Author: sondra

Nuclear power is having a moment. Data centers are hungry for reliable, carbon-free baseload energy. Aging fleets are being asked to do more with leaner teams. And a workforce that took decades to build is approaching retirement. Our co-founders, CEO Bradley Fox and CFO Jerrold Vincent, recently sat down with Chris Wedding on the Climate CEO podcast from Entrepreneurs for Impact to talk about how we built an AI company quietly serving more than 70 nuclear reactors before most of the industry even knew AI was coming.

The conversation covered strategy, culture, workforce, and the realities of selling software inside one of the most regulated industries on the planet. Here is what stood out.

Starting Where It Hurts: The Corrective Action Program

Every nuclear power plant in the United States operates under a Corrective Action Program, or CAP. It is a regulatory requirement. Any employee at any level can and should report any issue they observe, from a crack in the parking lot to a malfunctioning pump to, yes, a complaint about the cafeteria. The result is that a single reactor can generate 5,000 to 10,000 documented issues per year, every one of which must be reviewed by experienced, cross-functional staff.

That review process requires people to categorize each issue, determine whether it represents a condition adverse to safety, assign it appropriately, assess whether it is a repeat occurrence, and decide how much effort to invest in resolving it. For decades, that has meant rooms full of highly trained personnel doing largely manual triage work.

“One reactor might have 5,000 to 10,000 of these issues identified every single year. And every one of those has to be looked at by a staff of cross-functional, highly experienced personnel.” — Jerrold Vincent, CFO and Co-Founder, Nuclearn

We recognized that this problem was universal across the fleet, painful enough to justify real investment, and tractable with natural language processing. Our CapAI product began automating a significant portion of CAP triage as early as 2021, freeing experienced engineers to spend their time on higher-value work rather than reviewing low-level administrative entries.

It was narrow. It was unsexy. And it was exactly the right place to start.

Land and Expand, Done Right

Our go-to-market strategy has been deliberate and patient. Rather than pursuing a small number of large contracts, we chose to land with a focused, high-value solution at as many sites as possible, prove ROI quickly, and expand from there.

This approach works particularly well in nuclear for a few reasons. Procurement at a nuclear plant is a multi-layered process with long budget cycles, extensive compliance reviews, and a deep institutional preference for proven vendors. Getting in the door with a smaller, clearly scoped product at a reasonable cost is far easier than asking a plant to adopt a broad platform it has never seen in action.

Once inside, the dynamic shifts. As Jerrold explained on the podcast, customers that see real results want to do more. We have since expanded into outage scheduling optimization (coordinating 13,000 to 15,000 discrete activities across a 20 to 30-day refueling window), and AtomAssist, an AI agent platform that functions as an intelligence hub for plant engineers, giving them fast access to documentation, precedent, and AI-assisted drafting for the extensive technical writing nuclear roles require.

“Start with smaller, more targeted use cases. Get as many folks on board as possible. Then help them out with deeper and more complex problems.” — Jerrold Vincent, CFO and Co-Founder, Nuclearn

The key constraint with this model, as Brad noted, is that the solution has to work really, really well. And customers have to like you. In a market as concentrated as nuclear, reputation travels fast in both directions.

A Workforce Problem That AI Alone Cannot Solve

One of the more striking threads in the conversation was the workforce challenge facing nuclear energy. The U.S. nuclear industry employs roughly 100,000 people, a significant portion of whom are approaching retirement age. The skills required to operate, maintain, and expand nuclear plants are deep and time-intensive to develop. New employees can take 5 to 10 years to grow into critical roles.

The data center boom has added pressure from an unexpected direction. Tech companies, recognizing that nuclear workers are excellent engineers and rigorous operators, have been actively recruiting from the industry. Plants are competing for talent in a way they never had to before.

Meanwhile, national goals for nuclear expansion would require doubling or tripling the current workforce over the next 10 to 15 years. The math does not work without AI augmentation.

But Brad and Jerrold were clear that AI is not a replacement strategy here. Nuclear is safety-critical infrastructure. The NRC requires human oversight on consequential decisions. The goal of our tools is to reduce the administrative and research burden on experienced people, help them transfer knowledge to newer colleagues, and make it possible for a somewhat smaller team to maintain the same standard of operational excellence.

“AI can help patch in some of that knowledge where it may not exist, or help make it accessible to those new people.” — Bradley Fox, CEO and Co-Founder, Nuclearn

Our original mission, keeping plants economically viable when natural gas was cheap and wind was getting cheaper, has evolved into something broader: helping nuclear scale fast enough to meet the energy demands of a world that is electrifying everything.

A Culture Built for Transparency

One of the most revealing moments in the podcast came when Chris Wedding asked how nuclear plants manage to maintain such an open reporting culture. Brad and Jerrold practically laughed. In nuclear, the idea that you would not report a problem is not just unusual; it is inconceivable.

From the first day at a plant, every employee is taught that transparency is non-negotiable. People openly challenge executives at all-hands meetings. Problems are discussed at every level of the organization. This is not radical candor as a management philosophy. It is how plants stay safe.

For a software company trying to get plants to adopt AI tools that touch sensitive operational data and critical workflows, this culture is actually an asset. Nuclear customers are not going to quietly tolerate a product that underperforms. They will tell you exactly what is wrong. For us, that feedback loop is a feature, not a threat.

Built From Inside the Industry

Jerrold and Brad both came from the nuclear industry before founding Nuclearn in 2020. They spent years inside plants doing data science work, grappling with the reality that nuclear runs on massive volumes of unstructured text data, maintenance logs, corrective actions, engineering evaluations, and hundreds of required documents per project.

Getting good at natural language processing was not optional. It was the job. And when transformer-based language models began demonstrating their potential around 2018, our founders recognized the technology before most enterprise software vendors had even started paying attention.

The first year was nights and weekends. They ran conservative napkin math on the automation opportunity across the entire U.S. fleet. The numbers were large enough to justify the risk. They commercialized what they had been building, found early customers, and grew from there without outside capital until our seed and Series A rounds.

That grounding in the industry shows up in ways that matter. Our pricing model reflects a genuine understanding of how plants budget and measure value. Our product roadmap follows the actual pain points of the people running these facilities. When Brad and Jerrold talk about nuclear, they are not performing expertise. They lived it.

What Comes Next

We are well past proof of concept. With more than 70 reactors already in our customer base, a recent Series A from SJF Ventures and Blue Bear Capital, and a growing product suite, our near-term focus is on expanding within the existing fleet while building the relationships and capabilities that will matter as new reactor construction accelerates.

Small modular reactors and advanced reactor designs are getting significant investment. But the infrastructure for new builds, the engineering firms, the licensing processes, the operational staffing models, runs through the same companies already using Nuclearn. That means we are already participating in new nuclear without having to wait for the first SMR to come online.

Nuclear is moving faster than it has in decades. The workforce is under pressure. The technology to help is here. We built this company to be part of the solution, and that work is just getting started.

Listen to the full episode: Nuclear’s AI Revolution on Climate CEO (Entrepreneurs for Impact)

Learn more about Nuclearn at nuclearn.ai

There are moments at industry events where the conversation shifts from speculation to reality. At this year’s Innovation Agora at CERAWeek, Bradley Fox, CEO and Co-Founder of Nuclearn, delivered one of those moments.

His session, “Driving Efficiency Across the Nuclear Fleet: From Operating Plants to New Nuclear Deployment,” was not a forward-looking hypothesis. It was a clear, experience-driven view into what is already happening inside nuclear plants today and what must happen next.

This is the inside track on what he shared and why it matters.

The Core Challenge: More Demand, Less Experience

Fox opened with a reality that is already shaping decision-making across the industry.

Nuclear is facing a supply-demand imbalance that cannot be solved with hiring alone.

The data points are not subtle:

• 95 reactors in the United States generating nearly one-fifth of domestic electricity
• A national target of 400 GW of nuclear capacity by 2050
• Data center demand expected to grow 165 percent by 2030
• Nearly 40 percent of the nuclear workforce eligible to retire within a decade
• 4 million new nuclear professionals needed globally by 2050

This is not a slow transition. It is a compression of demand, workforce change, and operational pressure all happening at once.

Fox summarized it directly:

The fleet must produce more with fewer experienced people.

That is the problem AI is being deployed to solve.

AI in Nuclear Is Already in Production

One of the most important clarifications from the session was this:

AI in nuclear is not in pilot mode. It is already in production.

Across operating plants, AI is actively supporting core workflows:

Corrective Action Program Automation

AI is reviewing thousands of condition reports, assigning significance, and routing issues. This reduces administrative burden and allows engineers to focus on higher-value decisions.

Outage Planning and Scheduling

Managing tens of thousands of tasks within a tight outage window is one of the most complex planning challenges in nuclear. AI is identifying gaps, predicting sequencing risks, and helping avoid costly delays.

Engineering Document Intelligence

AI is compressing days of document review into minutes by making millions of pages of procedures and regulatory content accessible and usable in real time.

Predictive Maintenance

Machine learning models are identifying early indicators of equipment issues, enabling teams to act before failures occur.

Robotics and Dose Reduction

Robotics platforms are already reducing radiation exposure and saving hundreds of person-hours annually across facilities.

These are not experimental use cases. They are active deployments inside operating plants today.

The Shift From Pilot to Operational Necessity

Fox highlighted that adoption is no longer driven by curiosity. It is driven by necessity.

Corrective Action Program automation, in particular, has moved rapidly into production because the volume of work and workforce constraints made it unavoidable.

This marks a broader shift.

AI is moving into the early majority phase within nuclear, not because the industry is chasing innovation, but because operational pressure demands it.

This distinction matters.

It signals that AI is becoming part of how work gets done, not an overlay on top of it.

New Nuclear Requires a Different Approach

While operating plants benefit from decades of historical data, new nuclear projects face a different reality.

They are building without that foundation.

Fox emphasized that AI for new builds is not simply an extension of existing applications. It is a different problem set entirely.

AI is being applied to:

• Program management across multi-year, multi-discipline construction efforts
• Workforce development through AI-assisted procedures and training materials
• Design acceleration through faster modeling and simulation cycles
• Licensing alignment by identifying gaps before submission

In this context, AI is not just improving efficiency. It is enabling progress.

Without it, scaling new nuclear becomes significantly more complex and time-intensive.

What Makes AI Work in Nuclear

Fox outlined a set of characteristics that consistently define successful AI deployments in nuclear environments.

These are not theoretical guidelines. They are practical requirements.

On-Premise Deployment

Nuclear data must remain secure and controlled. Public cloud models are not an option for plant operations.

Auditability

Every output must be traceable. If it cannot be explained to a regulator, it will not be used.

Human in the Loop

AI supports decisions. It does not replace them. The role of the engineer remains central.

Workflow Integration

AI must exist within existing systems and processes. If it requires a separate workflow, adoption will fail.

Domain-Specific Design

General-purpose AI does not understand nuclear processes or regulatory frameworks. Solutions must be built specifically for the industry.

These factors are what separate successful deployments from those that do not move beyond initial trials.

The Regulatory Environment Is Moving Forward

There is a common perception that regulation is slowing AI adoption in nuclear.

Fox addressed this directly.

The Nuclear Regulatory Commission is not blocking AI. It is actively working to define how it is used safely and effectively.

Recent progress includes:

• An AI strategic plan
• International collaboration on AI principles
• Validation that existing frameworks support non-safety AI
• Ongoing development of guidance for broader applications

The pathway is being built.

But it requires alignment, transparency, and discipline across the industry.

The Gaps That Still Need to Be Solved

While progress is real, Fox was clear that challenges remain.

The industry is still working through:

• Data quality issues across legacy systems
• Workforce readiness and change management
• The absence of a defined pathway for safety-related AI
• The pace of knowledge transfer as experienced workers retire
• Lack of standardization across plants
• Slower adoption compared to other industries

These are not technology problems alone.

They are operational and organizational challenges that require coordination across utilities, regulators, and partners.

The Bigger Takeaway

What stood out most in this session was the clarity around the role of AI in nuclear.

It is not positioned as a replacement for expertise.

It is positioned as a way to extend it.

At a time when nuclear is being asked to do more than ever before, powering data centers, supporting decarbonization, and enabling new builds, the industry cannot rely solely on traditional approaches.

AI is becoming part of the operating model.

Not as a future concept, but as a present capability.

Watch the Full Session

If you want to hear this perspective directly, the full session from the Innovation Agora at CERAWeek is available here.

This is one of the clearest, most practical discussions on how AI is being applied across the nuclear fleet today and what it will take to scale it moving forward.

She once blockaded a nuclear submarine at a shipyard. She lived in a tree for a week to
stop a bulldozer. She covered herself in molasses and chained herself outside a bank. By
any measure, Zion Lights was a committed environmental activist, and nuclear power
was the enemy.

Today, she is one of the nuclear industry’s most compelling advocates. Her new book,
Energy Is Life: Why Environmentalism Went Nuclear, is not just a case for clean energy,
it is a manifesto for human agency, abundance, and the idea that giving people more
power, not less, is the path to a better planet.

In a wide-ranging conversation on the Nuclearn.ai podcast, Zion discussed her journey,
her philosophy, and why she believes nuclear energy is nothing less than “Fire 2.0.”
From Scarcity to Abundance

At the heart of Zion’s transformation is a rejection of what she calls “morality scarcity”,
the pervasive ideology embedded in much of the modern environmental movement.
The argument is seductive in its simplicity: humans use too much, so using less is
inherently virtuous. Zion spent years inside that worldview before she started pulling at
its threads.

“It started out with good intentions,” she explained. “But what does it really mean to be
wasteful? Is it wasteful that I have a washing machine instead of spending hours
washing clothes by hand?” The answer, she argues, depends entirely on where your
electricity comes from. If the grid is clean, the question dissolves. The problem was
never abundance, it was dirty energy.

What sharpened this realization most powerfully was not a policy paper or a data set,
but a visit to her parents’ village, four hours by car from the nearest city, down roads
too narrow for a taxi to navigate. She witnessed girls spending entire days collecting
firewood and animal dung to burn on cook stoves. Her family had funded a school
building, furnished it, and advertised for a teacher. No qualified person applied. Nobody
educated wants to live four hours from the nearest hospital.

“Throwing money at this problem doesn’t solve it,” she said. “It’s infrastructure and
development. That is what worked for us, and that is what they need.” Energy is not a
luxury amenity layered on top of civilization. It is the foundation everything else is built
on. The book’s title is not a slogan. It is a literal description.

Nuclear as Fire 2.0
The phrase “Fire 2.0” did not emerge from a marketing meeting. It came from Zion
reading a book about how early humans first encountered fire, probably running
from something struck by lightning, then slowly learning to gather it, tame it, and use it.
That mastery preserved meat, provided warmth, warded off predators, and,  because
families gathered around the hearth,  gave birth to language and storytelling. It is the
earliest energy technology in human history, and it changed everything.

“Nuclear does that,” Zion told us. “It’s really powerful and life-changing, and it’s clean.
It’s not going to destroy Earth’s atmosphere. It’s not going to give us all respiratory
issues.” Just as those early humans walked toward a burning bush and thrust a stick into
the flames, the scientists who split the atom did something that looked, from the
outside, like madness,  and pushed civilization forward.

The analogy also captures the fear. Fire burned people. Nuclear has had accidents. But if
humanity retreated from every technology that caused harm, there would be no space
industry. Columbia and Challenger did not end rocket science. Yet with nuclear, the
stories focused so relentlessly on danger that the world flinched and reached back for
fossil fuels,  technology that has caused incomparably more death and damage, just
spread out across a longer timeline and made invisible in daily air.

The Radioactive Banana
When Zion founded Emergency Reactor, the UK’s first pro-nuclear environmental
campaign group, her team took a deliberately disarming approach to public
engagement: they handed out free bananas.

“Would you like a radioactive banana?” she would ask. One man took the banana, heard
the word radioactive, and dropped it in alarm, then looked around, laughed, and asked
what he was missing. Zion’s answer: everything is radioactive. Bananas contain
potassium-40. Background radiation comes from the earth and from space. It is not a
nuclear invention; it is a feature of the universe.

After handing out thousands of bananas across British cities, her team found that
almost universally, fear of nuclear was really fear of radiation,  and that fear dissolved
quickly once people understood radiation is natural, ubiquitous, and already part of
their lives. As Zion put it: “If you’re ever exposed to a high amount of radiation, the
likelihood is it’s because someone is trying to save your life.” Radiotherapy. Cancer
scans. The medicine that already saves millions.

The Power of Story
Zion is not just an advocate. She is, at her core, a communicator,  a poet who earned a
master’s in science communication, co-edited a magazine, built Extinction Rebellion’s
media machine, and now commands hundreds of thousands of followers on TikTok with
videos on deep geological repositories, the water cycle, and how nuclear plants actually
work.

Her most recent TikTok series,  answering a list of questions an Australian woman
posted as a joke,  was watched five million times in three days. The comments filled
with requests: explain how Bluetooth works, how does a CD player work, what about
DVDs? People are hungry for knowledge. They just need it delivered as a story, not a
lecture.

“I get asked to talk about reactors and kilowatts per hour,” she said. “And I think: who is
that convincing?” Her benchmark for good science communication is whether it could work
as an East Enders storyline,  if a viewer couldn’t watch and think ‘yes, I get it’,  the
communicator is not doing it right. She is also clear-eyed about what the industry
has missed: “I’ve never seen a positive depiction of a nuclear worker anywhere, ever.”
Not in film, not in television, not in science fiction. The only widely known cultural
portrayal is Mr. Burns from The Simpsons. That is not a communications failure. That is
decades of ceded ground.

A Movement’s Momentum
Five years ago, Zion received hate mail daily. Shill. Traitor. Industry plant. The backlash
from within the environmental movement for daring to speak positively about nuclear
was relentless. Today, the conversation has shifted faster than almost anyone predicted.
Journalists who wouldn’t touch the topic now cover it. Influencers who feared the
backlash now speak openly. She has briefed French ministers in Paris, addressed the
British Science Festival, and,  in one of the more remarkable moments of recent
nuclear advocacy,  staged a symbolic wedding between nuclear and renewables at
COP26.

Her closing message was a call for more storytelling,  more films, more fiction, more
short-form creativity that imagines the abundant future clean energy makes possible.
“Where is the Isaac Asimov of our time? We have all the tools. The creativity has infinite
possibilities.”

It is a vision that feels entirely consistent with the woman herself: a poet and a
pragmatist, a former activist who changed her mind in public and kept going,
someone who looks at the world not just as it is, but as it could be, if only we gave it
enough energy.

In nuclear, time is not just money.

It is margin. It is safety. It is focus.

Across the industry, nuclear professionals — engineers, operators, licensing specialists, CAP coordinators, maintenance planners, and regulatory teams — spend a significant portion of their day:

• Searching through legacy documents
• Validating requirements manually
• Comparing revisions line by line
• Copying structured language into templates
• Confirming citations across multiple systems

This work is necessary.

But it should not dominate the day of highly trained nuclear professionals.

The Hidden Cost of Searching

Whether supporting licensing, outage planning, corrective actions, or regulatory reporting, workflows often require deep document research:

• FSAR reviews

• Regulatory guide validation

• Code and standard confirmation

• Historical corrective action research

• Commitment verification

• Work order review

Even in digital systems, the process is fragmented.

Keyword search returns hundreds of results.
Revision control requires manual comparison.
Citations must be confirmed independently.

Multiply this across departments and across fleets, and the lost time becomes significant.

This is the searching tax.

AI Should Remove Friction

AI in nuclear is not about replacing professionals.

It is about reducing friction in high-value workflows.

With Nuclearn’s AtomAssist, nuclear professionals can:

• Ask natural language questions against plant documentation
• Retrieve cited, verifiable passages
• Compare document revisions automatically
• Draft structured evaluation language
• Extract specific facts without reading thousands of pages

This applies to:

• Licensing teams

• Operations support

• CAP review committees

• Maintenance planning

• Regulatory response preparation

The goal is not speed for speed’s sake.

It is precision with efficiency.

Precision Over Guessing

Nuclear environments demand:

• Verifiable citations

• Controlled datasets

• Conservative bias

• Audit traceability

• Human oversight

If information is incomplete, the system must say so.

If ambiguity exists, it must be flagged.

That is the difference between general-use AI and AI built specifically for nuclear.

Returning Time to Judgment

When nuclear professionals spend less time searching, they can spend more time:

• Assessing risk

• Strengthening safety margins

• Improving performance

• Preparing for INPO and WANO reviews

• Mentoring the next generation

AI should not replace accountability.

It should support better judgment.

Reduce Searching. Increase Thinking.

This is the shift.

From scattered documents to conversational intelligence.
From repetitive drafting to structured automation.
From manual retrieval to intelligent access.

Nuclear deserves AI built for nuclear workflows.

If your organization is ready to reduce the searching tax and return time to your professionals, let’s schedule a conversation.

Artificial intelligence is no longer a theoretical discussion in the nuclear industry. Utilities, suppliers, and regulators are actively exploring where AI can reduce friction, improve consistency, and help an increasingly stretched workforce focus on higher-value work. Yet for all the momentum, one truth remains constant: adopting AI in nuclear is fundamentally different from adopting AI anywhere else.

That reality is what led Nuclearn to formally establish its Certified Service Provider program, and to name Raisun Technology Services as its first Certified Service Provider.

At first glance, the announcement may read like a standard partner designation. In practice, it represents something more consequential: a recognition that technology alone is not enough to deliver safe, durable value in a regulated, safety-critical industry.

AI in Nuclear Is an Execution Challenge, Not a Conceptual One

Across the energy sector, organizations have experimented with AI pilots, proofs of concept, and limited deployments. In many cases, those efforts stall. Models look promising in isolation but struggle when introduced into real workflows shaped by procedures, regulatory expectations, and decades of institutional knowledge.

Nuclear magnifies those challenges. Every deployment must align with plant-specific processes, licensing bases, cybersecurity requirements, and human-in-the-loop decision making. There is little tolerance for ambiguity, and even less tolerance for tools that behave unpredictably.

Nuclearn’s leadership has been clear about this distinction. AI adoption in nuclear is not about chasing novelty or deploying general-purpose tools. It is about disciplined execution, traceability, and confidence in how work actually gets done.

That philosophy is what underpins the Certified Service Provider program.

Why a Certified Service Provider Model Matters

The Certified Service Provider designation is designed to ensure that Nuclearn customers are supported by partners who understand both sides of the equation: advanced AI capabilities and nuclear operations realities.

Rather than leaving utilities to bridge that gap on their own, the program formalizes a delivery ecosystem built around:

• Proven nuclear domain expertise

• Experience operating in regulated environments

• Practical, field-first implementation approaches

• A clear understanding of workforce impacts and change management

By certifying service providers, Nuclearn is acknowledging a simple truth: successful AI adoption depends as much on how systems are implemented, governed, and supported as on the software itself.

Why RTS Was Selected

RTS was selected as Nuclearn’s first Certified Service Provider based on a track record that aligns closely with these principles.

RTS brings a delivery-led approach rooted in hands-on nuclear experience. Its teams have supported safety- and compliance-critical workflows, worked alongside plant personnel, and helped organizations navigate the transition from exploratory AI efforts to sustained operational value.

As a Certified Service Provider, RTS will support customers across the full AI adoption lifecycle, including:

• AI readiness assessments grounded in real operational constraints

• Implementation planning aligned to existing procedures and systems

• Workforce enablement that prioritizes trust, usability, and accountability

• Advised managed services designed to sustain value over time

More information about RTS and its nuclear-focused advisory and delivery work can be found at www.raisuns.com.

The goal of the partnership is not simply to deploy AI faster, but to deploy it responsibly and in a way that stands up to internal scrutiny and external oversight.

As Phil Zeringue, Chief Revenue Officer at Nuclearn, noted in the announcement, “AI adoption in nuclear power requires disciplined execution and a clear understanding of how work is performed.” That statement captures the essence of why this partnership exists.

Moving Beyond Pilots to Sustained Value

One of the most persistent challenges in enterprise AI is the gap between pilot success and enterprise impact. Nuclear organizations are no exception. Many have validated that AI can assist with document analysis, corrective action workflows, planning activities, and more. Fewer have successfully scaled those capabilities in a way that becomes part of normal operations.

The Nuclearn–RTS partnership is explicitly designed to close that gap.

By pairing nuclear-specific AI platforms with delivery teams fluent in both regulatory expectations and day-to-day plant realities, the Certified Service Provider model helps organizations move from experimentation to execution. It provides a structured path from initial assessment through long-term adoption, reducing the risk that AI initiatives stall or remain siloed.

A Workforce-Centered Approach to AI

Another critical dimension of the partnership is its emphasis on workforce-centered adoption. In nuclear, AI is not about replacing judgment or automating decisions without oversight. It is about augmenting experienced professionals, improving consistency, and reducing the burden of repetitive, time-intensive tasks.

RTS’s role includes helping organizations introduce AI in ways that build trust with end users, maintain human accountability, and align with existing governance models. That focus is essential in an industry where credibility and transparency are foundational.

Building a Trusted Ecosystem for Nuclear AI

The designation of RTS as the first Certified Service Provider is also the first visible step in building a broader ecosystem around nuclear-specific AI adoption. Nuclearn has been deliberate about avoiding a one-size-fits-all model. Instead, it is creating a network of partners who can meet customers where they are and support diverse operational contexts.

Over time, this ecosystem approach is expected to help establish more consistent best practices for AI deployment in nuclear, informed by real-world experience rather than theory alone.

What This Means for the Industry

For utilities and suppliers evaluating AI initiatives, the announcement sends a clear signal: successful nuclear AI adoption requires more than software procurement. It requires trusted partners, disciplined delivery, and a deep respect for how nuclear work is performed.

For the industry as a whole, it reflects a maturation of the AI conversation. The focus is shifting away from what is possible and toward what is sustainable.

By formalizing its Certified Service Provider program and selecting RTS as its first partner, Nuclearn is reinforcing its commitment to safe, practical, and workforce-aligned AI adoption. It is also acknowledging that the future of nuclear AI will be shaped not just by platforms, but by the people and processes that bring those platforms to life.

The nuclear industry is at an inflection point. Utilities are managing extended plant lifetimes, preparing for new reactor technologies, and navigating workforce constraints, all while maintaining the highest standards of safety, quality, and regulatory compliance. In this environment, artificial intelligence is no longer a future concept. It is increasingly viewed as a necessary capability for sustaining performance and reliability.

Against this backdrop, NPX Innovation and Nuclearn have announced a strategic collaboration to accelerate the responsible adoption of AI across the nuclear sector.

This collaboration reflects a shared belief that AI in nuclear must be practical, transparent, and grounded in the realities of how nuclear organizations operate. Rather than focusing on experimentation alone, NPX and Nuclearn are aligning their expertise to deliver AI solutions that integrate into existing workflows and deliver measurable outcomes.

For the full details and official announcement, read the release directly from NPX Innovation here:
👉 https://www.npxinnovation.ca/post/npx-and-nuclearn-announce-strategic-collaboration-to-accelerate-ai-in-the-nuclear-sector

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Why AI in nuclear requires a different approach

AI adoption in nuclear is fundamentally different from other industries. Nuclear organizations operate in highly regulated environments where decisions must be explainable, auditable, and conservative by design. Any technology introduced into these environments must support, not undermine, existing safety and quality frameworks.

Over the past several years, many nuclear organizations have explored AI through pilots or limited use cases. While these efforts have demonstrated potential, scaling AI beyond isolated applications has proven difficult. Integration challenges, data quality concerns, and organizational trust have slowed progress.

The NPX–Nuclearn collaboration is designed to address these challenges directly. Rather than treating AI as a standalone capability, the partnership focuses on embedding AI into the systems, processes, and decision-making frameworks nuclear teams already rely on.

Complementary strengths, aligned around outcomes

NPX Innovation brings deep experience in nuclear supply chain optimization, digital engineering, and operational modernization. Their work spans complex, regulated environments where reliability, traceability, and long-term sustainability are essential. NPX understands where operational friction exists today, particularly in areas such as parts management, procurement, and engineering data flows.

Nuclearn brings a nuclear-specific AI platform purpose-built for regulated environments. Designed by nuclear engineers for nuclear professionals, the platform focuses on automating and augmenting knowledge-intensive tasks across engineering, maintenance, compliance, finance, and regulatory functions. Its emphasis on transparency, human oversight, and workflow alignment makes it well suited for nuclear applications.

Together, the two organizations are combining domain expertise and technology to move AI adoption from isolated tools to integrated capability.

Moving from pilots to scalable deployment

One of the most important aspects of this collaboration is its focus on scalability. In many industries, AI initiatives stall after initial success because they cannot be reliably expanded across teams, sites, or functions. In nuclear, the stakes of scaling incorrectly are especially high.

The NPX–Nuclearn collaboration is structured to help organizations move beyond proof-of-concept projects toward sustained, enterprise-wide impact. This includes:

• Integrating AI into existing operational systems rather than replacing them

• Supporting consistent, repeatable outcomes across sites and teams

• Maintaining clear governance, documentation, and auditability

• Enabling gradual adoption that aligns with organizational readiness

By focusing on how AI is deployed and governed, not just what it can do, the partnership addresses one of the most common barriers to adoption in the nuclear sector.

Trust, transparency, and human oversight

Trust remains the defining factor for AI adoption in nuclear. Engineers, operators, and leaders must be able to understand how AI outputs are generated and how they fit into established decision-making processes. Regulators expect traceability and clear documentation to support any technology used in safety-related or business-critical workflows.

This collaboration places those expectations at the center. The combined approach emphasizes AI systems that provide context, cite underlying data sources, and support human-in-the-loop decision making. Rather than replacing expert judgment, AI is positioned as a means of reducing manual burden, improving consistency, and surfacing insights more efficiently.

This philosophy aligns closely with how nuclear organizations already operate: conservative by design, data-driven, and focused on continuous improvement.

Practical value across the nuclear ecosystem

The partnership between NPX and Nuclearn is intended to support a broad range of nuclear stakeholders, from utilities and suppliers to engineering and service organizations. By addressing common challenges across the nuclear ecosystem, the collaboration aims to deliver value in areas such as:

• Improving efficiency in engineering and documentation workflows

• Enhancing supply chain visibility and parts management

• Reducing manual effort in compliance and reporting activities

• Supporting workforce effectiveness amid demographic and skills shifts

Importantly, these improvements are not framed as transformational disruption. Instead, they reflect incremental, practical enhancements that compound over time and strengthen organizational resilience.

A signal of where the industry is headed

This announcement also reflects a broader shift in how the nuclear industry is approaching innovation. Rather than pursuing technology in isolation, organizations are increasingly recognizing the importance of partnerships that combine technical capability with deep domain understanding.

AI in nuclear is no longer a question of whether it will be adopted, but how it will be adopted responsibly. Collaborations like this one signal a maturing approach, one that prioritizes alignment with industry values over speed for speed’s sake.

Looking ahead

The NPX–Nuclearn collaboration represents the beginning of a longer journey. As AI capabilities evolve and regulatory expectations continue to develop, the partnership will focus on learning from real-world deployments and adapting to the needs of nuclear organizations.

By working closely with industry stakeholders, NPX and Nuclearn aim to refine how AI is applied, governed, and scaled across the sector. The objective is not to chase the latest trend, but to build durable capabilities that support nuclear performance for decades to come.

For nuclear leaders evaluating how and when to adopt AI, this collaboration offers a clear signal. The future of AI in nuclear will be shaped by solutions that respect the industry’s complexity, uphold its standards, and deliver tangible value where it matters most.

To read the official announcement and learn more about the collaboration, visit NPX Innovation’s full release here:
👉 https://www.npxinnovation.ca/post/npx-and-nuclearn-announce-strategic-collaboration-to-accelerate-ai-in-the-nuclear-sector

The Nuclear Business Innovation Council (NBIC) 2026 arrived at a pivotal moment for the nuclear industry. Artificial intelligence is no longer a speculative topic or a future-state discussion. It is actively being evaluated, implemented, governed, and scaled across nuclear organizations today.

What made NBIC 2026 different was not simply the quality of the sessions or the caliber of attendees, but the maturity of the conversations. The dialogue has clearly moved beyond curiosity. Leaders are now grappling with practical questions: how AI fits into existing workflows, how it should be governed, and how to ensure it strengthens—not undermines—the principles of safety, traceability, and accountability that define nuclear work.

Across panels, informal discussions, and conversations that unfolded on the show floor, several themes emerged that are worth capturing. Together, they offer a clear picture of where nuclear AI stands today and where it is headed next.

Lesson One: AI Is Becoming Foundational, Not Experimental

One of the strongest signals from NBIC 2026 was the shift in mindset around AI’s role in nuclear organizations. The conversation is no longer about pilots or proofs of concept. Instead, leaders are treating AI as foundational infrastructure.

Engineering teams spoke candidly about the need for AI systems that understand nuclear-specific documentation, licensing bases, and design commitments. Business and finance leaders emphasized defensibility—how AI-supported decisions can be audited, explained, and trusted over time. Compliance and regulatory professionals reinforced that traceability and transparency are non-negotiable.

This shift matters. In nuclear, foundational systems are held to a higher standard than experimental tools. They must be reliable, repeatable, and aligned with existing governance structures. NBIC 2026 made it clear that AI is now being evaluated through that same lens.

Lesson Two: Nuclear Problems Are Cross-Functional by Nature

Another recurring theme was the recognition that many of the industry’s most persistent challenges do not belong to a single department. Parts issues, for example, are rarely just supply chain problems. They intersect with engineering judgment, quality requirements, procurement processes, and regulatory obligations. Similarly, corrective action programs touch engineering, operations, compliance, and business performance simultaneously.

Participants shared lessons learned from disconnected point solutions—tools that worked well for one function but created friction elsewhere. Those experiences reinforced an important takeaway: AI that operates in isolation can introduce as much risk as value.

The most compelling discussions at NBIC focused on connected systems that respect how nuclear work actually happens. AI that supports engineering must also account for downstream business and compliance implications. AI that helps finance teams must remain grounded in technical reality. The industry is increasingly aligned on the need for shared context across functions.

Lesson Three: Governance Is Now Central to the Conversation

Governance emerged as a central topic throughout the event. As AI adoption expands, organizations are recognizing that success depends as much on oversight and structure as on technical capability.

Attendees discussed the importance of defining clear roles and responsibilities, maintaining human accountability, and ensuring that AI outputs can be explained and defended. There was broad agreement that AI should augment decision-making, not replace it, and that strong guardrails are essential.

This focus on governance signals a healthy evolution. Rather than slowing adoption, it is enabling more confident deployment by aligning AI initiatives with nuclear values and expectations.

Partnerships Are Accelerating Progress

Perhaps the most encouraging takeaway from NBIC 2026 was the growing emphasis on partnership. Across the industry, leaders acknowledged that the challenges facing nuclear—workforce transitions, supply chain complexity, regulatory demands—are too interconnected for any single organization to solve alone.

That mindset was reflected not only in conversation, but in two notable announcements that surfaced directly from discussions on the show floor.

Park Nuclear and Nuclearn Combine Forces to Build Parts AI

One of the most widely discussed developments at NBIC 2026 was the announcement that Park Nuclear and Nuclearnare combining forces to build Parts AI.

This collaboration brings together complementary strengths. Park Nuclear contributes decades of experience in nuclear supply chain, parts qualification, commercial-grade dedication, and procurement support. Nuclearn brings a nuclear-specific AI platform designed to operate within the industry’s regulatory, safety, and data constraints.

The objective of Parts AI is not to introduce a new workflow, but to reduce friction within existing ones. By providing better context, faster insight, and clearer documentation, Parts AI is intended to support decisions related to qualification reviews, equivalency evaluations, obsolescence management, and inventory strategy.

What makes this partnership particularly significant is its grounding in real-world use cases. It reflects the understanding that parts decisions are rarely isolated—they carry engineering, business, and compliance implications simultaneously. By addressing those dimensions together, the collaboration aims to deliver practical value without compromising rigor.

Nuclearn Names Raisun Technology Services as Its First Service Provider

Another important announcement heard on the show floor was Nuclearn naming Raisun Technology Services (RTS) as its first certified service provider.

This designation highlights a growing recognition across the industry: deploying AI successfully in nuclear environments requires more than technology alone. Organizations need support in readiness assessment, workflow alignment, change management, and sustained adoption.

RTS operates with a technology-agnostic, advisory-first approach, working across utilities, suppliers, and advanced reactor developers. As Nuclearn’s first service provider, RTS will help organizations implement Nuclearn’s platform in ways that align with their specific objectives, constraints, and cultures.

The announcement underscored a broader NBIC theme: trusted service partnerships are becoming essential to scaling AI responsibly and effectively.

What NBIC 2026 Signals for the Industry

Taken together, the lessons and announcements from NBIC 2026 point to a maturing nuclear AI landscape. Several signals stand out:

• AI is moving from experimentation to infrastructure

• Cross-functional context is essential for meaningful impact

• Governance and accountability are prerequisites for scale

• Partnerships are accelerating progress and reducing risk

NBIC continues to serve as an important forum where these ideas can be debated openly and refined collaboratively. By bringing together utilities, suppliers, service providers, and technologists, it creates space for alignment across the industry.

As nuclear organizations move from asking what AI can do to defining what it should do, the direction is becoming clearer. The future of nuclear AI will be built collaboratively, grounded in real workflows, and shaped by those who understand both the opportunity and the responsibility.

NBIC 2026 made that unmistakably clear.