Nick Sutherland, senior associate technical consultant at Burns & McDonnell, did not set out to build a career in nuclear. He discovered the industry almost by chance, then found a long-term professional home at Burns & McDonnell, where he has spent the past 17 years helping grow the company’s commercial nuclear work. In this Q&A, Nick reflects on problem-solving, employee ownership, career longevity and why this moment in nuclear feels different.
Q: How did you get into the nuclear industry?
A: Almost by chance.
Before graduating from The University of Missouri with a mechanical engineering degree, I connected with representatives from a nuclear utility at a career fair. One conversation led to another, and I started my career on the design engineering team at a Missouri nuclear power plant.
At the time, I would not have said nuclear was something I had been specifically chasing. But once I got into the work, I realized it was a strong fit for me. The site had some major projects, so I immediately got involved with condenser module replacement, safety system piping materials upgrade campaigns and component failure analyses. I loved the technology, and I liked the kind of thinking the industry required. Problem-solving is a huge part of what we do every day, and nuclear gives you plenty of opportunities to stretch technically. It is the kind of industry where the problems are complex enough to keep you humble, and meaningful enough to keep you motivated.
Q: What brought you to Burns & McDonnell?
A: I spent almost seven years in that role. I loved the work, and I had strong relationships there, so I did not really want to leave. But as a Kansas City native, family eventually pulled us back home.
When we moved back to Kansas City, I wanted to stay in nuclear. At that point, Burns & McDonnell was not doing commercial nuclear work in the way it does today, so I joined another engineering firm.
There were good people at the other engineering firm, but I could tell pretty quickly the culture was not quite what I hoped it would be. I wanted the freedom to solve broader problems and contribute beyond a single assigned task. I wanted to feel like I could help build something.
Within a year, I heard Burns & McDonnell was looking to grow its nuclear organization. A colleague I knew applied and came over to help lead the effort. Shortly after that, a few of us followed.
As a small but mighty team, we had to build the framework to operate in the nuclear industry, including developing a nuclear quality assurance program that would allow us to serve our clients effectively. We went back to relationships we had at plants, working to show clients that even though we were a growing organization, we could meet their needs and solve their toughest challenges. It was about as entrepreneurial as it gets inside an established company.
Q: Was there an early project that made you feel like Burns & McDonnell could really build something in nuclear?
A: Yes. In 2010, we had a critical project that still stands out.
One of our clients needed a new auxiliary feedwater pump and piping system designed, constructed, tested and operational in less than a month. The schedule mattered because the client had an assessment deadline tied to avoiding additional Nuclear Regulatory Commission oversight, which would have created significant cost and burden for the station staff.
What I remember most is that everyone understood what had to be done. No one treated it like someone else’s problem. The client worked closely with us. Our team pushed toward the same objective.
At the end of the day, the client was successful, and we were successful. That project gave our fledgling nuclear organization experience and credibility. It showed that we could deliver quality work under pressure, and it sent ripples beyond that one site. We would go on to provide similar support to projects facing regulatory pressures, time constraints, budget limitations, and technical or logistical challenges.
Q: What did that project teach you about employee ownership?
A: That project is still one of the clearest examples of employee ownership I have experienced.
People could see the direct connection between their individual contributions and the larger outcome. They saw the client's success. They saw the organizational success. They also saw the personal pride that comes from doing difficult work well.
Employee ownership can sound abstract until you experience it in moments like that. On that project, it was not a slogan. It was people recognizing the importance of the work and choosing to step in because the outcome mattered.
Q: What excites you about the future of nuclear?
A: For much of my career, nuclear has moved through cycles of momentum and hesitation. Right now, there is strong support for nuclear from multiple directions. The reasons may vary, but there is real interest in what nuclear can contribute to the country’s energy future, whether it is extending the life of the operating fleet or developing the next generation of nuclear projects.
We are seeing more organizations enter the industry and more technologies mature. Not all of them will be successful, and that is OK. We are collaborating with some great companies to help them incorporate nuclear technology into a full power plant, and it’s exciting to add value and help move the industry forward. The operating fleet has entered a period of renewed investment, and the projects associated with power uprates or life extension efforts offer unique challenges that help professionals continuously learn and develop their skills.
I also think there is something powerful about joining a team during a period of growth. You are not just stepping into a fixed structure. You have a chance to help shape how the team works, how we serve clients and how we build the next chapter of our nuclear practice.
Q: What do you hope people remember about your story?
A: A career in nuclear does not have to follow a perfect plan.
I found the industry almost by chance. I came to Burns & McDonnell believing that a team with the right culture could build a successful nuclear organization. For someone considering what comes next, I hope they see that opportunity is real here. The work is challenging, the expectations are high, and the problems are worth solving.
