America’s Nuclear Future Is Bold. Risk Can’t Be an Afterthought.

For decades, nuclear energy in the U.S. has been a story of potential — discussed, deferred, and largely stalled — while utility and national security leaders widely believe that nuclear energy is an essential ingredient to a cleaner, more secure energy future.  

That changed on May 23rd, when President Trump signed three executive orders that represent the most aggressive federal nuclear initiative in half a century.  

The vision is unapologetically ambitious: a minimum of 10 new large-scale reactors under construction by 2030, a fast-tracked licensing regime for modular and microreactors, and a quadrupling of America’s nuclear capacity over current levels. Even more striking: these orders frame nuclear energy not just as a climate or industrial policy, but as a pillar of national security, using the word ‘security’ over a dozen times across the directives. The order recognizes the necessity of nuclear power for energy security and national security, as well as the numerous innovations that have de-risked it.  

This isn’t just regulatory reform. It’s a signal to developers, insurers, capital markets, and supply chains that the nuclear door is open, and Washington wants it kicked wide. But ambition alone won’t build reactors. To execute at this scale and speed, the U.S. will need more than favorable policy. It will require a risk infrastructure that’s prepared, adaptable, and already operating at the intersection of energy, finance, and national security.

That infrastructure exists. And this push starts with choosing the right partners.

An ideal partner brings more than enthusiasm, it brings capability and the focus of continuous innovation in risk management. Performance guarantees must be underwritten, construction risks managed from groundbreaking to commissioning, and decommissioning costs anticipated and secured. Additionally, fuel cycle exposures must be understood throughout their whole lifespan. As the orders emphasize, upcycling nuclear waste and managing closed-loop fuel systems will be central to our long-term competitiveness. That means every form of risk transfer must be in play: traditional insurance, captives, reinsurance, surety, and new vehicles not yet commonplace in the energy sector. This isn’t about one policy, it’s about building an integrated financial shield around next-gen energy assets.

Newfront is that partner. We have a history of working with energy technologies that have little to no actuarial history, from cutting-edge fission to commercial fusion. Our experience includes engagements with the DOE and DOD on nuclear infrastructure and energy security. We lead one of the most sophisticated national security insurance practices in the country, and we engage actively with global insurance syndicates to modernize legacy nuclear exclusions, as outlined in our recent whitepaper on Lloyd’s of London’s nuclear risk framework.

And nuclear isn’t the only thing going next-gen. Much like the AI boom that nuclear will help power, the insurance infrastructure surrounding it must evolve. At Newfront, we’re building that next-gen infrastructure. Our proprietary tech stack integrates risk data, service workflows, and claims visibility into a unified experience that matches the speed and complexity of the energy systems we support. Our platforms and expertise put better information in the hands of nuclear executives and de-risks insurers and other risk capital providers. It’s not just about coverage, it’s about confidence, accountability, and execution.

Modern reactors, especially microreactors and SMRs, represent new categories of risk with immense strategic importance, and traditional underwriting models aren’t designed for this class of assets. Project finance terms will increasingly hinge on risk transparency, coverage structure, and confidence in commissioning timelines. Liability schemes may need to evolve. And construction and operational risk must be priced with the future — not the past — in mind.

The same goes for the workforce behind this transformation. These executive orders don’t just call for building reactors — they call for building a new generation of talent. Upskilling American engineers, technicians, and operators will be critical to sustaining momentum and ensuring safety. That evolution will require an integrated view of risk,  one that includes workforce protection, training liability, contractor management, and long-term labor exposure. Forward-thinking partners must account not only for the reactors themselves, but for the people operating and maintaining them.

Newfront is at the forefront of these efforts. That’s why Newfront is investing heavily in building next-generation insurance infrastructure: machine-assisted risk profiling, real-time claims support, and a team of sector specialists. 

Our clients are pioneering deep-tech energy. They deserve a risk partner who speaks their language and supports their ambition.

This is more than an energy policy shift. It’s an economic and geopolitical strategy. Nuclear reactors are now positioned not just as power assets, but as a US and Western geostrategic imperative in great power competition, a necessary power source for modern supply chain hubs, digital backbone protectors, and critical elements of energy sovereignty. With military installations, federal campuses, and data center ecosystems in play, the complexity only grows. So does the need for precision in coverage.

This moment is exciting. It’s essential. And it’s executable if we bring the right risk mindset and capability to the table.

Newfront is ready. We’ve built nuclear before. We’ve served the national security community. We engage global markets on their blind spots. And we’re building the tools to help energy developers, public agencies, and infrastructure funds seize this moment responsibly.

America’s nuclear comeback isn’t just possible. With the right partners, it’s already underway.