§ Note · 17 July 2025
In nuclear, decisions are not just business. They are a public trust.
Why the nuclear industry cannot move fast and break things, and the three habits that replace it.
In the nuclear industry, we don’t have the luxury of “moving fast and breaking things.” As an engineering manager, I’m constantly reminded that every decision, from a minor component update to a major strategic shift, carries immense weight.
Effective decision-making in our field isn’t just a skill; it’s a foundational pillar of safety and reliability. It requires:
- Rigorous data analysis. Gut feelings have no place here. Every choice must be backed by verifiable data, thorough analysis, and a deep understanding of first principles.
- A conservative approach. We always err on the side of safety. This conservative decision-making mindset is ingrained in our processes, ensuring we never compromise on safety for schedule or cost.
- Team-wide accountability. The best decisions are made collaboratively, challenging assumptions in an environment of psychological safety. My role is to empower my team of engineers to voice concerns, question the status quo, and contribute their expertise.
We are stewards of a powerful technology. The public trusts us to get it right, every single time. That’s a responsibility I, and my team, take to heart every single day.