The rise of small modular reactors in energy: what leaders need to know
John Tilbrook
The nuclear energy industry is undergoing one of the most significant transitions in its history. Small Modular Reactors (SMRs) – compact, factory-built plants designed for faster, more affordable, and more flexible deployment – are rapidly moving from theory to commercial reality.
Earlier this year, the Government unveiled a major Advanced Nuclear Framework to accelerate development, unlock private investment, and position the country as a global leader in new reactor technologies. These moves, together with new partnerships between UK and US developers, have not only marked a step change in nuclear ambition but also placed leadership capability in the spotlight.
A sector redefining the skills required to grow
SMRs represent a fundamental redesign of nuclear power delivery. Unlike traditional gigawatt-scale plants, these units are built in factories, standardised for replication and designed to reduce risk and costs over time. Several UK projects, including proposed advanced modular reactors at Hartlepool and new SMR developments at the former Cottam coal plant, demonstrate momentum across multiple regions and industries.
At the same time, shifting global energy industry demand, the rise of power-intensive AI infrastructure, and the need for firm, low-carbon generation are reinforcing the strategic importance of nuclear. As the UK positions itself for this “golden age” of nuclear investment, the need for leaders capable of navigating complexity, uncertainty and rapid growth has never been greater. This shift has created a highly complex environment in which leaders must blend a safety culture with modern industrial and digital capabilities.
The top five leadership capabilities
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Hybrid expertise across nuclear, manufacturing and digital ecosystems
SMRs rely on highly regulated factory production and modular assembly, requiring expertise often found in advanced engineering, aerospace, defence, automotive and high-precision manufacturing. Leaders must ensure safety, repeatability and efficiency while maintaining nuclear grade standards.
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Regulatory mastery and stakeholder engagement
The Government’s new framework offers a “pipeline” for advanced reactors and support for developers navigating planning, regulation and fuel pathways. Leaders must understand evolving licensing requirements, manage public communications and engage confidently with regulators, investors and communities.
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Technical and digital fluency
Next generation reactors incorporate advanced analytics, digital twins, predictive maintenance, remote operations, and enhanced automation. Leaders must be able to interpret data, integrate digital tools into operations, and champion a culture of continuous improvement.
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Multisite operational leadership
With more modular and geographically distributed facilities, leaders must coordinate multiple assets, manage dispersed teams and maintain consistent safety, culture and performance across all operations.
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Commercial and strategic growth capability
Government and private financing, supported by major UK-US partnerships and long-term decarbonisation targets, requires leaders who can navigate complex procurement, international collaboration, export strategy and long-range commercial planning.
Why these leaders are increasingly difficult to find
While SMR technology is advancing at pace, the talent pipeline simply isn’t keeping up. The sector continues to face longstanding nuclear skills shortages, especially at senior levels, alongside limited crossover between traditional nuclear roles and the new demands of modular manufacturing. Global competition is also intensifying as specialists in advanced reactor technology are increasingly tied up in first-of-its-kind (FOAK) projects worldwide, and the inherently slow development cycles of nuclear mean leadership experience accumulates only gradually.
These pressures are compounded by the UK’s ambition to deploy some of the world’s first advanced modular reactors by the mid-2030s, driving demand faster than supply can respond. The result is a widening gap between the industry’s ambitions and the leadership talent available to deliver them.
Looking ahead: leadership will define the SMR decade
SMRs are poised to be among the most transformative developments in the future energy system. Yet technology, policy and investment alone cannot deliver the next chapter of nuclear innovation. Success will depend on leaders who can bridge legacy nuclear expertise with modern industrial innovation, steer organisations through regulatory and commercial complexity, and inspire teams across distributed, digitally enabled operations.
As the UK accelerates towards SMR deployment, organisations that proactively build leadership pipelines and partner with experts who understand the evolving talent landscape will be best placed to turn opportunity into delivery.
The strategic role of executive search in the SMR era
As SMRs blur the lines between nuclear, engineering, and manufacturing, executive search becomes a key driver of success. We are seeing this first hand. The ability to secure the right leaders early will directly influence programme timelines, investor confidence and operational maturity.
Get in touch to see how we support organisations identify, evaluate, and secure leaders who will not only guide the industry forward but will also inspire, embrace innovation, and shape the future of the nuclear sector.
