Senior Vice President, Deployment

The Nuclear Company•Washington, DC

6d•$300,000 - $350,000

About The Position

The Senior Vice President, Deployment is TNC’s fleet-level owner of nuclear project execution from FEL-3 through fuel load. This role owns the company’s deployment methodology, EPC contractor relationships, construction execution, and commissioning capability across all TNC projects in the pipeline. It is one of the most consequential hires TNC will make. TNC’s Build-Own-Operate model depends on a deployment capability that is repeatable, credible, and improving with each project. The SVP, Deployment is responsible for building that capability from the ground up — establishing the systems, processes, standards, and team that will allow TNC to execute nuclear construction projects at fleet scale. This is not a role for someone who wants to run one project. It is a role for someone who wants to build the operational infrastructure that makes TNC a world-class nuclear developer and operator. TNC’s development-to-operations pipeline is structured around three sequential phases with defined handoff periods. This role enters during FEL-3 — the final pre-FID development phase — working alongside the SVP, Project Development during the transition. From FID through commissioning and fuel load, this role owns the project. At fuel load, the SVP, Deployment transitions accountability to the SVP, Operations during a defined handoff period. Managing both of these transitions well is as important as managing the construction work in between. As TNC’s organizational structure matures and the company scales, reporting lines may be adjusted to reflect evolving business needs — the scope and accountabilities of this role are not contingent on any single reporting structure.

Requirements

15+ years of progressive leadership experience in nuclear construction, with direct accountability for large-scale nuclear plant construction or major construction restart at the project director, project executive, or equivalent level.
Direct experience managing EPC contractors as an owner’s representative on a nuclear construction project — contract management, performance oversight, change order discipline, and schedule recovery experience required.
Deep familiarity with NRC construction oversight, inspection programs, and the regulatory environment governing nuclear new build — direct NRC interface experience strongly preferred.
Experience with AP1000 or equivalent Generation III+ reactor technology construction strongly preferred — familiarity with Westinghouse’s design documentation, construction methodology, and regulatory interface is a structural advantage.
Demonstrated ability to build and lead large, multi-disciplinary project organizations — this role requires both the technical credibility to lead engineers and construction professionals and the leadership capability to build a new organizational function from the ground up.
Strong commercial judgment — able to engage credibly with investors, lenders, and commercial partners on construction execution strategy, cost estimates, and schedule commitments.
Nuclear safety culture leader — establishes and maintains the safety conscious work environment standards that TNC intends to carry from construction through operations.

Nice To Haves

Direct NRC interface experience strongly preferred.
Experience with AP1000 or equivalent Generation III+ reactor technology construction strongly preferred — familiarity with Westinghouse’s design documentation, construction methodology, and regulatory interface is a structural advantage.

Responsibilities

Establish TNC’s deployment methodology — the standardized processes, playbooks, stage gate frameworks, and decision-making structures that govern how TNC executes nuclear construction projects.
Own the lessons learned function across deployment projects — ensuring that every project execution experience, whether successful or not, is captured, analyzed, and incorporated into the next project’s execution plan.
Develop and maintain the deployment team’s organizational capability — recruiting, developing, and retaining the engineering, construction, and project management talent that TNC needs to execute at fleet scale.
Establish TNC’s quality standards for deployment activities — coordinating with the SVP, Regulatory Affairs, Quality & Training to ensure deployment execution meets NQA-1 requirements and positions TNC as a demonstrably credible nuclear constructor.
Engage during FEL-3 on all active TNC projects — assessing site readiness, construction execution strategy, EPC contractor selection, and the completeness of the technical and commercial package required to support a credible FID.
Own EPC contractor selection and contracting strategy — from pre-qualification through contract execution.
Validate the FEL-3 package from a deployment perspective — confirming that the project schedule, cost estimate, Division of Responsibilities, and construction execution strategy are credible and executable before FID is recommended.
Coordinate with the SVP, Project Development on the FEL-3 handoff — ensuring a complete, documented transition of project accountability from the development team to the deployment team.
Own EPC contractor performance across all active construction projects — holding the contractor accountable to schedule, cost, quality, and safety standards through rigorous owner oversight.
Maintain schedule and cost discipline across the deployment portfolio — providing the President/CNO with an accurate, current view of project status, risks, and decisions required.
Own the construction quality program in coordination with the SVP, Regulatory Affairs, Quality & Training — ensuring that TNC’s quality standards are implemented and enforced throughout construction.
Manage regulatory interface during construction in coordination with the SVP, Regulatory Affairs, Quality & Training — ensuring NRC oversight, inspection readiness, and regulatory commitments are met throughout the construction phase.
Ensure safety conscious work environment standards are maintained across all TNC construction sites — TNC’s safety culture during construction is a direct reflection of the operating culture it intends to maintain during operations.
Own commissioning execution — managing the transition from construction completion to operational readiness, coordinating with the SVP, Operations to ensure the operating organization is ready to receive the plant at fuel load.
Manage the fuel load handoff to the SVP, Operations — a defined transition period with shared accountability between Deployment and Operations.
Ensure all pre-operational testing, system walkdowns, and commissioning milestones are complete and documented before the fuel load handoff is executed.
Support the President/CNO and President/CFO in investor, lender, and partner conversations that require deployment expertise.
Support DOE LPO and other government financing engagements that require construction execution credibility.
Coordinate with the SVP, Project Development on project pipeline prioritization — deployment capacity constraints should inform which projects advance to FEL-3 and when.