Director BOP and CI performance

Your role

Strategic Leadership:

• Lead the development and execution of the station's secondary‑cycle and BOP performance strategy, aligned with corporate objectives and continuous improvement priorities.
• Establish KPIs for turbine cycle efficiency, condenser vacuum, MSR effectiveness, heat‑exchanger performance, cooling water system health, and cost of generation.
• Provide strategic recommendations to the VP BOP/CI on performance risks, opportunities, and investment priorities.

Investigation & Business Case Development:

• Identify, investigate, and validate performance optimization opportunities across secondary‑cycle and BOP systems.
• Conduct technical and economic analyses to concretize initiatives into actionable projects.
• Build comprehensive business cases - including MW‑recovery potential, cost‑benefit analysis, risk assessment, and implementation plans - to present to the VP BOP/CI.
• Ensure all proposals are grounded in credible data, ASME PTC test results, and industry best practices.

Secondary‑Cycle Optimization:

• Lead performance improvement initiatives across all secondary‑cycle systems, including:
  • Moisture Separator Reheaters (MSRs): steam moisture removal, reheater efficiency, drain cooling optimization.
  • Heat Exchangers & Feedwater Heaters: fouling mitigation, leak detection, TTD/DCA optimization, PTC 12.1 compliance.
  • Turbine Cycle: steam path upgrades, turbine efficiency recovery, gland steam optimization.
  • Condenser Systems: vacuum optimization, air in‑leakage reduction, fouling control.
  • Balance‑of‑Plant (BOP) Optimization.
• Provide strategic oversight of BOP systems that directly impact secondary‑cycle performance, including:
  • Circulating water systems.
  • Service water systems.
  • Cooling towers (if applicable).
  • Auxiliary heat exchangers.
• Drive initiatives to improve flow, reduce fouling, enhance heat‑transfer efficiency, and optimize pump energy consumption.

Cost Optimization:

• Develop and implement a BCR (benefit/cost ratio) for each initiative and cost‑optimization strategy for secondary‑cycle and BOP systems.
• Reduce cost of generation through improved performance, optimized supplier contracts, and efficient outage execution.
• Prioritize high‑ROI performance upgrades and manage lifecycle costs of turbines, MSRs, heat exchangers, condensers, and cooling water systems.

Strategy Execution & Cross‑Functional Alignment:

• Execute the power‑output and cost‑reduction strategy defined by the VP BOP/CI, ensuring alignment with corporate and station‑level objectives.
• Translate strategic goals into concrete optimization initiatives for secondary‑cycle and BOP systems.
• Work collaboratively with Engineering to validate technical feasibility and system impacts.
• Partner with Quality to ensure all initiatives meet nuclear safety, regulatory, and quality assurance standards.
• Collaborate with Procurement to develop sourcing strategies, negotiate supplier contracts, and ensure vendor performance supports MW‑output and cost‑reduction targets.
• Lead cross‑functional working groups to ensure coordinated execution and timely delivery of optimization projects.

Supplier & OEM Management and recommendation:

• Serve as the project owner of relationships with turbine OEMs, MSR and heat‑exchanger vendors, condenser service providers, cooling water system suppliers, and performance analytics firms.
• Participate to Negotiate contracts with performance guarantees tied to MW output and cost‑reduction targets.
• Lead supplier performance reviews and ensure accountability through KPIs and corrective actions.

Organizational Leadership:

• Lead and develop a high‑performing team of managers, engineers, analysts, and specialists.
• Foster a culture of performance excellence, accountability, and cost awareness.
• Ensure strong alignment with Operations, Maintenance, Chemistry, and Engineering.