Kevin McCartney

Senior Manager with over 16 years of expertise in nuclear power operations, work management, and project management during refueling outages. Drives process improvements, fosters team collaboration, and achieves key performance indicators. Demonstrates strong decision-making and problem-solving abilities while providing technical expertise and leadership in high-stress, time-critical situations. Maintains a strong commitment to safety and quality, with the ability to forecast, schedule, and manage multiple tasks and projects. Proven track record in mentoring and communication, showcasing strong leadership in risk management and quality assurance. Passionate about optimizing operational efficiency through strategic maintenance scheduling and comprehensive risk assessments.

• Senior Reactor Operator License, SOP-502695
• Reactor Operator License, OP-43430

• Leadership Training
• First Line Supervisor INPO
• Front Line Leadership Academy Entergy
• Foundation Leadership INPO
• MARC Training Entergy
• New Shift Manager INPO
• Next Level Leadership INPO
• Operations Director Development Training INPO
• VOLT Program for High Performing Leaders Entergy
• Discovering Personality with Jordan B. Peterson

• Performed the Shift Outage Director role to provide high-level oversight and ensuring that the outage is progressed as planned.
• Experience in oversight roles and project management, from start to finish, for electrical bus outages during Refueling outages.
• Project management experience from development through successful implementation for multiple high consequence outage projects.
• Proficient in executing field observations, paired observations, and analyzing results of observations to identify trends requiring action beyond on the spot coaching.
• Skilled in use of other performance improvement tools, such as assessments, operating experience, and benchmarks, to identify and resolve gaps prior to a consequential event.
• Ability to be flexible based on priorities, realigning resources as necessary.
• Demonstrated success in station level trending, development of action plans, and effectiveness reviews to improve performance. Examples include: Developed site recovery plan in partnership with oversight teams, resulting in success as evidenced by behavior metrics and reduction in events.
• Participated in root cause evaluations to support a successful 95001 inspection. Other successful external inspections include NRC PI&R, WANO Peer Reviews (including serving as a site host peer), ongoing fleet and industry performance visits.
• Consistently recognized for excellent communication skills, both at a peer level as well as to outside departments, leaders, and external stakeholders.
• Informal and formal mentoring of employees to facilitate knowledge management transfer and improve overall skill levels.