Oil & Gas

News and Insights

Beyond the plat: How oil and gas surveyors stay ahead of Texas regulatory change

 

For an industry that influences more than a third of Texas’ economy, even small regulatory changes can have far-reaching consequences. For our oil and gas clients, those changes are first felt at the project level, where evolving requirements influence how energy projects are planned, permitted, and delivered.

Understanding the forces driving those changes can help project teams make more informed decisions and position projects for smoother approvals. And as one of the first disciplines involved in project development, surveyors are uniquely positioned to apply that understanding from the earliest stages.

That perspective doesn’t come from technical knowledge alone. It comes from a commitment to staying engaged with regulators, operators, permitting professionals, and environmental experts to better understand the issues affecting the industry. The best surveyors don’t just understand the land; they understand the policies, priorities, and relationships behind the regulations.

In an industry that affects so many aspects of life in Texas, we add value by understanding how policies, stakeholders, and industry trends influence one another and ultimately shape project outcomes.

In permitting, details matter. So does context.

As surveyors, we’re often among the first boots on the ground at a project site, creating the plats that lay the foundation for every decision and approval that follows. While we may not be the ones submitting the permit applications, we are responsible for one of the earliest deliverables in the regulatory process.

Successful projects hinge on accurate data, but we’ve seen through experience with various regulatory agencies that it isn’t just what data we provide, but how we present it that adds value. There are many ways we can deliver reliable data, but if it misaligns with the permit’s intent, it can slow approvals and lead to cascading delays throughout the project delivery.

In short, the details matter, they vary by permit, and they’re easy to overlook or misinterpret without a clear understanding of regulatory expectations. For us, that understanding comes from building strong relationships across the industry and maintaining an ongoing dialogue with both our clients and the agencies responsible for reviewing their projects. It’s one thing to understand the technical requirements; it’s another to be immersed in the conversations surrounding them from multiple perspectives.

Across the industry, operators are navigating an increasingly complex regulatory landscape—from complying with nuanced P-16 requirements to addressing evolving legislation around orphaned wells and produced water. As surveyors, we’re able to better support our clients from the very beginning, whether that means incorporating the right coordinate information, leveraging GIS tools to improve well location verification, or tailoring our deliverables to the “unwritten” permitting requirements.

Ultimately, we’re in a position to help connect the technical details with the broader context of the industry and regulatory environment. That’s where we consistently add value for our clients. By staying at the intersection of industry trends, regulatory expectations, and technical execution, we help clients stay ahead of change.

Many of those changes are being driven by a broader movement in industry priorities, particularly around environmental impacts and long-term resource management.

How environmental policy is shaping energy development

Understanding the regulatory process also means understanding what’s driving it. Across the industry, proactive environmental policies are an important part of the conversation—not as a competing priority to energy production, but as a driver of innovation, long-term resource management, and operational resilience. As ongoing research advances, challenges that were once viewed strictly as liabilities are increasingly being evaluated for their broader value and potential, while others are the focus of renewed efforts to reduce long-term environmental risk and strengthen accountability.

Produced water is a prime example. Long treated as a waste stream requiring disposal, it’s now being explored as a resource with impacts across industries. Ongoing research, pilot programs, and emerging policy discussions are focusing on technologies that could enable treated produced water to be reused in agricultural or industrial applications.

Orphaned wells have also garnered much attention throughout the industry. With more than 11,000 documented orphan wells in the state, the Railroad Commission of Texas (RRC) is accelerating well plugging programs and looking at ways to strengthen operator accountability, reducing the likelihood of new orphan wells in the future.

These are more than regulatory topics; both have broad implications for landowners, operators, environmental groups, and the future of energy development in Texas. Produced water has the potential to evolve from a disposal challenge into a valuable resource, while efforts to address orphaned wells reflect a broader commitment to responsible land and infrastructure management.

Together, these conversations reflect an industry focused on driving sustainable solutions for the future. As the policies and priorities surrounding them evolve, so will our role as surveyors and land development professionals. Staying engaged in these topics is how we keep in front of the emerging issues and deliver value in the years to come.

The ripple effect of Texas’ energy industry

One statistic puts the oil and gas industry’s influence into perspective: roughly 34 to 38 percent of Texas’ economy is tied to energy. The impact goes beyond well sites and pipelines to influence everything from manufacturing and transportation to hospitality, housing, agriculture, and countless other industries. When the energy sector grows, communities, businesses, and infrastructure grow alongside it.

For Texans, that statistic may not come as a shock, but it does reinforce why conversations around permitting, legislation, the environment, and emerging technologies matter. Every decision has a ripple effect. Every project presents new opportunities. And every connection, every relationship, helps us turn ideas into action for our clients.

By staying in the middle of an industry in constant motion, we’re staying engaged in the concerns, priorities, and opportunities shaping the future of energy development in Texas. We’re listening to concerns and challenges, asking questions, and building relationships with the people driving those conversations.

Those insights, and the connections behind them, will help us better support our clients from the earliest stages of projects. A project is only as strong as its foundation, and the foundation of every pipeline ties back to data and relationships.

 

 

About the Author

Allen Peloquin

Senior Director

Allen Peloquin is a Senior Director and Registered Professional Land Surveyor with more than 25 years of experience supporting oil and gas projects across Texas. He specializes in well surveys, permitting support, pipeline routing, right-of-way, and boundary surveys, bringing extensive experience across the Haynesville, Barnett Shale, Eagle Ford, Permian, and Delaware basins.

News and Insights

Why right-of-way is the most important schedule driver in pipeline projects

 

When a gas utility or pipeline company decides to expand its system, the first instinct is to focus on engineering, route design, pipe specs, construction timelines. But experienced project teams know that a different workstream quietly drives the entire schedule: Right-of-way (ROW) acquisition. Get it right, and a project moves efficiently from planning to construction. Get it wrong, and costs escalate, timelines slip, and community relationships fracture in ways that are difficult to repair.

What ROW acquisition involves

At its core, ROW acquisition is the process of securing legal agreements and rights, typically in the form of an easement or surface lease, for a pipeline to cross private land and permit for crossing public land. Unlike a fee purchase, an easement allows the landowner to retain ownership and continue using their property; it simply grants the pipeline operator the right to install, operate, maintain, and access the line in a defined location. Once the pipeline is in the ground, it is unseen and landowners can farm over it, pave over it, and continue using the surface as before, as long as their use does not hinder the operation and maintenance of the pipeline.

But the work involved in getting there is anything but simple. A large pipeline project can cross hundreds or even thousands of individual parcels, each with its own ownership structure, title history, liens, and stakeholder dynamics. The ROW team must research every parcel, identify every interest holder, make initial contact with landowners, secure survey access, accompany field crews, and negotiate easement agreements, all while serving as the public face of the project.

There is also a construction phase where ROW agents remain active during construction to notify landowners ahead of crew arrivals, manage any surface damage claims, and resolve issues that may arise if equipment strays outside its permitted footprint.

Why ROW is a critical path activity

In project planning, a “critical path” activity is one where any delay directly impacts the overall project schedule. ROW acquisition earns that designation for several reasons.

First, construction cannot begin until the easements and permits are secured. No easement, no pipe in the ground. Second, ROW timelines are inherently unpredictable. Landowner negotiations can stall, title research can surface unexpected complications, and eminent domain proceedings, when necessary, add legal timelines that no team controls. Third, cost implications are significant. Easement acquisition costs, appraisal fees, legal expenses, and potential condemnation proceedings must all be estimated and budgeted well in advance, often years before a shovel hits the ground.

Finally, landowner and community opposition is a consistent source of project friction. As Gary Bland, Director at Atwell in the Houston office, notes “Pipeline projects aren’t always the most popular thing to introduce into a community. It’s a necessary and important function though in cities, towns and rural communities everywhere.” That reality shapes everything about how a ROW campaign should be planned and executed. Proactive, transparent engagement with affected property owners and community leaders is one of the most powerful tools a project team has.

Essential strategic steps before field deployment

By the time a ROW agent knocks on the first door, the outcome of the campaign is often already set.  Effective pre-deployment preparation includes several interconnected activities. Route analysis and landowner identification using GIS and public data to evaluate alignment options, estimate parcel counts, assess property types and values, and identify existing infrastructure corridors that might reduce the footprint on undisturbed land. Title research and ownership verification ensure that when a ROW agent sits across the table from a landowner, they understand every interest in that property (ownership, mortgages, liens, and other encumbrances) that could affect the agreement. Cost estimation must account not just for today’s land values but projected values across a multi-year project timeline.

Community and stakeholder outreach, ideally beginning with elected officials and community leaders, ensures that key voices hear the project’s story directly. Bland is direct on this point: ” The worst outcome is when community leaders hear about a project from concerned constituents instead of directly from you. Hearing it from you first sets the right tone from the start.” Stakeholders who feel informed and respected are far more likely to facilitate, rather than oppose, a project moving forward.

The advantage of integrated services

One factor that meaningfully improves ROW outcomes is the integration of land, survey, engineering, and environmental services under a single coordinated project team. These disciplines are deeply interdependent. ROW agents must secure survey access before field crews can mobilize. Surveyors need title information to thoughtfully plan their work. Land acquisition teams need finalized survey plats before they can execute binding agreements with landowners.

When these functions operate in silos, with separate vendors pursuing their own timelines, handoffs break down. As Bland describes it: “You’re often going to have a breakdown. They’re not focused on working with others but rather on keeping their tasks on time.”

By contrast, when land, survey, and environmental teams are aligned from day one, the project moves as a single, coordinated effort rather than  a collection of competing priorities. Data is shared in real time, schedules are aligned, and accountability is clear, giving clients greater confidence that every piece of the project is moving forward together. Bland notes that success and trust come from that kind of execution: “Projects are successful when all disciplines work closely and that’s often how we see long-term relationships grow.”

Long term projects illustrate the complexity of ROW

A current Atwell engagement illustrates this at scale. A gas distribution utility is planning a trunk line system of more than 300 miles, designed to serve the region’s continued outward growth. The project will cross approximately 3,000 parcels and is expected to span several years, with construction advancing in preplanned annual segments determined by growth projections.

The work currently underway is precisely the kind of pre-deployment preparation described above: building GIS-based ownership inventories, routing alignments to minimize impact, engaging appraisers for multi-year cost projections, and beginning outreach to community leaders. The utility’s public-facing profile has made stakeholder communication a priority and that posture has created space to approach the work the right way. “They’re really focused on their public reputation and quality engagement,” Bland notes, “so it allows us to spend more time and effort to try to make this effort a win for the community.”

Preparation is the project

ROW acquisition is not a checkbox, it’s a sustained, relationship-driven discipline that shapes every aspect of a pipeline project. Teams that treat it as a strategic function, and invest early, consistently outperform those that treat it as an afterthought. In a business where projects take years and mistakes are costly, that difference isn’t minor, it’s everything.

News and Insights

How Atwell is deepening its roots in Nashville

 

There’s a reason that leading corporations (and engineering and infrastructure firms) are paying close attention to Nashville. The city, long known for its music scene and Southern charm, has quietly become one of the most dynamic and strategically important markets in the country. And Atwell is leaning in.

Over the past year, Atwell has been steadily enhancing its Nashville presence, building a team that now numbers close to a dozen professionals. That growth hasn’t happened by accident. It reflects a distinct recognition that Nashville sits at the intersection of several of the most active sectors in land development and civil engineering: mixed-use urban, healthcare infrastructure, and fast-moving private development. For a firm with national reach and local talent, the timing couldn’t be better.

Nashville’s appeal starts with its economics. The city has emerged as a major healthcare hub serving as home to HCA Healthcare, the largest for-profit hospital operator in the country, along with other significant operators, including Community Health Systems and Acadia Healthcare. These companies don’t just bring hospitals; they bring corporate operations and project pipelines that stretch across dozens of states.

For a national engineering firm with leading professionals that know and love Nashville, it creates a powerful dynamic: local relationships with decision-makers, combined with the ability to leverage experience across dozens of cities. It’s an efficient model that turns local presence into national productivity.

Beyond healthcare, Nashville’s core has experienced a sustained wave of mixed-use and multi-family development. Infill projects combining residential density with retail components have reshaped entire neighborhoods, attracting developers who value teams that can move quickly, communicate clearly, and manage multiple active projects simultaneously. This complex, fast-paced, client-service-oriented work is precisely the kind of market where Atwell’s culture and capabilities shine.

The foundation for Atwell’s Nashville operation was laid through years of relationship-building and market development, with team members already active in the region before the recent growth in staffing. That groundwork, which included establishing credibility, connecting with local developers, and building familiarity with the local landscape has positioned the office for accelerated growth.

One recent addition to the team reflects both the office’s momentum and the caliber of talent it is attracting. Matthew Hamby, a Nashville native and Tennessee Tech University graduate, joined Atwell as Senior Director with nearly a decade of experience in the AEC industry, along with additional consulting leadership experience. Hamby’s background spans some of the sectors with the greatest opportunity in the region. He has built deep client relationships across the Nashville development community and brings firsthand knowledge of the local market’s rhythms, players, and opportunities.

What drew Hamby to Atwell, he says, wasn’t just the work, but the culture. He was drawn to a privately owned company that prioritizes its people, its clients, and long-term relationship-building over short-term projects. “I’m a true believer that a rising tide raises all ships,” Hamby said. “Being part of a firm where the focus is on process improvement, training, and genuine client service is exactly where I wanted to be for the long haul.”

That entrepreneurial mindset and client-first philosophy aligns naturally with how Atwell operates, and it’s the kind of perspective the Nashville office will emphasize as it continues to grow. Hamby’s arrival adds senior-level depth to a team already gaining traction in the market and signals that the office is entering a new phase of development. The combination of a thriving healthcare economy, an active private development community, strong population growth, and an increasingly sophisticated urban core makes Tennessee one of the most compelling regions in the Southeast.

With an expanding local team, a growing project portfolio, and leadership that knows the market from the ground up, Atwell’s Nashville office is positioned to grow with the city and to help shape what it becomes.

News and Insights

Tim Miller invited to the Colorado School of Mines to help shape the next generation of natural gas leaders

 

We sat down with Tim Miller, Associate Director, Oil and Gas, to talk about what it means to teach at the prestigious Colorado School of Mines Natural Gas Processing Course and why the opportunity is meaningful to him. He shared his perspective on the industry, the importance of mentorship, and how he’s helping prepare the next generation of natural gas professionals.

What does it mean to you personally to be invited to teach in a program with nearly five decades of history? 

It’s a huge honor to be invited, and honestly, not something I ever expected would happen for me. This course has been a starting point for so many people in the Denver area, so being trusted to help introduce a new generation to the natural gas industry really means a lot.

How did this opportunity come about? Can you share some of your experience? 

Like most opportunities, this one came through staying connected and building on existing relationships. Tim Rollenhagen actually recruited me for my first role at URS, so we’ve known each other for quite a while. We reconnected at the National GPA midstream convention, where he brought up the course and asked if I’d be interested. From there, it all came together.

 Why is this short course so highly regarded in the gas processing industry? 

The course offers a really solid overview of the industry for a wide range of people. You’ll see a lot of executives or folks with nontechnical backgrounds who need to understand how the industry works, and it gives them that foundation without requiring engineering coursework. It also has a long history. The people who started it 50 years ago were true pioneers, and over time the instructors have continued that legacy. They’re leaders in their fields and often at the forefront of new technologies, which is a big part of what makes the course so well respected.

Which parts of the curriculum are you most excited to teach? 

I’m still figuring out exactly which sections I’ll be teaching, but it will likely focus on areas like compression, gas dehydration, and field operations.

From wellhead to market, where do you see the most innovation happening today? 

I’m seeing a lot of innovation around optimization and making better use of the technology we already have. It’s really about how we can put the right pieces together to deliver the same quality facilities in a more streamlined way, so they can get to market faster, more efficiently, and at a lower cost.

How does participating in a program like this strengthen relationships with clients and industry peers?

 It helps strengthen relationships in a lot of ways. Many of our clients take this course, so it’s a chance to show both my capabilities and Atwell’s technical expertise. But just as important is the time spent together. Whether it’s in the classroom, at dinners, or working through projects, those shared experiences go a long way in building stronger connections.

What has been the most influential mentorship moment in your own career, and how does that shape how you approach teaching? 

One of the most influential mentorship moments for me came early in my career with another process engineer. He really pushed me to look beyond what I was doing on paper and think about how it actually applies in the real world. Not just getting gas from point A to point B, but how it all comes together. What does it look like when it’s built? How will it be operated and maintained?
He encouraged me to spend time in the field, visit facilities, and talk with operations and other engineers to really understand how things work and how we can make projects better. It shifted my mindset to always ask how something will be implemented and whether it truly makes sense in practice.

That’s something I carry into how I teach as well. I encourage people to get out into the field and, once they’ve worked through a problem, take a step back and ask, “Does this actually make sense in the real world?” We have great tools and software that can give us answers, but if it doesn’t pass that gut check, then it’s worth digging deeper and figuring out how to make it work.

News and Insights

Atwell expands P6 scheduling services across energy infrastructure

 

As energy projects become more complex, clear planning and coordination are essential. We have expanded our Primavera P6 (P6) scheduling services beyond traditional oil and gas projects to support renewable energy and transmission infrastructure.

This expansion reflects the evolving energy landscape and our continued delivery of practical, integrated solutions that help our clients move projects forward with confidence.

What is P6 scheduling? 

Primavera P6 is a project management and scheduling platform used to plan and manage complex projects. It helps teams:

  • Build detailed, logic-driven schedules
  • Track progress and performance in real time
  • Identify risks and critical path activities
  • Allocate resources across large programs

P6 creates a reliable, shared view of project progress from start to finish.

Expanding beyond oil and gas 

At Atwell, our teams have long used P6 scheduling to support large oil and gas developments, where multi-phase construction and regulatory requirements demanded careful planning.
Today, renewable energy and transmission projects face many of the same challenges, including coordinating multiple stakeholders, managing tight construction timelines, navigating changing regulations, and aligning work across geographically dispersed sites.

By expanding our P6 capabilities, we bring proven scheduling approaches to these growing areas of the energy market.

How we help clients succeed 

Our P6 scheduling services go beyond building project timelines. We help clients make informed decisions, reduce risk, and improve outcomes.

“We give our clients a clear path forward by identifying and addressing potential risks early in the project,” said Brittany Scott, Program Manager, Power and Energy. “By using P6 and bringing in dedicated team members with deep program knowledge, we deliver a clear, data-driven view of project status, critical path items, and potential delays—so our clients can act early and stay on track.”

Additional benefits of P6 include stronger risk management, improved coordination across teams, more efficient resource planning, and scalable support for complex programs.

Supporting the future of energy 

As the energy transition accelerates, projects are becoming more interconnected and schedule-sensitive. Our expanded P6 services bring structure and reliability to renewable and transmission projects, building on our experience in oil and gas.

We combine industry knowledge with advanced scheduling expertise to help clients navigate complexity and keep projects moving forward.

An integrated approach to project delivery 

Expanding P6 scheduling is part of how we deliver more connected, end-to-end solutions across our Oil & Gas, Renewables, and Power & Infrastructure teams.

By aligning planning, engineering, and execution, we help clients deliver projects more efficiently and predictably.

News and Insights

Atwell adds Tim Miller, expanding support in facility design, commissioning, and process hazard analysis (PHA)

 

We’re excited to share that Tim Miller, PE, has joined Atwell as an Associate Director. Tim is an experienced process engineer with more than 18 years in the oil and gas industry. His career includes significant expertise in upstream and midstream facility design from conceptual to detailed design, commissioning, process hazard analysis (PHA), and construction support.

Miller has completed design projects, PHA reviews, and facility commissioning spanning all facets of the upstream and midstream oil and gas industry, including compressor stations, gas processing facilities, central delivery point facilities, well pad design, and saltwater disposal facilities. He has also had the opportunity to expand his range of experience to work on some projects that include wastewater treatment and renewable natural gas. His range expands Atwell’s capability to support clients in effectively addressing their design needs.

In addition to his professional role, Miller is active within the industry, serving as an executive board member for the GPA Midstream Rocky Mountain Chapter.

News and Insights

Modernizing and maximizing residential utility services to meet demand, safety, and reliability

 

As Texas neighborhoods expand and grow, there is an underground issue lurking.  Aging natural gas infrastructure presents a critical challenge to safe and reliable gas delivery—something that Atwell and our energy client, a natural gas distribution company based in Texas, are working on closely together to solve.

Residents depend on safe, efficient service to power their lives each day, and our team at Atwell works to provide that through the providers we partner with. Our energy client provides natural gas to more than 2.1 million customers throughout over 600 communities in Texas. Together, we are working to modernize and maximize utility services in our communities by updating and upgrading natural gas delivery as part of a significant pipeline replacement program. Neighborhood replacement projects are critical because these improvements aren’t just technical upgrades—they directly benefit local communities by enhancing safety, reducing future disruptions, and preparing neighborhoods for continued growth and reliable energy use.

Revamping energy infrastructure throughout Texas

As part of the Neighborhood Replacement Projects for our client, Atwell’s team is assisting in the planning, designing, permitting, procurement, and construction process of replacing older lines and upgrading low-pressure gas lines. In line with our client’s commitment to safety, reliability, and regulatory compliance, these improvements proactively replace aging infrastructure that may be susceptible to wear, degradation, or outdated performance. The project scopes include both individual neighborhoods and entire towns across Texas, with much of the work concentrated in the Dallas/Fort Worth area and Waco.

“Our client is committed to providing the best possible experience for its customers, and they recognized the continued growth in these communities and the need for updates,” said Atwell Project Manager Amando Garcia. “Together, we’re able to better deliver efficient gas service in this region.”

The Atwell team has taken on a wide range of responsibilities, including the creation of construction plan drawings; managing site visits; identifying which properties and associated gas meters are currently active and servicing customers; structuring the work into phases to keep construction on schedule and avoid service disruptions; and managing the required permitting processes. This technical and logistical undertaking is made possible by Atwell’s deep experience and longstanding relationship with our client.

The Atwell team identified, upgraded, and replaced several older lines (top photo) with newer material (bottom photo).

Past experiences with the client and similar projects provide a solid foundation of expertise

Atwell’s team has extensive experience in the region and a long history with the client, which allows for a shared respect and understanding in how to work well together. That continuity has helped shape this work, reinforcing the client’s trust with Atwell as our team ensures that the client can depend on us to jump in quickly to support their needs without missing a step in this critical transformation for residents.

The team has also successfully completed similar projects in the past, adding to Atwell’s expertise in community utility work, which includes the technical aspects of replacing older lines and upgrading low-pressure systems. This knowledge equipped our team to efficiently manage projects ranging in scale from single neighborhoods to entire towns, transforming the living experience for residents.

Adaptability and commitment to client relationships creates efficient and effective outcomes

Given the scale of this program, the team has overcome many challenges and is prepared to handle any in the future, such as design changes during construction, maintaining fluidity to adhere to permitting requirements, and coordinating between different project phases. As the projects grow and evolve, the team’s experience helps scale their processes and adapt to the increased demands and requirements in expanding to additional neighborhoods. Our commitment to client service is at the heart of our support, and flexibility is required due to factors such as client needs, identifying opportunities for greater efficiency, and local regulations and requirements.

The team’s constant, open communication with the client and seamless collaboration have been key factors in the project’s success so far.

“Atwell has worked with this client before, and the relationship we’ve built has been instrumental in managing the expanding scope of this relocation program,” said Ray Holliday, Discipline Manager at Atwell. “With many active projects at once, it’s essential to coordinate and work together. Thanks to our established and positive relationship, our team has a clear roadmap for how to maintain an effective and positive project experience, which is crucial for managing large projects like these.”

Establishing a framework for success in complex infrastructure projects

The combination of the Atwell team’s expertise, client relationships, communication, and flexibility has allowed the project team to effectively manage the expansion of our client’s Neighborhood Replacement Projects, demonstrating the company’s capability to oversee complex, growing infrastructure initiatives to meet current and future energy needs.

Atwell has been supporting these projects since late 2023, and with ongoing work well into 2025 and plans already in place for 2026, we’re optimistic about continuing this impactful partnership for years to come. These efforts not only reflect Atwell’s technical excellence and commitment to client service, but also reinforce our shared mission with our client to enhance safety, sustainability, and peace of mind for the communities we serve.

News and Insights

Unlocking LNG potential: The critical need for increased natural gas production and transportation

 

As the global drive for liquefied natural gas (LNG) continues to grow, added focus is increasingly turning to the foundational element that makes it all possible: natural gas production and transportation. While much of the conversation around LNG revolves around international trade, the real challenge that will limit production needs lies in the natural gas infrastructure needed to get it to the ports. Without a significant increase in the development of added delivery paths, the industry risks falling short of its potential to provide cleaner, reliable energy around the world.

Liquefied natural gas has gained traction as a lower-carbon source of energy, and the demand for LNG has risen sharply across Asia and Europe. Long-term forecasts suggest that this trend will continue for decades. The scale at which we can meet this demand depends primarily on our capacity to extract, process, and transport natural gas in an effective manner.

Nowhere is this more critical, and more promising, than along the U.S. Gulf Coast, particularly in Louisiana and Texas, where the vast majority of current LNG facilities are located. This region is at the core of the U.S. LNG industry. But to meet future demand, the Gulf Coast, along with developing regions like the U.S. Northwest, must scale–not just for exports, but in the responsible and efficient collection of natural gas that feeds those terminals.

Production is not just about drilling more wells. It’s about optimizing the infrastructure that brings it to the required locations to be able to transform the gas for use.

Infrastructure and technology: Aligning expert services with the world’s energy needs

Providing natural gas energy to locations around the world requires targeted investments in infrastructure. Pipelines, processing plants, and storage facilities must be expanded to manage increased volumes efficiently and safely.

“When a client comes to us with a conceptual pipeline project, our team is able to provide the expert insight needed to determine the best options for success and provide valuable insight into the expected cost and schedule constraints,” said Gil Henry, Vice President of Oil & Gas engineering at Atwell.  “Our team can then assist with all phases of the project of the lifecycle from the preliminary stage (pre-FEED/FEED) process to detailed engineering design for the project to construction support. In our case, we are able to support clients as they work through multiple facets of the project considerations with in-house land and right-of-way, environmental, survey, full-discipline engineering, and design support for both pipelines and facilities, with a deep team knowledge of the region and terrain.”

Building to meet LNG growth demands

It’s not enough to build LNG terminals and sign export contracts. The LNG supply chain begins with natural gas. Without reliable upstream production and pipeline transportation, the entire LNG ecosystem becomes vulnerable to bottlenecks, price volatility, and emissions challenges.

When thinking about the future of natural gas, there are expansion efforts already underway from the central Rockies going west, in addition to key production from the Gulf Coast. Because of the rising demand and interest, the focus on adding new pipelines and expanding existing pipelines is expected to continue for the foreseeable future.

According to the U.S. Energy Information Administration, natural gas pipelines completed in 2024 increased takeaway capacity by approximately 6.5 billion cubic feet per day (Bcf/d), from the major U.S. natural gas producing regions. Five pipeline projects completed last year in Texas and Louisiana increased capacity to deliver natural gas to liquefied natural gas export terminals by approximately 8.5 Bcf/d.

“With the continued demand and growth of LNG, having the right team will be an essential part of the mix,” stated Henry. “Right now, there is still a bit of uncertainty in the development process and permitting as regulations are evolving and changing. Having a scalable, nimble team that provides the level of counsel that Atwell offers in one organization is a significant benefit for our clients and future developers.”

 

News and Insights

Employee Spotlight: Preston Landry on his career, what makes a strong Oil & Gas team, and what sets Atwell’s team apart

 

Discipline Manager Preston Landry joined Atwell in 2024 and has been working as an important member of our Oil & Gas team, contributing to a wide range of work from managing our process mechanical groups, developing facilities projects, natural gas projects, and more. In this Q&A he shares more about his 13-year career in Oil & Gas, what sets Atwell apart as a company, and what strengths and skills a team needs to be successful in Oil & Gas.

What inspired you to pursue a career in AEC and specifically in the Oil & Gas Market?

Growing up in south Louisiana, we had plants and refineries all around us, so I was aware of the industry. In high school, my favorite subject was chemistry and I was naturally strong in math. Engineering felt like the perfect way to combine both. In college, I pursued biological engineering and interned in the Oil & Gas sector. That internship was a great experience and set me on this career path.

What do you do as a Discipline Manager at Atwell?

I serve as the manager of the process mechanical group, which keeps me very busy with a variety of projects ranging from natural gas projects, pipelines, carbon captures, metering, designing steam projects, and more. I work on a team of seven, and my role is to set the direction and coordinate assignments to keep projects moving smoothly. I also spend a good bit of my time working on facility design and development projects, since I bring solid experience in that area.

What made you choose Atwell?

A company like Atwell offers opportunities to work on such a variety of projects and responsibilities. I realized that I didn’t want to do one thing over and over again. Figuring out the best way to structure a project and different ways to solve problems is really exciting and fun to me. Atwell does so many interesting projects that make it a wonderful place to be for someone who likes doing different things each day.

What skills are critical to being successful in this industry, and how does your team exemplify those skills?

I think teamwork and strong communication skills are essential. We all bring our own strengths and operate independently, but in order to deliver the best outcomes for our clients, collaboration is key. Creativity in problem solving is also important, as well as enthusiasm to figure out a solution to different challenges. Sometimes we need to think creatively and come up with solutions, and doing that as a team is where we provide such value. Everyone is willing to help and jump in to deliver a great solution as a team.

What do you wish more people knew about the work your team does to help clients?

We have a dynamic team that can figure almost anything related to Oil & Gas. I believe that our engineers truly can solve anything that a client might face and we’re very proud of that mindset of determination to help our clients through any situation. As far as specific projects, we have long-standing strength in pipeline efforts, and we are really growing and doing great work on facilities projects as well, since several of us have that background and experience.

What is a career goal that you’ve set for yourself?

I’d like to continue to expand and build what the team is doing right now. I think we can continue to drive growth and tackle new types of projects well. In the longer term, I’d like to pursue more opportunities in project management and leadership that really enhance how I approach projects as I continue to grow in my career.

What is something your colleagues may not know about you?

I love being active and enjoy a lot of different sports and activities. I was actually offered a soccer scholarship for college and continue to play volleyball each week. I’ve also gotten more into golf and was extremely fortunate to attend the Masters Tournament down in Augusta, Georgia this year, and it was an amazing place to see.

News and Insights

5 ways an owner’s representative contributes to effective and efficient construction projects

 

By Robert Mitchell

When embarking on a construction management project, whether commercial expansion, renewable energy development, or a public works infrastructure project, owners face a multitude of challenges. There are hundreds of moving parts and deliverables that all impact the budget and timeline while requiring strict oversight to ensure quality and compliance with regulations. This is where an owner’s representative, or owner’s rep, becomes an invaluable asset.

How does an owner’s representative support a project?

An owner’s rep is a professional who acts on behalf of the owner to oversee and manage all aspects of a construction project. Their role is to bridge the gap between the owner and the various stakeholders involved, including architects, contractors, engineers, and regulatory bodies.

At Atwell, our owner’s representatives accomplish their responsibilities and client expectations in partnership with a number of professionals and subject matter experts who provide additional, extensive project support. Our team is comprised of experienced, multidisciplinary professionals across the country who bring their personal skills and history to clients when we serve in this role, contributing services such as permitting, environmental, surveying, and engineering.

When I am acting as an owner’s representative on a project, my goal is to ensure that the project aligns with the owner’s vision, budget, and schedule while mitigating risks and managing any technical details that could otherwise be overlooked.

Advantages of having an owner’s representative

1. Expert project management

One of the most significant advantages of hiring an owner’s rep is the added expertise in project management. Construction projects involve countless moving parts, and without careful coordination, delays and cost overruns can become common. Owner’s representatives offer a structured approach, implementing best practices in planning, scheduling, and execution to keep the project on track.

When working on a job site, I develop and monitor project schedules, ensure constant coordinated communication among stakeholders, and proactively identify potential bottlenecks before they can escalate into significant issues. I have found that our clients appreciate the deep industry experience and ability to adapt to the varying needs and demands of a project when we offer our owner’s rep services.

2. Effective communication and stakeholder coordination

A construction project involves a multitude of stakeholders, each with their own priorities and responsibilities. Miscommunication among these parties can lead to costly errors and project delays. I believe this is one of the most important and valuable functions of an owner’s rep—fostering and ensuring clear communication.

On a large project, there may be hundreds of people working together at any given time, and the chance for miscommunication is significant. The owner’s rep acts as the nucleus of project communication, ensuring that everyone is aligned, well-coordinated, and that information is flowing efficiently. We facilitate meetings, provide regular project updates, and resolve any conflicts that may come up between professionals that have different areas of focus on a job. Each day, I set up plans across the project to keep a job pushing forward. At times, I may even have to revise plans and reassign roles multiple times in one day as we constantly evaluate the project’s progress and what needs to happen next.

I recall a recent experience where we were tasked with supporting a solar energy project that, at peak, involved over 700 professionals on-site for this major effort. Managing the massive requirements to complete a project that generates up to 720 MWp (megawatt peak) takes constant monitoring, field experience, and proficiency, along with a commitment to innovative collaboration. This level of coordination can be challenging, but is critical in ensuring that decisions are made promptly and that the project continues to move smoothly.

3. Budget management and guidance to meet challenges

Large projects are often challenged with cost overruns—an unfortunate, yet common, issue that comes up in our industry. Whether it’s due to unforeseen site conditions, design changes, or permitting issues, costs can quickly change and fall out of the initial scope as planned. An owner’s rep plays a crucial role in budget oversight by reviewing contracts, monitoring expenses, and ensuring that financial decisions align with the owner’s best interests.

When done well, there are opportunities to help identify cost-saving opportunities without compromising quality. Owners depend on us to utilize our experience—and sometimes our creativity—to ensure that they are making reasonable, informed decisions.

4. Risk mitigation and problem solving

Construction inherently involves risks, from legal and regulatory challenges to safety concerns and construction defects. An owner’s rep is well-versed in identifying and mitigating these risks. They ensure compliance with building codes, zoning laws, and safety regulations, reducing the likelihood of legal complications.

Additionally, they have the expertise to handle unforeseen challenges that may arise, such as material shortages, labor disputes, or design inconsistencies. By proactively addressing these issues, an owner’s rep minimizes project disruptions and keeps progress on track.

5. Quality assurance

Delivering a high-quality project that meets industry standards is a primary concern for any owner. However, without technical expertise, evaluating the quality of workmanship, materials, and construction methods can be challenging.

An owner’s rep ensures quality control by conducting regular site inspections, reviewing contractor performance, and enforcing compliance with specifications and contract terms. Their presence guarantees that shortcuts are not taken, and that the final product meets the owner’s expectations.

An owner’s representative early involvement produces the best returns

Having an owner’s rep in any project is always an advantage, regardless of the project’s size and complexity. I believe that any project with significant financial investment, regulatory challenges, or multiple stakeholders would benefit from an on-site expert with strong management expertise.

It’s ideal to bring on an owner’s rep early in the project. Being involved during the planning and design phase ensures that we can support and provide input on key decisions from the beginning, setting the project up for success.

For owners looking to navigate the complexities of construction with confidence and peace of mind, adding an experienced owner’s representative is a strategic decision that can ultimately lead to a smoother, more efficient project.

About the Author

Robert Mitchell

Construction Manager

Robert Mitchell is a Construction Manager at Atwell and a seasoned professional with 25 years of experience in construction and maintenance projects across the United States. He is extremely well-versed in understanding the resources, processes, and skills necessary to execute successful construction projects, particularly in electrical energy distribution and generation. In this article, he outlines the advantages of including an owner’s representative to better support clients and their projects with more efficiency, higher quality, and fewer risks.