Y-12er spotlight: Jon Ragan

  • Posted: Tuesday, February 4, 2025, 12:30 pm

Meet Jon Ragan who is a new member of the Business Management and Transformation leadership team. Photo by Jordan Ray.
Meet Jon Ragan who is a new member of the Business Management and Transformation leadership team. Photo by Jordan Ray.

Learn about Jon Ragan, the new deputy for Business Management and Transformation. It takes all Y‑12 employees to make the mission happen successfully and safely. All views and opinions are the employee’s own and do not necessarily reflect those of Consolidated Nuclear Security (CNS).

Jon Ragan joined CNS in September, and since that time, he has been driven to learn the ropes of work he calls “challenging, complex, and important.” Ragan was the vice president and deputy general manager of National Aerospace Solutions, LLC, which held the test operations and sustainment contract at the U.S. Air Force’s Arnold Engineering Development Complex (AEDC). At AEDC, he was responsible for Business Operations, which included Project Controls, Supply Chain, Information Systems and Technology, Finance, Human Resources, and Office and Administrative Services, as well as Performance Assurance, which included Safety, Quality, Training, and Continuous Improvement.

“I’m amazed at the complexity of the work that takes place at Y‑12,” Ragan said. “What stands out to me since joining the team is that many of the challenges are quite similar to what I experienced in my last job. While AEDC was smaller in scale and is not the nation’s premier national security complex, we had the same culture of mission and nation first, and similar to Y‑12, we faced challenges with aging infrastructure and tight national security timelines. I’ve also been very impressed with the high level of talent here and commitment to the mission by those I work with.”

He’s not one to stay quiet as he said, “Ask questions. Lots of questions. There is a lot to learn from everyone here.”

Ragan is the deputy for Business Management and Transformation where he oversees key business management tasks and improving processes within the organization. As a first assignment, he’s developing and implementing a digital transformation (DT) structure for Y‑12.

“We have several great working groups and many smart people executing DT‑type projects,” he said. “There is a lot going on in this space, so we need a centralized approach. With help from others, I am creating a Master Integrated Project Team that enables a prioritized and coordinated approach for DT efforts across Y‑12, one that keeps us aligned with all stakeholders and the NNSA DT efforts. This structure will provide the ability to plan and integrate project activities across the Y‑12 organizations and working groups, increase focus on priority efforts that support our requirements, improve disciplined operations and operational efficiencies, and act as an integrator for digital transformation across the site. I have been working closely with our Chief Technology Officer (CTO), and once this structure is stood up, I’ll hand the reigns to him along with the digital transformation program manager. But, because this is near and dear to my heart, I will definitely stay involved.”

During Ragan’s 19‑year career with Bechtel, he has dealt with designing and constructing launch infrastructure to destroying chemical weapons to testing weapons systems. Before he worked at AEDC, he spent 9 years in “chem‑demil” as the deputy business manager for Bechtel’s Blue Grass Chemical Agent‑Destruction Pilot Plant and assistant project manager and business manager for Bechtel’s Pueblo Chemical Agent‑Destruction Pilot Plant.

“Throughout my career, I’ve known the importance of the work we do at Y‑12, and I am very proud to now be on the ground and part of it. Now that I am a part of the team, it has reinforced my thoughts on the importance of the CNS and Y‑12 mission.”

What advice do you offer someone who has made a mistake in his or her job? How should they be accountable for that issue?
Mistakes are not necessarily bad. I like to look at them as learning opportunities; if you make a mistake, own up to it, and make sure you learn from it. When I make a mistake, I take some time to think through what went wrong and figure out how I can do better next time a similar situation arises.

What daily task lets you know you’re helping achieve the CNS mission? How/why does that task let you know you’re working toward the mission?
I see Business Management and Transformation as an enabler to the mission. If I can help to improve a process or processes by implementing change that enables our workforce to more efficiently and effectively support the mission or reduce unnecessary steps (and associated distractions) from a business process, I feel I’m working toward the mission.

What top strength do you bring to your organization and why?
I think it would be persistence and resourcefulness. I like a good challenge and I will find the right information and get the right people involved to resolve it.

Why is teamwork an important aspect when working at Y‑12?
The work here is so important and complex; it takes the best of everyone to achieve the mission. Teamwork is key. At Y‑12, we have production workers to Ph.D. scientists to accountants, to name a few. Everyone’s job is important, and everyone brings a different background and input that contribute to the success we have here.

What’s your favorite outside‑of‑work activity and why?
I enjoy spending time with my family, working on old cars, and barbequing. I have an old Jeep I like to take out on trails. While I haven’t made it to any local trails since I’ve been in the area, it’s definitely on my list.