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The president says he want to bring back nuclear — but he’s preparing to eviscerate an office crucial to making that happen.

In the past few days, I’ve started to wonder whether much of the Trump administration’s energy agenda is dead, and Trump officials just don’t realize it yet.
Trump dreamed of a new U.S. mining bonanza. But his tariffs are slowing economic activity and raising equipment costs, silencing that boom.
Trump called for the American oil industry to “drill, baby, drill.” But his trade agenda — plus his demand that OPEC increase its oil production — is smothering the Texas oil patch. The president’s trade war on China is also backfiring on America’s oil and gas producers, who export huge amounts of plastic feedstocks to that country.
Now Trump’s plan to revive nuclear energy is in peril, too — and the culprit, again, is the president’s own policies.
The Trump administration is planning to hollow out a Department of Energy office that has been central to financing almost every new U.S. nuclear project this century. That could kill the federal government’s ability to act as a financial backstop for new nuclear projects, which has been critical to the success of every recent American nuclear project.
It’s not clear that Trump officials realize what they’re doing yet — or that they care. (Secretary of Energy Chris Wright has been out of the country for much of the relevant period.) And while a coalition of centrist, conservative, and pro-nuclear groups is sounding the alarm, I’m not sure Trump officials are going to realize what they’re doing with enough time to stop it.
For decades now, reviving nuclear energy has been a big aim of Republican energy policy. Republican lawmakers passed nuclear-friendly bills in Congress, and Republican presidents tried to advance pro-nuclear policies.
Nuclear was central to the Trump 2024 campaign, too. Many Trump-aligned figures — including Elon Musk and Vice President JD Vance — suggested that the United States should significantly expand its nuclear fleet. (Vance mentioned nuclear during his appearance on Joe Rogan’s influential podcast and in the vice presidential debate.)
Then, on his first day in office, President Trump signed an executive order seeking to loosen rules holding back nuclear energy. The Department of Energy, in turn, has lifted up the revival of nuclear energy as one of its goals for Trump’s second term.
“America’s nuclear energy renaissance starts now,” Wright declared in late March, when he announced new funding for small modular reactors.
Bringing back nuclear power is the explicit goal. But when it comes to energy policy, announcing an aim is not the same as getting it done. Just ask the Biden administration, which struggled to build EV chargers despite $7.5 billion in funding.
It will take a lot of work to execute a project as big and complex as building new nuclear reactors across the United States, and simply wanting to do it will not make it happen.
That’s what the Trump administration may not understand.
The United States has started only four new nuclear projects this century. All but one of those efforts have received — or are now in the process of applying for — a federal loan guarantee by the Loan Programs Office, the Energy Department’s in-house bank.
The Loan Programs Office, or LPO, provides long-term financing to major American clean energy and industrial projects. The LPO is a small office — just a few hundred people — but it was a vital tool of the Biden administration’s clean-energy industrial strategy. The first Trump administration also used it to boost nuclear energy. (It’s helped Trump allies, too: Back in 2010, it made an early loan to build Tesla’s factory in Fremont, California.)
The LPO has been the key guarantor for every new U.S. nuclear project this century, save one:
The only new nuclear project this century the LPO did not support is the new reactor at Watts Bar Nuclear Plant in Tennessee, which opened in 2016. But that project had the federal government’s backing through a different avenue: The facility is owned by the Tennessee Valley Authority, a federally owned power utility.
Despite that track record, commissars at the Department of Government Efficiency are now trying to gut LPO. The Musk-led efficiency team is seeking to slash more than half of the office’s staff, Heatmap News reported last week.
Seemingly seeking to ease those cuts, Energy Department officials have sought to winnow down the office’s headcount on their own. Energy Department officials have encouraged as many LPO employees as possible to accept an early resignation program under which federal employees can resign this month and get paid through September.
About half of Loan Programs Office employees have asked to resign from their positions, according to one person who wasn’t authorized to speak about the matter publicly. The Department of Energy told Heatmap News last week that it could reject some employees’ early resignation requests.
On Monday, a coalition of centrist, conservative, and pro-nuclear groups wrote a letter to Energy Secretary Wright urging him to “ensure LPO remains fully equipped to carry out its mission.”
The letter says that the LPO could lose so much of its staff — many of whom have special technical or scientific training — that it can no longer support development of new nuclear reactors, fossil power plants, or mineral projects.
“The office’s ability to underwrite and monitor large-scale energy projects depends on specialized technical staff and institutional capacity. Without them, the federal government risks slowing or stalling the diverse mix of energy projects that serve national priorities,” the letter says.
The letter’s signatories include the Nuclear Energy Institute, the nuclear industry’s main trade group. Other signatories include American Compass, a Trump-aligned industrial policy group; Oklo, a nuclear energy company; and the American Conservation Coalition, a conservative environmental group.
The letter is the strongest warning yet that the Trump administration could be blowing its nuclear agenda. In doing so, the administration will lose a rare window of opportunity to make progress on nuclear energy.
Americans are looking more favorably on nuclear energy. Earlier this month, a new Gallup poll found that the U.S. public’s support for nuclear energy has hit 61% — just one percentage point short of its all-time high.That has come as Democratic politicians — especially in swing states — have become more supportive of nuclear energy. As I wrote last year, Democratic candidates at the Senate and presidential level proposed pro-nuclear policies in the last election that until recently would have been unthinkable. At the same time, Republicans have maintained their support of nuclear energy.
Nuclear energy occupies a curious position in American politics. Think about it for a second. The country’s 54 commercially operating nuclear power plants are its largest source of zero-carbon electricity, generating more power than all of America’s wind and solar farms, combined. Second, nuclear power requires a large workforce of college-educated professionals, and those workers are unionized at much higher rates than the private workforce. Finally, nuclear power has never succeeded anywhere — not in the United States, not in France or Japan, and not in Russia or China — without huge amounts of public subsidy.
We are talking about a type of energy that is climate-friendly, that helps build a college-educated and unionized workforce, and that basically always requires government support. Yet nuclear energy has historically been beloved by Republicans and hated by Democrats.
I’m not convinced that will be the case for long — one of the two major parties might turn on nuclear energy in the next few years, driven either by political polarization or by the exigencies of events. (The American public’s support of nuclear power reached its all-time high in 2010, on the eve of the Fukushima disaster.)
Now might be the best window to build nuclear energy in this generation. Democrats in Congress — and the Trump administration — both say they want to do it. But the Trump administration is blowing it.
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‘Our entire company was built for this purpose.’
After decades of stagnation, the nuclear industry has drummed up all kinds of ideas meant to revive the prospects for building reactors in the United States. Make the reactors smaller. Micro, even! Cool them with helium or molten salt instead of water. Invite the Koreans or Canadians to come teach us how to construct atomic power stations again.
Yet the startup bold enough to name itself The Nuclear Company launched in 2024 on a simpler thesis: Just go with the large-scale reactors we have built before, and construct them in bulk to bring down costs.
Essentially, do what the Chinese did.
While the U.S. struggled for 15 years to complete its first two Westinghouse AP1000s, the 1.1-gigawatt units designed at the dawn of this century to be America’s flagship nuclear technology, China built four in the same time period. Beijing then reverse-engineered the technology to make its own version with an entirely domestic supply chain. China now has 10 operating Hualong One reactors and at least 37 more on the way. The U.S. ultimately completed its first two AP1000s at Southern Company’s Alvin W. Vogtle Electric Generating Plant in eastern Georgia right around the same time.
The Nuclear Company was formed by hiring former managers who oversaw the Georgia project. Despite the Trump administration’s pledge to finance construction of at least 10 more large nuclear reactors, the only projects that have broken ground are new, first-of-a-kind small modular reactors that skeptics fear will face the same billion-dollar cost overruns that the AP1000s faced at Plant Vogtle — but without the same output of electricity to balance out the expenses.
On Wednesday morning, The Nuclear Company announced its most significant attempt at a Chinese-scale buildout yet. The firm unveiled plans to build 6.6 gigawatts of new, large-scale reactors at a greenfield site in Kentucky, along the Ohio River. Dubbed Prosperity One, the project would be located in Lewis County, on property once assembled for a coal-fired station that was later abandoned. The site sits half a mile from a 765-kilovolt transmission line that connects to PJM Interconnection, the nation’s second-largest and arguably most stressed grid system.
“Our entire company was built for this purpose,” Joe Klecha, The Nuclear Company’s chief nuclear officer and a former manager on the Plant Vogtle buildout, told me. “We recognize that this is different and unique in our country. We believe it’s very much needed.”
The project will begin with two reactors at a time; the Kentucky site has room for up to six. The Nuclear Company is already negotiating potential offtake agreements with electricity buyers to help finance construction, and it expects deals by next year. The company told me it has not yet decided whether it will run the Prosperity One as an independent power provider or sell the facility to a utility or another plant operator. “We are preserving all options and will make that decision as we pull the other partners onboard formally,” Klecha said.
Since its inception, The Nuclear Company has focused on the AP1000 as the most promising design in the U.S. That’s particularly true after the Nuclear Regulatory Commission certified the Vogtle Unit 4 design last week as the permanent, settled schematic for future AP1000s.
But Klecha left open the possibility of another technology. “The AP1000 is our basis for the site at this point, but we’ll continue to evaluate other options as we get through the site characterization,” he said. He expects that process to wrap up in “the first half of next year.”
The company’s options are limited, though. Last month, as I reported, South Korea agreed to help the U.S. build up to six new AP1000s at an as-yet-unspecified site in addition to constructing at least two APR1400s — that is, essentially the Korean version of the American technology. In theory, The Nuclear Company could build APR1400s, too. But it’s highly unlikely, since Westinghouse accused the state-owned Korea Electric Power Corporation of ripping off its technology for the APR1400 in 2022. That led to a yearslong lawsuit and settlement that gave the American company the right to demand royalties and keep Seoul out of markets where Westinghouse aims to compete.
The only other viable option is the ABWR. The world’s first so-called advanced reactor, the ABWR was built with General Electric’s boiling water reactor technology, which is used across about a third of the U.S. fleet. It serves as the second-most popular design after Westinghouse’s pressurized water reactor model. Japan successfully built four ABWRs over a decade from 1996 to 2006, and Taiwan nearly completed two before killing the project in a bid to phase out nuclear power altogether. The NRC certified the ABWR for construction in the U.S., but a project in southern Texas that aimed to build the first in the U.S. was scrapped about a decade ago.
“The ABWR has an impressive pedigree of construction success as well as experience being built to U.S. standards that is hard to find outside of the Vogtle project,” Brett Rampal, a veteran nuclear consultant who advises Deloitte and Veriten, told me. Still, he said, the AP1000 is the leading contender for the Kentucky site.
Rampal said Prosperity One represents a welcome break from how large-scale reactors have been planned in recent years. While most of the industry remains focused on small modular reactors, research I covered last month indicates the technologies could face worse cost problems than large-scale units, and the emerging consensus on building AP1000s focuses on expanding existing nuclear plants.
Indeed, The Nuclear Company’s first major deal was to help Brookfield Asset Management, which owns 51% of Westinghouse, complete a thwarted AP1000 project at the V.C. Summer plant in South Carolina. But other potential sites considered for new AP1000s included expansions of Florida Power & Light’s Turkey Point nuclear plant in Florida, the Tennessee Valley Authority’s Bellefonte nuclear station in Alabama, or even adding another two units to Plant Vogtle.
“A lot of the thoughts around AP1000s and large reactors have always been around existing or already-licensed sites,” Rampal said. “It’s very interesting to see TNC’s first project buck the trend of what folks have been talking about around the large reactor story in this country."
At least one thing is certain about The Nuclear Company’s approach: It will settle on one design. The company is animated by the need to avoid one of the U.S. nuclear industry’s biggest financial mistakes, known simply and derisively as “Whoops.” In 1983, the Washington Public Power Supply System — WPPSS — triggered what was then the largest municipal bond default in U.S. history after its buildout of several different reactor designs at once fell apart in a major boondoggle.
Building different reactors at Prosperity One “really goes against our mission, our vision, and our thesis as a company,” Klecha confirmed.
The key is repeating the same design over and over again so the project managers sort out the fastest, most efficient ways to build and workers hone skills in actually constructing the design. “Six AP1000 units on one site creates the scale and repetition needed to drive down costs and sends a strong signal to the supply chain,” Lin Yuan, the senior advisor at the Nuclear Scaling Initiative, a non-profit collaboration working to create the enabling commercial and policy conditions for safe and secure nuclear energy scaling, told me in an email. “Manufacturers and craft labor need to see a sustained order pipeline to invest in capacity, factory expansion, and training.”
Vogtle Unit 4 came online in 2024 roughly 30% cheaper and faster than Vogtle Unit 3, completed a year earlier. Klecha said that’s the minimum cost reduction The Nuclear Company expects for the first two reactors built at Prosperity One.
“The 30%, I would say, is the floor on the savings from the first unit to the second unit,” he said. “How do we capture those lessons? Obviously, our team’s experience. We have a pretty rigorous ‘lessons learned’ document.”
Soon, he hopes, there will be even more lessons learned — in concrete, rather than on paper.