Manager Plant

Jamey Bryan

*** * ********* *** ************, AR 256-***-**** *******************@*****.***

Qualifications/Skills

• Problem Solver

• Outage Management

• Manufacturing Process Improvement

• Machine Tool Process Improvement

• Organizational Effectiveness

• Leadership Development

• Subject Matter Expert in Vendor Oversight

• Construction Project Management

• Industrial Maintenance Management

• Training Program Development

• Regulatory Oversight (NRC, OSHA, OIG)

• Supervisor level or above (15 Years)

• Large Division Management Experience (800+ personnel)

• Extensively Experienced Project Management Professional (13 Years)

• Active Secret Level Security Clearance with Department of Defense Professional Work Experience

May 2018 – present

President and Owner of Bryan Legacy Services

I launched a consulting business that specializes in Leadership, Organizational Effectiveness, Training, and Vendor Oversight. I am currently working with clients in manufacturing, utilities, and construction inside and outside of the Nuclear industry. I add value by solving problems that affect the overall performance of the company by applying my unique experience and knowledge gained in the nuclear industry to resolve issues.

November 2017 – May 2018

Assistant to the General Manager of Plant Operations Entergy Corporation Arkansas Nuclear One

Position assigned to the Plant Manager to ensure commitments made to the Nuclear Regulatory Commission were being executed down to the craft level. The excellence plans included a culmination of the process changes required for sustained performance improvement for each department at the station. I was responsible for leading this effort between the nine major work groups onsite. I approved the final plans, monitored the execution, ensured cross-functional teams developed plans (different crafts, different departments), and communicated the results to the executive team. I also acted on behalf of the General Manager of Plant operations in his absence.

September 2016 – November 2017

Director of Site Projects, Maintenance Services, Modifications & Fuel Services Entergy Corporation Arkansas Nuclear One

Lead a diverse leadership team through the growth period of Nuclear Regulatory Commission Colum IV recovery. Developed and executed a department excellence plan that resulted in the turnaround of the department of three Superintendents, fourteen Supervisors, and twenty-one Project Managers from the worst performer in the fleet to the best in a period of six months instead of twelve-month projection. Total reorganization of the department was performed after performing an organizational capacity study.

September 2014 – September 2016

Superintendent Maintenance Services, Modifications, and Facilities Entergy Corporation Arkansas Nuclear One

Responsible for the performance of all contract labor at the Station. This included twelve contract companies with a headcount totaling 500 individuals. I served as the SME for vendor oversight for the station and the fleet. As SME I was responsible for developing and monitoring the process for overseeing contract work being executed at the station across the multiple functional areas. Improvements were realized in the areas of safety, quality, rework, schedule adherence, and budget. During this time we had the department’s first ever 1 million safe manhours worked, and was recognized by the Institute of Nuclear Power Operations (INPO) as having a “strength in the industry” for the vendor oversight process for 2015 (ANO was rated among the worst in the industry in 2013). The process included streamlined project execution time for plant modifications by utilizing field engineers and first line supervisors as project oversight to improve safety and quality during execution, schedule coordination between groups, and project liaisons for handoffs between different contract companies. October 2013 – September 2014

Outage Management Tennessee Valley Authority Browns Ferry Nuclear Plant This was a recovery position to improve Outage & Online performance of Work Week Managers and Outage Managers. As an Outage Duty Manager, I served various roles in the Outage and Online groups including Work Week Manager and Outage Manager. During this time I lead a team to drive process improvements for outage execution. The processes for the Outage Control Center and Maintenance War Rooms were redesigned resulting refueling outage durations were reduced from 40 days to 30 days (typical outage costs $1million per day). Online schedule adherence was brought back into the Institute of Nuclear Power Operations AP-928 standards and top quartile performance for the industry.

January 2012 – October 2013

Assistant Training Manager Tennessee Valley Authority Browns Ferry Nuclear Plant Developed and executed Maintenance and Technical program improvements including training for performance improvement discussions at post job review meetings, engineering department qualification card redesign, and initiated a training instructor development program. Developed and executed a remodel of the training facility and an upgrade of the classroom technology. I was part of the lead team responsible for the management, preparation and execution of a Maintenance and Technical Program INPO Accreditation Visit. This was a recovery position assigned by the Site Vice President to aide in my development and to help the station during a Maintenance and Technical Training Program Reaccreditation. We were able to retain the program accreditation and earned a strength from the technology upgrades and instructor development from INPO.

June 2011 – January 2012

Nuclear Assurance Maintenance/Work Management Lead Auditor Tennessee Valley Authority Browns Ferry Nuclear Plant

This was a development position in the Nuclear Assurance department as an Assessor and Lead Auditor. I monitored the performance of the Maintenance and Work Management Groups to ensure compliance with The Code of Federal Regulations. During this time, I received my Lead Auditor certificate. During this time period I was equipped with new ways to monitor large divisions of plant work group’s performance and look for leading indicators of performance decline. This helped me to learn how to arrest the decline of a work group’s or overall plant’s performance prior to violating federal regulations. 2010 – 2011

Senior Project Manager Special Projects Tennessee Valley Authority Browns Ferry Nuclear Plant

This was a recovery position as a direct report to the Site VP responsible for various projects related to recovery. Projects included a site Improvement project, and Joint Owners Group Valve replacements for all three units (Projects totaling over $50 million). During this time we built multiple teams to lead the high profile projects critical to the station. Building the model for how projects are executed and monitored for safety, quality, and efficiency. All of the projects inside our team’s scope out performed the schedule and budget projections leaving margin for secondary projects to be completed for station beautification and facility upgrades. 2009 – 2010

Superintendent Mechanical Maintenance Tennessee Valley Authority Browns Ferry Nuclear Plant

I was responsible for the management of the Mechanical Maintenance Department. This was a diverse group of 95 technicians representing 5 different craft unions. While holding this position we changed the way the schedule was supported by committing 80% of the resources in the work week process. The previous numbers committed were 48%. The gains in performance allowed for more time to train new hires in the field. This led to a more predicable schedule and reduced human performance errors.

2006 – 2009

FIN Superintendent Tennessee Valley Authority Browns Ferry Nuclear Plant Responsible for the management of the maintenance “Fix-It-Now” (FIN) Team for the performance of all FIN work, both daily and outage. The FIN Team during this time period was developed into a “first in recon team” for equipment issues. Troubleshooting to find the root cause of the failure then fix it or have it scheduled in the work week process with all applicable information required for the repair. During the first year the FIN Team reduced the overall Corrective Maintenance and Elective Maintenance backlogs from 40 and 15,600 to 6 and 5,000 respectively. These were industry best numbers at the time of performance. The new FIN Team model was benchmarked by 5 different utilities in the industry during this period. We were the first team to handle the startup of a unit after construction in the US and developed how the handoff of systems should happen from the construction group to the maintenance teams. 2004 – 2006

FIN Supervisor Tennessee Valley Authority BFN

Execute FIN work activities in a safe and efficient manner in accordance with plant procedures and business practices. Perform Manager’s duties in his absence. During this time period we developed a Predictive Maintenance Team that utilized inferred cameras, vibration monitoring, and oil analysis to aid not only in the trouble shooting of failed equipment but to predict when components would need to be taken out of service for maintenance. 2001 – 2004

Multiskilled Maintenance Technician Level III Tennessee Valley Authority BFN Perform Maintenance activities in a safe and quality manner. Qualifications included Pump Technician, Large and Small Rotating Equipment Technician, Valve Maintenance, Machine Shop Proficient (CNC and Manual), Electrical Component Maintenance up to 600 Volts, Heat Exchanger Technician, Master Rigger, and Valve Actuator Technician. Served as the lead on multiple projects including the condensate booster pump upgrades and small/large rotating equipment maintenance process improvement project. Lead the project for machine tool and process upgrades for the station changing how the machine tools were used to serve the station. Introduced the station to laser alignment equipment for belt drive and shaft drive components reducing maintenance down time and improving equipment performance. 1997 – 2001

CNC Programmer/Shop Machinist Dieco Corporation Muscle Shoals Alabama Lead CNC shop machinist/ Programmer. I was responsible for programming and performing machining operations using CAD/CAM software for CNC lathes, mills, and EDM machines. I was also responsible for the planning and execution of machining operations, troubleshooting of machine and programming problems, and completing complex high tolerance projects within a schedule

Education

• Course work completed toward a math degree at Calhoun Community College and a B.S. in Mechanical Engineering at University of Alabama in Huntsville

• Senior Reactor Operator Certification class 75% completed

• 2 year certificate TVA Level III Multiskill Training Program, emphasis in Mechanical - 2003

• 2 year certificate CNC Machine Tool Program at Northwest Shoals Community College - 2001

• 2 year certificate Machine Tool Program at Allen Thornton Vocational - 1997

• Graduate of Lexington High School- 1997

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