Jan 13, 2025
Our mission of service has remained unchanged for 92 years, but how we deliver on our mission continues to evolve. This is a critical time for TVA, and it’s important we are structured to support our strategy. Last July, I announced several initial organizational transitions and the creation of the Enterprise Transformation Program Office to pursue our Board-approved transformational initiatives. Since then, a cross-functional team of executive leaders and sponsors has been working diligently to assess and optimize our organizational design with the following objectives:
· Functionally aligning the enterprise to support future TVA strategy and operations
· Improving clarity and accountabilities around roles and responsibilities
· Focusing on the development of leadership and preparing them for the future
This team developed thoughtful, thorough recommendations of how we can best operate and organize the enterprise to effectively execute our transformational initiatives.
Today, I am announcing several leadership and organizational changes that are illustrated in the organizational chart at the end of this article and mentioned specifically below. All changes are effective Monday, January 27.
Organizational Realignment
Several of TVA’s functional areas are being realigned to focus on elements critical to TVA’s ongoing success. These moves were designed to improve our culture and execution by strengthening accountability and decision-making, broadening scope and responsibility across SBUs, elevating and improving collaboration in areas critical to future strategy, and finding efficiencies and consolidation opportunities.
Core Operational Functions
Changes in Operations and Nuclear support key elements of TVA’s generation and operations strategy, including building new assets to meet demand, upgrading the grid, investing in the reliability and resiliency of our existing diverse fleet, maintaining operational excellence, and increasing efficiency.
Operations
The Chief Operations Officer Don Moul will continue to oversee all non-nuclear generation, transmission, projects, and river operations. Operations functions will be realigned under three new business units: Generation, Grid, and Major Projects.
The new role of Senior Vice President, Generation will be filled by Allen Clare and will be responsible for coal, gas, and hydro operations, and river, land, and environmental stewardship. Functions reporting to this role are:
· River Ops, Natural Resource Management, and Environmental Stewardship, led by Rebecca Tolene, SVP and Chief Sustainability Officer
· Coal Ops, led by Kris Edmondson, VP
· Gas Ops, led by Eric Grau, VP
· Fuels, led by Gary Mazo, VP
· Engineering, led by Michelle Ray, VP
The new role of Senior Vice President, Grid will be filled by Greg Henrich and will be responsible for operation of an integrated, multi-dimensional grid. Functions reporting to this role are:
· Construction and Maintenance, led by Drew Reid, VP
· Transmission Technical Services, led by Tim Willis, Director
· System Ops, led by Jimmy Matthews, VP (interim)
· Transmission Planning & Projects, led by Tracy McCrory, VP
· Integrated Grid Services (leader role currently vacant)
· Power System Advancement, led by Doug Bailey, VP
The new role of Senior Vice President, Major Projects will be filled by Bryan Williams and will be responsible for end-to-end execution of large and complex projects. Functions reporting to this role are:
· Generation Services, led by Doug Keeling, VP
· Major Mods, led by Dan Tibbs, VP
· Civil Projects, led by Scott Turnbow, VP
· New Constructions, led by Roger Waldrep, VP
· Project Support, led by Tricia Roelofs, Senior Director
· Demolition, Jayme Hobson, General Manager
· Individual Mega Projects (leader role currently vacant)
The Clinch River Project will continue to be led by Bob Deacy, SVP and will incorporate the New Nuclear Program, led by Scott Hunnewell, VP.
Nuclear
The Chief Nuclear Officer Tim Rausch will continue to be responsible for all nuclear generation operations and outages. Functions reporting to this role are:
· Nuclear Operations, led by Matt Rasmussen, SVP
· Nuclear Engineering & Support Services, led by Manu Sivaraman, SVP
· Nuclear Employee Concerns, led by Lawrence James, Senior Manager
· Quality Assurance, led by Jon Talbott, Senior Manager (acting)
Core Enterprise Functions
Additional changes support TVA’s enterprise SBUs to effectively execute our financial, legal, people and culture, and stakeholder engagement strategies. They will focus on positioning TVA to adapt to evolving industry and customer needs, creating an integrated planning function, and leveraging centralized services to improve focus and gain efficiency.
Human Resources
The role of Chief Human Resources Officer, held by Carol Eimers, has been elevated to report directly to the CEO due to its critical role in effectively completing our organizational design process and driving necessary cultural shifts. Functions reporting to this role are:
· People and Culture, led by Jan Brown, VP
· Labor Relations, led by Will Trumm, VP
· Compensation and Benefits, led by Morgan Hopkins, Director
· HR Analytics & Technology, led by Barth Yorke, Senior Manager
· Employee Service Center, led by Sarah Walker, Senior Manager
· HR Business Partners, led by Haleigh Saltich, Megan Everts, and Henry Ross, Senior Managers
Finance
Following John Thomas’ recent announcement of his plan to retire, Tom Rice has been named SVP and Chief Financial Officer. Functions reporting to this role are:
· Financial Operations & Performance, led by Rebecca Jones, VP
· Corporate Accounting, led by Diane Wear, VP
· Treasury & Risk, led by Brian Child, VP
· Financial Planning and Investor Relations, led by Clifton Lowry, VP
Enterprise Strategy & External Affairs
The new role of Senior Vice President, Enterprise Strategy & External Affairs will be filled by Aaron Melda. This new SBU consolidates strategic planning and external-facing functions to drive collaboration and consistency in how we engage external stakeholders to achieve our strategy. Functions reporting to this role are:
· Business Strategy & Commercial Affairs, led by Jeremy Fisher, SVP
· Communications, led by Jessica Dufner, Director
· Customer & Community Relations, led by Dan Pratt, SVP
· Economic Development, led by John Bradley, SVP
· Federal Affairs, led by Jessica Hogle, VP
· Innovation & Research, led by Joe Hoagland, VP
· Integrated System Planning, led by Kristin Spearman, VP
General Counsel
General Counsel & Board Secretary David Fountain will continue to be responsible for management and administration of core legal and regulatory functions, along with Board Services and policy roles. Functions reporting to this role are:
· Commercial and Regulatory Law and Litigation, led by Ed Meade, VP and Deputy General Counsel
· Employment Law, Ethics and Compliance, and Enterprise Records, led by Jennifer Grace, Associate General Counsel
· Board Services & Regulatory Assurance, led by Melanie Farrell, VP
· Environmental & Energy Policy, led by Maria Gillen, Director
· OGC Operations, led by Stephanie Prager, Senior Manager
Chief Administrative Office
Chief Administrative Officer Jeannette Mills will be responsible for enterprise-wide essential support services, elevating the Supply Chain function, and focusing on critical technology and security functions. Functions reporting to this role are:
· Supply Chain, led by Laura Campbell, VP
· Technology & Innovation, led by Tammy Wilson, VP
· Facilities & Physical Security, led by David Bowling, VP
· Shared Services, led by Jason Regg, VP
Office of the CEO
The role of Chief of Staff and Senior Vice President, Office of the CEO will be filled by Doug Perry. OCEO will continue critical enterprise transformation work and facilitate executive and enterprise governance activities. Also in the OCEO will be Vice President and Strategic Advisor to the CEO, Buddy Eller, and Vice President, Ombudsman and Equal Employment Opportunity Compliance, Wilson Taylor.
Next Steps
I am confident this structure and these leaders will help us prioritize to meet the challenges and opportunities ahead of us while fostering a healthier culture.
Additional changes to our governance and committee structure will be implemented over the coming weeks to help maintain critical cross-functional collaboration while further reducing bureaucracy, enhancing our focus, and clarifying roles and decision rights to make more empowered, effective, and efficient decisions.
Our enterprise transformation will now move forward to engage across all SBUs to further assess the remaining organizational structure, develop sustainable cost-savings initiatives, and focus on enhancing our culture. We will complete our organizational design by following a defined process that assesses each area of the enterprise for alignment to TVA’s strategy and priorities and provides a structured, consistent approach to making decisions.
This assessment and design process is expected to last through May, with decisions and results to be communicated in early summer. I appreciate your continued support as we work through this process.
It’s a privilege to lead such a dedicated and passionate team.
Please click Here to view Organizational Chart.