Mr. Myers is an expert in operations and strategic management with twenty-five years of experience and employment history across the Nuclear Power and Transmission and Distribution Utility Industry in various capacities, including Site Vice President, Plant Manager, and Maintenance/Training Director. Darin has vast experience in spearheading effective complex programs for large organizations across multiple disciplines, demonstrated by the ability to maintain complex budgets, including a $9B nuclear asset with annual budgets of $200M. Mr. Myers supports clients through results-oriented leadership and advisory relating to optimizing site operations through the implementation of strategic initiatives and employee engagement. His projects include supporting organizations with continuous improvement while driving operational excellence in direct compliance with all applicable policies, regulations, and procedures.
Multi-Discipline & Cultural Team Management
Vision, Goals, & Associated Business Plans
Federal & State Regulatory Agency Compliance
Site & Plant Security – Physical & Cyber
Financial Performance Goals & Commitments
Revenue Projections, O&M, & Capital Budgets
Continuous Improvement – Self-Assessments, LEAN Processes, & Kaizen Exercises
Leadership Development & Team Collaboration
Training, Coaching, & Staff Motivation
Strong Written & Verbal Communication Skills
External Stakeholders & Public Relations
Problem Solving & Conflict Resolution
Root Cause Analysis & Corrective Action Plans
Critical & Analytical Thinking
Project Execution & Meeting Critical Milestones
Planning, Scheduling, & Organization
Improved Organizational Accountability
Successfully led Southern Company Nuclear Plant Vogtle 1 and 2 from “Plant in Decline” status in December 2014 to the industry’s highest performance designation in April 2018
Assembled and led a multi-functional group including the associated procedures and processes in the implementation of major projects at Plant Vogtle, including a $100M digital turbine controls installation and main transformer replacements within sub-20-day plant outages, thus paving the way for the plant to operate at record level performance and capacity
Created and executed “The Weight Loss Challenge” initiative designed to identify and eliminate low-value-added activities, thus allowing management to focus efforts on operating and maintaining the plant at excellent levels
Implemented a program to improve a long-standing cultural problem involving organizational accountability, including initial and refresher training combined with the integration of accountability principles within normal daily operations, thus leading to vastly improved plant performance and an inspired workforce
Implemented employee empowering and worker-driven efforts to earn an industry acknowledged strength in Nuclear Professional practices, behaviors, and engagement
Interfaced and collaborated closely with Vogtle 3&4 construction project ($25B) with Vogtle 1&2 operating units to integrate site functions including Security, Emergency Planning, Training/In-processing, Human Resources, and major electrical switchyard reconstruction
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