Give your engineers
back the hours lost
to RFQs, specs,
datasheets and
documentation.

Seven years at TVA's Watts Bar Nuclear Plant — on-the-job training working hands-on across every system in the plant, which is where the fundamentals were learned rather than read. Then three years as a startup engineer with Multi-Amp, bringing the Callaway Nuclear Station online — the first commissioning work, and where the discipline got formalized.

This is the company you are reading about. He formed MC Consulting in 1984, immediately after Callaway, in order to contract directly for the next job: two years at the Palo Verde Nuclear Generating Station for Arizona Public Service, across all three nuclear units, bringing the plant's computer systems online. Balance-of-plant monitoring, reactor control rod systems, radiation monitoring, security systems, and the water treatment facility — plus training Arizona Public Service's in-house personnel to run and maintain them.

Then two and a half years at Plant Vogtle for Georgia Power and Southern Company, as procedure writer and startup work package controls processor through the commissioning of Units 1 and 2. Then the classified work. At the Savannah River Site in Aiken, South Carolina — a Department of Energy nuclear weapons facility — he held Top Secret clearance, worked on the team that designed the E3S Electronic Safeguards and Security System, and was onsite as startup engineer overseeing its installation, startup and the training of site personnel. He served as systems engineer on the E3S maintenance system and group leader for site-wide security access control, wrote the operational test procedures for computers, networks, fiber modems and field devices that governed how those systems could be safely commissioned, and re-designed a fiber-modem circuit that prevented a $4M cost overrun on the project. The last MC Consulting contract was Oconee Nuclear — procedure writer for electrical power, control and metering systems — before he turned to building restaurants.

The Winning Team was a franchisee — an independent operator building and running restaurants under the Arby's and Bojangles' brands, not the brands themselves. Over fourteen years it went from 13 stores and $7M to 35 locations and $31M. Mr. McCammon's lane was development and systems — site selection, facility design, build-out, and every piece of technology the company ran on. An operations partner oversaw restaurant operations. What he built underneath the growth is why this belongs on the timeline: it is where nuclear-grade engineering discipline first got applied to problems nobody considered engineering problems, and the systems that came out of it were the first automation platform he ever shipped.

He designed and wrote a menu-driven back-office software program for inventory, sale tracking, labor, and scheduling — cutting administrative time by two hours per store per day and saving an estimated $153K per year across 14 stores. He engineered and installed automated energy-control systems across every restaurant, saving 40% on electricity and gas and climbing to $126K in annual savings after amortization. He built a Cost Segregation software on the tax-code allocation model that produced a 75% reduction in taxes across the first five years of any new facility, and the freed cash financed the expansion from $7.5M to $29.2M. Arby's named him Innovator of the Year in 2008 and Bojangles' Rookie of the Year in 2009 — both awarded for the designs and systems, not for the sales line.

Co-founded to turn the Winning Team energy-control systems into a standalone consulting practice — turnkey energy evaluations with 24/7 monitoring for retail and franchise clients. But ECOS ran three workstreams under one roof, and the largest of them was telecommunications infrastructure.

The lineage is direct rather than coincidental. Two decades earlier on the E3S nuclear project he had re-designed the fiber modem transmitter/receiver circuit for an access-control system — the fix that averted a $4M cost overrun — and written the operational test procedures for the fiber modems, network equipment and token-ring hardware that system depended on. The Western North Carolina work applied that same fiber and network discipline at regional scale.

And the third workstream — the applied agricultural research inside ECOS — is where the sealed-tunnel architecture, mobile grow-rack concept, and centralized nutrient delivery that would become Agrifacture was first laid down as engineering, not thesis.

The full-scale execution of what ECOS proved possible. Designed, built, and operated two pilot facilities as fully-instrumented Total Controlled Growing Environments — sealed multi-tunnel structures with centralized nutrient delivery, dock-in / dock-out mobile grow racks, and unified climate, lighting, and CO₂ control across every zone. Chose fruiting mushrooms — the most environmentally demanding CEA crop — as the test article, on the reasoning that any platform holding those tolerances would generalize. Both facilities reached sustained production of ~750 lbs/week per 20-ft tunnel, then were closed on purpose once the architecture, controls, and recovery loops had been validated.

The governing insight was to stop treating a farm as a farm. The rack is the product carrier. The tunnel is the production line. The AGV is the conveyor. Once food production is modeled as an assembly line, every discipline from manufacturing — takt time, work-in-process routing, station-level quality gates, MES-tracked genealogy — becomes directly applicable. That reframe is what made full automation designable rather than aspirational.

Now principal author of that eleven-specification engineering suite — contractor-ready — for the Phase 2 R&D facility in College Station, Texas, where the robotics and the AI layer get hardened at full production rate before the platform is templated for global deployment.

This one is a client's program, not ours. It arrived the way good work often does — a friend of a friend with a hard problem and no obvious place to take it. The brief: take a technology Nikola Tesla patented 135 years ago and bring it into the 21st century on solid-state hardware. The work was contracted through Torino Ltd, the international consulting entity, and has since been consolidated into MC Consulting. The client owns the product and the company — and under the terms of that contract, we retained the intellectual property developed in the course of the work. We own the engineering discipline that got it built, and the design that came out of it.

The deliverable is the Mark V "PIONEER" — a six-band Class E resonant platform spanning 125 to 575 kHz at 15,000 to 25,000 volts per bulb. We took it from concept through schematic capture, bill of materials, international vendor coordination and full transformer characterization: secondary board laws, coupling coefficients, assembled resonances, primary geometry — measured on the bench rather than derived on paper. The invariant checklist that tests every proposed fix against every constraint already solved was written for this program, in response to specific failures, and has since caught others before they reached fabrication.

And this is where the two halves of the practice met. We had already been running AI inside our own work at Agrifacture — specification authoring, cross-referencing, verification. ION-FLUX was the first engagement where we integrated full AI systems into a client's design and build-out from day one, as operational infrastructure rather than an assistant bolted on afterward. Anthropic Claude, OpenAI ChatGPT, Perplexity and specialist models run in production across the entire program, under the same rule that governs the transformer bench: measurement governs documentation.