Senior Vice President, Deployment

The Nuclear Company is the fastest growing AI tech-enabled startup in the nuclear and energy space, pioneering a fleet-scale approach to building the next generation of nuclear reactors. Through our design-once, build-many model, we're accelerating the deployment of safe, reliable, and affordable nuclear energy.

We operate with an AI-first mindset. Every employee is expected to leverage AI, technology, and the Nuclear Operating System (NOS) as integral components of their role to improve the quality, speed, and impact of their work. We expect every team member to continuously identify opportunities to automate workflows, enhance decision-making, improve processes, and contribute to the ongoing evolution of NOS as a strategic operating capability that enables The Nuclear Company to scale with excellence.

We hire people who are driven by purpose, thrive in ambiguity, and are energized by building what has never been built before. Our team combines intellectual curiosity with high agency, embraces candid feedback and continuous learning, and holds themselves and others to exceptional standards. Our values—Transparency, Responsibility, Unity, Scrappiness, and Tenacity—guide how we hire, collaborate, and make decisions every day. They are not words on a wall; they are the standard by which we operate. TRUST is the foundation of our safety culture, fostering intellectual honesty, accountability, and open communication, while our values challenge every team member to execute with urgency, humility, resilience, and an unwavering commitment to our mission.

About the role

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.

Responsibilities

Deployment Methodology & Fleet Capability

The SVP, Deployment’s first and most enduring responsibility is building TNC’s deployment capability as a repeatable, scalable organizational competency. Individual project performance matters; fleet-level deployment capability matters more.

• Establish TNC’s deployment methodology — the standardized processes, playbooks, stage gate frameworks, and decision-making structures that govern how TNC executes nuclear construction projects. This methodology is a competitive asset; it must be built deliberately and improved with every project.

• 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. TNC’s Vogtle-era experience is the starting point; the SVP, Deployment builds on it systematically.

• 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. The team this person builds will determine what TNC can accomplish over the next decade.

• 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.

FEL-3 Entry & FID Preparation

FEL-3 is the phase where development transitions to deployment. The SVP, Deployment enters during this phase, working alongside the SVP, Project Development during the handoff period. Entering too late creates execution risk at FID; entering well creates the conditions for a strong construction start.

• 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. The EPC contractor relationship is the single most consequential vendor relationship in TNC’s deployment model; the SVP, Deployment owns it at the fleet level.

• 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. The handoff is not a single event; it is a managed transition with defined milestones and shared accountability during the overlap period.

Construction Execution

From FID through construction completion, the SVP, Deployment owns the project. EPC contractor performance, schedule, cost, quality, and safety are all accountability items for this role — not just oversight items.

• Own EPC contractor performance across all active construction projects — holding the contractor accountable to schedule, cost, quality, and safety standards through rigorous owner oversight. TNC is the owner; the SVP, Deployment ensures TNC acts like one.

• 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. No surprises on cost or schedule; early warning and honest assessment are the standard.

• 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. Quality failures in construction are the most expensive problems TNC can have.

• 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. No unilateral NRC engagement without coordinating with the regulatory function.

• Ensure safety conscious work environment standards are maintained acr