Kristy H.’s title is UPF asset manager/HEUMF. What does that mean?
“My team manages maintenance across several facilities. At the Highly Enriched Uranium Materials Facility (HEUMF), we handle all maintenance activities to ensure safe and reliable operations. For the Uranium Processing Facility (UPF), we are developing new maintenance practices and preparing to take ownership of the systems and utilities. Right now, our main priority is making sure the transition from project completion to ongoing maintenance and operations is as smooth as possible,” she explained.
With 2 years at Y-12 under her belt after a 23-year career at Alcoa/Arconic, Kristy has noticed one big difference between working large projects in the private sector versus the federal government.
“UPF presents unique challenges compared to the private sector projects I have been involved with, primarily because of the additional procedures and regulations governing our site,” Kristy explained. “This means our focus isn’t just on achieving production goals, but also on meeting rigorous standards for readiness and safety. I’m really impressed with that aspect of this project.”
To make sure her team is ready, Kristy began to build her leadership team about 12 months ago, and they have laid out the goals and what she calls the “nuts and bolts” of what is needed to ensure they are ready for UPF turnover.
Kristy has effusive praise for her “team full of aces,” and she notes how they have made the acceptance of systems and maintenance for them “seamless.” Their work is far from done, however. She says more than 90% of the 190 systems at UPF will be turned over to Y-12 by this time next year, but she has confidence in her team’s plan and abilities.
“Every day brings us closer to meeting our goals, so we do see the light ahead of us,” she said.
How has working on the UPF Project changed or reinforced your thoughts on our mission (nuclear deterrence, managing the stockpile, etc.)?
Working on UPF has really reinforced just how vital our mission is to national defense. Seeing the strong support from NNSA leadership to streamline our schedule and drive efficiency makes it clear: what we’re building here directly impacts the safety and security of our country. It energizes our team knowing that delivering UPF safely and expediently isn't just a milestone—it's essential to maintaining our nation's deterrent capability.
Share a lesson you’ve learned from seeing the UPF Project come this close to reality. What would you want coworkers to know?
Seeing UPF come this close to reality has shown me that success lives in the details. Every single day, we achieve milestones that move the needle. Whether it’s something seemingly small like coordinating training schedules or as major as a building turnover, each piece is vital. I want my coworkers to know that every role and every task contributes directly to the bigger picture.
What top strength do you bring to your organization and why?
My top strength is building a culture where people take real pride in operational excellence. Setting high standards only works if the team feels supported, connected, and valued. I focus on creating an environment where everyone understands why their work matters, whether that’s executing our preventive maintenance programs or getting our systems fully prepared for project startup.
Who in your life has inspired you the most and why?
I’m fortunate to have incredible family, friends, and mentors in my life, but my sister stands out above the rest. Even though she works in a completely different field as a pediatric physical therapist, the way she lives her life is truly inspiring. Guided by an unwavering faith, her passion and dedication to improving the lives of children sets a standard that motivates me every single day. She manages her own clinic, added a foster child to her family, all while fighting stage 4 cancer.
Why is teamwork an important aspect at Y-12?
Teamwork is everything on a project of this scale. While each Y-12 and BNI group has distinct scopes and responsibilities, our daily success relies entirely on how well we integrate. Our work is so interconnected that we can’t operate in silos—we have to be in lockstep, communicating openly and pulling in the exact same direction to deliver UPF safely and efficiently.