West Palm Beach August 2026

A U G U S T 2 0 2 6 | W E S T PA L M B E A C H 9 “The way we manufacture the ultra-safe, micro-nuclear systems is with advanced manufacturing and 3D printing, which was leveraged from another company I founded 10 years ago,” he explained. At its core, AMPERA is built around a model that shifts how customers think about energy entirely. Rather than selling infrastructure or requiring customers to operate complex systems, the company focuses on delivering energy as a service. “We don’t actually sell the product, we sell safe, clean energy,” Brian explained. That distinction allows customers to avoid the operational and financial burdens typically associated with power generation. “In commercial terms, it’s called a power purchase agreement, PPA,” Matthews said. Under this structure, AMPERA assumes responsibility for the system itself, providing continuous access to energy without requiring customers to manage it. “We will operate, license, and own the asset, and they have access to the clean energy 24-7,” he added. For organizations where uptime is essential, that model removes friction and introduces a level of predictability that is increasingly valuable. “There’s no upfront cost, there’s no headache or concern over operating and licensing the nuclear reactor, and so it’s very low friction.” The demand for energy spans nearly every sector, creating a vast and diverse market for solutions like AMPERA’s. “Actually, anyone who consumes energy around the world is an eventual potential customer, within reason,” Brian explained. From data centers to industrial operations, the scale of energy consumption continues to expand. “You’ve got remote communities that are off-the-grid, you’ve got the AI data centers needing hundreds of systems, gigawatts of electrical power, and you’ve got everything in between, including maritime,” he added. While the opportunity, by any measure, is enormous, for Brian, the size of the market is less important than how the company chooses to operate within it. That focus, in fact, on execution, clarity, and delivering value, serves as a guiding principle across both the business and its leadership. When it comes to leadership, Matthews is quick to downplay the idea that there is a single formula for success. Instead, his approach is shaped by authenticity and a willingness to lead in a way that reflects his own strengths. “I’ve got my own style,” he said. “It’s a bit different. I’m not a walk-the-production-line, cracking the whip kind of guy. That’s not who I am.” Rather than relying on authority, his leadership is built on alignment—creating a shared sense of purpose that drives the organization forward. “I’ve been told by people I work with that they’re inspired by the vision and the energy and the focus and the excitement. And that seems to pull people along.” Beyond strategy and execution, Matthews is intentional about the culture he is building at AMPERA. “I want us to always be composed and calm,” he said. In a high-pressure industry, maintaining that balance requires deliberate effort. “You’ve got to stop yourself,” he explained. “Because you can’t let emotions and the amygdala be in charge. You’ve got to keep calming that down constantly.” The goal is an organization that operates with consistency, regardless of external conditions. “I want the company to be very, very solid technically, while being very emotionally neutral,” he added. “Don’t get high, don’t get low. Just very sort of in the middle.” At the same time, that composure is paired with a clear understanding of boundaries. “In business, if you’re not careful, you become the doormat,” Brian explained. “Whether it’s partners, customers, collaborators, you name it.” For Matthews, though, it ultimately comes down to the example he sets for others. It’s not about directing others, he notes, but about creating a path that others want to follow. “Leadership is not ‘you do this, you do that’, that’s not leadership,” he said. “Leadership is, you walk the path, and people are like, ‘I want to be on that path.’” That philosophy extends beyond just business. “I tell everyone, including my kids, you can pick anything you’d like to do, but there are two things: you have to add value, it has to be valuable to society, and you have to be passionate about it.” Because in a field as demanding as energy, passion is not optional—it is essential. “The hardest days, the thing that keeps you going, is your passion. Otherwise, you just quit.”