and rebuild the Regulatory function at the Prairie Island nuclear station, which had received a substantive cross-cut issue (SCCI) from the NRC, as well as having been in Column 2 or 3 for almost all quarters in the last several years, resulting in increased NRC scrutiny and higher costs. Satisfactorily completed the triennial CDBI (component design bases inspection) and fire inspections, both receiving very low number of performance deficiencies as well as very good comments from the NRC, and supported preparations for a successful PI&R inspection. Overall, the NRC relationship significantly improved.Supported improvement in various areas of the station, such as operability and prompt operability determinations, compliance with Technical Specifications, and understanding the current licensing basis.

Assigned to lead the Performance Improvement Department through recovery and into excellence, which included working with the long-term management team to improve leadership of performance improvement programs.• Corrected issues related to a repeat area for improvement (AFI) in the corrective action area. The NRC problem and identification biennial inspection was very successful (only one minor violation for a legacy issue, along with determination that improvement had been achieved in the most recent year in initiation threshold, investigations, use of operating experience, and operability determinations. The follow-on INPO E&A determined that the CAP AFI had been corrected. Implemented ActionWay CAP software in three and one-half months, from decision to go-live. • Corrected issues related to an AFI for the SOER and operating experience programs. Conducted actions to completely review all SOER recommendations; follow-on INPO E&A determined that the AFI had been corrected. Invited and conducted a lecture on these successes to the annual INPO/OE working group.• Responsibilities also included the operating system group, which includes value stream mapping, lean, and other processes for reducing errors and improving productivity. Comanche Peak achieved a premier position in the industry (lowest cost for the three-year period 2006-2008, and 2009 is the best year for the station; capacity factors between outages are >99.5% and outages were high teens/low twenties in days).In the first part of the time period, was the Quality Assurance Manager. Led the Quality Assurance group, consisting of in-house and out-sourced groups, into a state of excellence in support of the station. Commended by INPO on the information that was being provided to the station. Enhanced internal culture and communications, improved presence of the QA organization on-site. Improved quality of audit reports to better understand big-picture issues and required actions.

Responsible for oversight for various corporate-led programs, assisting in projects during refueling outages at stations, and leading investigations into complicated and high visibility situations at the stations.• Oversaw several peer groups, including training manager, operator training supervisors, and human performance. (This oversight was similar to current corporate functional area manager (CFAM) role.)• Implemented fleet-wide human performance program, including standard tools expectations and dynamic learning activities.During the first part of this period, was a Senior Analyst at the St. Lucie Nuclear Station. Responsible for oversight for various corporate-led programs, assisting in projects during refueling outages at stations, and leading investigations into complicated and high visibility situations at the stations.• Oversaw several peer groups, including training manager, operator training supervisors, and human performance. • Implemented fleet-wide human performance program, including standard tools expectations and dynamic learning activities.

Responsible for significant areas related to the day-to-day running of the two unit Beaver Valley Nuclear Power Station, as well as important programmatic and strategic areas concerning improving the station. • During 2002, Beaver Valley had its best year on record: INPO indices of 94 and 100, with capacity factors of 97.2% and 90.7% (including a 22-day refueling outage). • Leader of probation recovery in 2000 for the maintenance training programs.• Areas assigned included licensing, performance improvement, training, security, emergency preparedness, integrated procedures group, quality assurance and quality control, NDE, supply chain, projects group (including life extension, steam generator and head replacement, turbine generator group, and steam generator inspection group), human resources and labor relations, information technology and telecommunications, and station services.• Responsible for the human performance, self-assessment, corrective action, operating experience, and industrial safety programs and personnel, as well as industrial relations.• Administrative Point of Contact (APOC) for the fleet with INPO.• Fleet director of training program (including chairman of peer group).• Chairman of the project review committee (responsible for capital and O&M project funds). • Outage director during the unit 1 spring 2003 refueling outage.• During late 2001 and early 2002, senior station representative for the successful union contract negotiations.• Assigned to the Davis Besse Station in 2003: successfully completed NRC PI&R inspection and implemented an engineering work management system. During the first part of this period, was the Quality Services Manager, reporting to the President, Generation Group and CNO, responsible for QA, QC, NDE, and HU programs. Successfully downsized the group by 25% without issues, oversaw Loss Prevention area during transfer of station ownership, acted as the VP, Operations Support, during an extended absence.

• Supported Consolidated Edison’s Indian Point 2 Nuclear Station in the area of plant operations and determining recommendations for improvement. Mentored the Operations Manager.• Supported the Duquesne Light Beaver Valley Nuclear Power Station. Performed reviews of technical specification surveillance requirements and their associated test procedures to ensure all requirements were being met. Performed a review of plant operations and determined recommendations for improvement.

Recruited to take charge of the Operations department and to help lead Indian Point 3 off the NRC watch list and towards excellence. • Significant progress was accomplished in a short period of time, as recognized by the Nuclear Regulatory Commission, the Institute of Nuclear Power Operations, and executive management of the New York Power Authority. • Results included improving the SALP grade from 3 to 2 and removal from the NRC watch list.

Commanding Officer of a submarine tender support unit located in Columbia, South Carolina. Executive Officer and Training Officer of a Naval Underwater System Center technical support in New London, Connecticut. Served in the ComSubDevRon Twelve Reserve Unit, directly assisting in the development and testing of submarine warfare tactics, including acting as an operations analyst and reconstructing both real world and exercise interactions. Editor of the successful classified "Submarine Tactics Newsletter".

Responsible for coordinating multiple special one-time projects, with main responsibility centered on performance of a large benchmarking project. • Worked with several other utilities, INPO, and NEI to develop a benchmarking program to simultaneously benefit CP&L and the whole nuclear industry. • Benchmarking results identified opportunities for reducing operating costs by 25% between 1996 and 1998 (a reduction of about $50 million). This included gaining buy-in by station and corporate management.

Overall responsible for operation, maintenance, and support functions for the 718 MWe Robinson nuclear power plant. Plant staff of 300 personnel reported through six managers.• Provided leadership during extensive cultural and productivity changes to enhance safety, improve efficiency, and increase accountability.• Overcame unique problem of receiving mis-manufactured reactor fuel, including responding properly to failed 30% flux map.

Responsible for the 100 person Operations staff at the Millstone Unit 3 nuclear power plant, including the six shifts and daytime support personnel.Responsible for providing direction for plant operations, response to accidents, training of operators, and development of supervisory personnel. Vice Chairman of the Plant Operations Review Committee and member of the Site Operations Review Committee. Senior department head and senior individual holding a senior reactor operator (SRO) license.

Directly responsible for the fifteen member operations engineering staff, all radioactive waste operations and associated personnel, operating procedures, and operations-related plant incident investigations. Responsible for hiring all operations department personnel. Licensed as a senior reactor operator (SRO).

Primary liaison engineer between the corporate offices and the construction/startup testing groups for the under construction Millstone Unit 3 nuclear power station. Participated in the development of responses to NRC RAIs (request for additional information).

Manager for several projects involving emergency preparedness at commercial nuclear power plants (both on-site and off-site), as well as training and quality assurance. Responsible for related hiring, personnel assignments, marketing, proposal development (technical and cost), and consultants. Promoted to Principal Analyst in 1982.As project leader for emergency preparedness contracts, interfaced with federal, state, and local government officials and volunteers, and utility personnel to conduct full-scale exercises around the Millstone and Connecticut Yankee nuclear stations.During the first part of this period, was a Senior Analyst; developed system description manuals and operating guidelines for submarine personnel.

Production Training Officer at a land-based nuclear training prototype, including responsibility for 20 instructors and 150 students, both officer and enlisted. Instruction included classroom, emergency drills in an actual nuclear plant, seminars, and on-the-job training.Leading Engineer Officer of the Watch at a land-based nuclear training prototype, responsible for both a crew of naval officers and enlisted men and for all aspects of operation of the nuclear plant during assigned shift.Damage Control Assistant and Sonar Officer on a fast attack nuclear submarine (SSN-665, USS Guitarro) home based in San Diego. Included an "extended" non-refueling overhaul in Bremerton, Washington. Ship received a grade of "excellent" for the Post-Overhaul Reactor Safety Evaluation; this grade was unique at the time, and may still be the only one ever awarded during Admiral Rickover's career.