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Driving efficiency and success: Navigating the divide between project and program management

 

By Courtney Schmidt and Tracey Dubuque

In today’s fast-paced business environment, effectively managing multiple projects is key to staying competitive. But when should you focus on managing a single project versus overseeing a broader program? Through our collective experience, we’ve found that many clients struggle to answer this question—often because the distinction between project management and program management isn’t entirely clear.

Although these terms are often used interchangeably, they represent distinct functions with unique goals and responsibilities, and understanding each term can elevate your organization’s success. Recognizing the differences between project and program management can help streamline processes, optimize resources, and achieve strategic objectives.

What is project management?

Project management refers to the process of planning, executing, monitoring, and closing a specific task or set of tasks within defined constraints, such as scope, timeline, and budget. A project is a temporary endeavor with a clear aim to produce a unique product, service, or result.

Key characteristics of project management:

  • Defined Scope: Projects have a clear start and end date with specific deliverables.
  • Time-Bound: Projects are completed within a set timeframe.
  • Resource Allocation: Teams and budgets are allocated efficiently to meet project goals.
  • Success Metrics: A project’s success is measured by whether it meets its objectives on time and within budget.

What is program management?

Program management, by contrast, involves overseeing multiple related projects that align with broader organizational goals. A program is a group of interconnected projects managed cohesively to achieve benefits greater than managing them separately.

Key characteristics of program management

  • Strategic Focus: Programs align with long-term business objectives rather than individual project goals.
  • Interdependencies: Projects within a program are interconnected and managed collectively to optimize performance.
  • Resource Coordination: Program managers allocate resources across projects to ensure synergy and efficiency.
  • Continuous Evolution: Unlike projects, programs may evolve over time to adapt to changing business needs.
  • Risk and Complexity Management: Program managers are responsible for navigating high-stakes initiatives involving contractual complexity, shifting priorities, and multi-year delivery horizons.

Understanding the differences between project management and program management

As you can see in the table below, both disciplines have a focus, scope, timeframe, management level, and success criteria. Understanding these differences is crucial for selecting the right management approach for your organization’s needs.

Distinctive project management and program management is becoming the new norm

When we think back to how the renewable industry operated 20+ years ago, it’s clear how much things have evolved. In the early days, it was common for clients to take a piecemeal approach—hiring multiple consultants to handle discrete tasks. While that might have seemed efficient at first glance, it often limited the consultant’s ability to truly add value. Without a broader view of the project or the continuity between tasks, it was difficult to anticipate issues, streamline processes, or provide strategic guidance.

Working with a full-service firm like Atwell, which offers integrated program-level support, allows for a more cohesive and effective approach. We’re able to deliver real value not just through technical execution, but by maintaining consistency, reducing gaps in communication, and improving cost efficiency over the life of a project.

This model is becoming the new norm—and for good reason. It helps clients simplify their day-to-day operations, reduces the need for excessive coordination and outreach, and ensures that critical details don’t fall through the cracks. What may look like savings by “nickel and diming” in the early stages often ends up costing far more in the long run—whether through delays, change orders, or missed opportunities. The sooner clients are able to identify the kind of management their projects need, the sooner they can achieve more efficient solutions for their work.

Program management also enables the creation of client-centric service models, where continuity of leadership, deep understanding of client priorities, and long-term value creation take precedence over one-off project execution.

Real-world examples of project and program management

To better understand how these principles apply in real-world scenarios, here are a few examples of how both project and program management are used across industries.

Renewable industry: In renewables, project management handles execution, but program management ensures long-term carbon goals and energy strategies stay on track across multiple technologies and locations

  • Project management looks like: Designing and executing a solar farm feasibility study, including engineering, permitting, and procurement.
  • Program management looks like: Coordinating a portfolio of renewable energy initiatives—e.g., solar, wind, battery storage, and RECs—under one client roadmap.
  • Atwell example: Atwell has supported a long-standing client by managing dozens of renewable energy projects across the Midwest, ensuring consistency in siting, permitting, and interconnection efforts while aligning execution with long-term clean energy targets.

Transmission industry: With grid reliability and regulatory pressure increasing, firms must align multiple infrastructure projects into cohesive programs that meet state/federal mandates and clean energy integration goals.

  • Project management looks like: Upgrading a 10-mile segment of high-voltage transmission with specific milestones for design, permitting, and construction
  • Program management looks like: Modernizing a regional or national transmission grid through multiple upgrades: substations, grid tech, energy storage, corridor expansions
  • Atwell example: Atwell manages multiple reconductoring and greenfield transmission projects across the Midwest for utility clients, integrating environmental, engineering, and land services under a cohesive capital program to meet state and federal clean energy standards.

Data centers: Tech companies benefit from program management to balance speed, sustainability, and standardization across data center portfolios as demand surges.

  • Project management looks like: Constructing a new 100MW hyperscale data center including site development, MEP coordination, and commissioning.
  • Program management looks like: Executing a multi-site global expansion effort that includes new builds, legacy retrofits, cooling upgrades, and renewable integration.
  • Atwell example: Atwell supports confidential clients in managing site selection, permitting, utility coordination, and civil design across their data center portfolios, streamlining timelines and applying consistent standards across geographically dispersed sites. Program management supports scalability—especially for clients expanding rapidly or managing geographically dispersed assets—by building repeatable frameworks that reduce ramp-up time and standardize execution.

Oil & Gas industry: In a highly regulated space, program management offers the visibility and agility needed to ensure all projects align with ESG goals and stakeholder expectations.

  • Project management looks like: Decommissioning a single pipeline segment with environmental monitoring and restoration.
  • Program management looks like: Overseeing a long-term environmental compliance program across multiple assets, including permitting, remediation, and reporting
  • Atwell example: Atwell supports our oil and gas pipeline clients across multiple states by integrating permitting, environmental compliance, and GIS tracking into day-to-day operations. For instance, we’ve helped clients navigate complex wetland and endangered species reviews, coordinated with state and federal agencies to secure timely approvals, and used GIS tools to track asset conditions and compliance milestones over time, ensuring operations stay efficient and aligned with evolving regulations.

Utilities: Program management ensures seamless coordination across operational silos and regulatory timelines, unlocking broader ratepayer benefits.

  • Project management looks like: Implementing AMI (Advanced Metering Infrastructure) in one city.
  • Program management looks like: Rolling out grid modernization across a statewide service area with overlapping tech, regulatory, and customer service projects.
  • Atwell example: Atwell works with our utility clients to deliver grid modernization programs by combining GIS mapping, environmental planning, and stakeholder outreach in a way that keeps projects on track—even under tight timelines and shifting regulatory requirements. Integrated program oversight often includes portfolio-level analytics, GIS mapping, and performance dashboards that offer real-time visibility into progress, risk, and resource allocation.

Make the best management decision for your needs

Choosing between project management and program management—or knowing when to deploy both—can significantly impact the success of your initiative. Project management is ideal when there’s a clearly defined scope, timeline, and deliverable, such as a site-specific solar development or a data center build. Program management, on the other hand, is better suited for organizations managing a portfolio of interrelated projects that must align with strategic objectives. In many cases, the best results come from integrating both approaches.

We’ve found that organizations that implement program management often gain greater cross-functional visibility, more effective resource allocation, and stronger alignment with long-term goals. At Atwell, we’ve advised clients across renewables, utilities, and linear infrastructure on how to balance project-level execution with program-level strategy. This dual lens allows our partners to not only deliver on immediate milestones but also ensure scalability, compliance, and sustained value across multiple initiatives.

The shift toward more integrated partnerships has been one of the most positive developments we’ve seen in the industry, and we believe it’s setting a new standard for how successful projects get done. Understanding the difference between project and program management empowers organizations—whether in consulting, renewable energy, or data center development—to adopt the right strategy for their unique needs. Whether your focus is on delivering a single asset or coordinating a complex, multi-year capital program, the right management structure improves efficiency, mitigates risk, and drives long-term success.

About the Author

Courtney Schmidt

Vice President

Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.

About the Author

Tracey Dubuque

Vice President

Tracey supports the strategic growth, operational management, and client relationship development across the renewable energy sector at Atwell. With 26 years of experience ranging from a professional civil engineer and project management to program manager, she applies her expertise toward providing program management oversight for extensive, multifaceted development programs.

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.

News and Insights

Why renewable energy feels right at home in rural America

 

By Danielle Peoples

Across rural America, land is more than geography—it’s heritage. It carries the weight of family legacies, hard work, and deep community ties. As renewable energy projects expand across the country, they bring with them not just innovation, but an opportunity to partner with rural communities in a way that respects history, supports local economies, and builds a more secure future.

When it comes to strengthening relationships between energy developers and rural communities, there’s no “one-size-fits-all” approach. Every family farm and small town has its own identity, its own priorities. But through our years of working side-by-side with landowners and local leaders, we’ve found common ground: a shared commitment to stewardship, economic opportunity, and independence.

Honoring property rights and family legacy

In rural communities, property rights aren’t just a legal matter—they’re a point of pride. A family farm may have been passed down through generations, representing not just a livelihood, but a legacy. That’s why any conversation about renewable energy must begin with respect for ownership and autonomy.

When done right, renewable projects can be tailored to fit into that legacy—giving landowners the choice to lease part of their acreage for solar panels or wind turbines while continuing traditional uses like grazing or crop rotation. The goal is never to replace farming, but to enhance it with new income streams that help preserve the land for the next generation.

Yes, seeing wind turbines or solar panels on familiar fields may feel like a change—and it’s a change that can keep families rooted in their land, instead of having to sell it off during hard times.

Strengthening rural economies, sustainably

Small towns often face tough financial trade-offs. A limited tax base can mean difficult decisions about school funding, road repairs, or emergency services. Renewable energy projects can offer a way forward—bringing significant contributions to local budgets without placing strain on infrastructure.

Unlike large industrial developments that require new roads, water systems, or expanded services, renewable installations fit into the existing fabric of a rural town. And the financial impact can be transformative. In some areas, tax revenue from wind or solar farms has helped keep local libraries open, funded volunteer fire departments, or allowed communities to avoid raising taxes.

It’s a model of growth that doesn’t overwhelm—it strengthens what’s already there.

Building energy independence, one town at a time

Rural communities know a thing or two about resilience. But with unpredictable weather, shifting markets, and uncertain crop yields, financial stability can sometimes feel just out of reach. Renewable energy offers something solid—an added layer of income that doesn’t depend on rainfall or commodity prices.

Imagine solar panels quietly generating power while cattle graze in the shade they provide. Picture a line of wind turbines spinning steadily in the distance, helping to power thousands of homes—and provide dependable lease payments to the landowners beneath them.

By producing energy locally, rural communities contribute to national energy independence while creating new opportunities at home. It’s not just about clean power—it’s about lasting security for the people who keep America running.

Community comes first

For me, this work is personal. I grew up in rural communities across the Southeast, where the pace was slower, the people were proud, and the land meant something more than just acreage—it meant home. My mom has worked for the county extension office for decades, and I saw firsthand how real change happens: not through big announcements, but through porch conversations, dropping off soil samples, and people showing up for each other.

These days, my local friends are beef cattle farmers and beekeepers. I still feel most at ease when I can bring a downhome approach to my work—listening first, talking straight, and respecting the folks who know their land better than anyone else.

That’s why I believe renewable energy can be a good fit for rural communities—not because someone from the outside says so, but because the values align. Independence. Stewardship. Leaving things better than you found them. That’s the heart of it.

I’ve seen what’s possible when we build partnerships rooted in trust, and I know that when we get it right, renewable energy isn’t just a new industry—it’s a way for communities to keep their legacy strong while planning for the future.

About the Author

Danielle Peoples

Project Director for Communications and Stakeholder Engagement

Danielle Peoples is the Project Director for Communications and Stakeholder Engagement. She has more than 13 years of industry experience in strategic engagement, change management, communications, and crisis responses. She is passionate about community engagement and giving back to her community.

News and Insights

Atwell’s rapidly growing Land & Right of Way Solutions team helps clients establish land control to meet development goals

 

Our Land & Right of Way Solutions (Land Solutions) team brings real estate to the forefront of land development by securing the rights that clients need to construct projects. With more than 120 dedicated individuals, the Land Solutions team establishes land control to support client’s future development goals through land and right-of-way, right-of-way support, and research services. Since Atwell started offering right-of-way services in 2007, Land Solutions has grown significantly thanks to the committed team delivering outstanding counsel and collaborating with clients to tackle the dynamic marketplace.

“Consistent with Atwell’s values, our land and right-of-way services stand out due to Atwell’s distinctive approach to consulting services,” said Deb Wilson, Vice President of Land and Right of Way Solutions. “Our intellectual capital is what sets us apart, and we’ve proven our effectiveness to consistently deliver exceptional results for our clients. Since offering Land Solutions services to our clients, we have expanded our work to include utility, pipeline, electrical, and renewable energy markets. Our administrative team further supports community engagement, surface and mineral title abstracting, curative title activities, royalty payments, document preparation, and recording.”

The history of the Land Solutions team within Atwell is the embodiment of organic growth centered on meeting client needs driven by the entrepreneurial spirit that defines the Atwell culture. Land Solution’s history parallels a start-up company, embedded within the organization to fill a critical niche at a time of significant growth, change, and challenge. In 2006, the organization experienced significant national growth, with leadership identifying Land Solutions’ core services as highly compatible with emerging markets, particularly within the power sector. With the increase of state policies driving renewable energy development, Atwell was steadfast to enter this emerging market.

Driven by leadership’s pursuit of new opportunities, individuals from diverse career backgrounds united inside the organization to develop a range of services designed to acutely address a rising national demand. Like any start-up, in the early years, Land Solutions faced higher levels of uncertainty, particularly in our entry market where we faced the ebbs and flows of federal and state policy. Fortunately, the highly skilled Atwell staff possessed unwavering determination, the trust of our clients, and a leadership team with an innate ability to manage risk.

Today, the Land Solutions team continues to be responsive to our clients’ evolving challenges and follows the ideals of the organization to add value to our daily work. “Atwell’s clients have benefitted from our continued expansion in this area as we can truly say Atwell can provide all the necessary development services within one organization. By including our subsidiaries Strategic Construction Solutions and RVi Planning + Landscape Architecture, we can incorporate all the best of industry practices,” added Wilson.

Organic growth within an organization often takes an enormous amount of dedication by staff to focus on the vision, develop their skill, adapt processes to evolving markets, and understand policy. The benefit is immeasurable in the level of acumen staff bring to their clients derived from all that is gained through the growth process. “Rarely does an employee have the benefit of building a start-up idea into a primary service sector within an organization,” said Wilson. “The opportunity to take part in the process and growth is absolutely career-defining, and I look forward to the future of my team and the valuable work we do for our clients.”

Our work in evolving markets continues to grow, and we look forward to helping guide clients through all of their future land and right-of-way needs. Given the future of the energy market, we’re excited about the role the Land Solutions team will play in adding value to our clients’ projects for decades to come.

 

News and Insights

Key considerations when identifying a data center location, and why Michigan may be the new hotspot in the market

 

By Jason Utton and Courtney Schmidt

The rapid growth of the digital economy has intensified the need for strategic data center locations that meet operational, economic, and sustainability requirements.  Selecting a site for a data center involves evaluating a multitude of factors, including proximity to reliable power, access to cooling systems, real estate viability, fiber connectivity and scalability.  Balancing these considerations is essential for ensuring long-term success.

Michigan: Poised to become a data center destination

Michigan’s trajectory as a potential data center hub has been bolstered by recent legislative action.  The Michigan Legislature has passed a bill offering significant tax incentives to attract large data centers, placing the state in direct competition with others that already host major tech investments.

The new legislation exempts enterprise data centers from sales and use taxes on equipment until at least 2050, with an extension to 2065 for facilities developed on brownfield sites. To qualify, operators must invest a minimum of $250 million and create at least 30 jobs paying 150% of the local median wage. These measures align Michigan with 30 other states offering similar tax breaks.

Why Michigan? Key advantages for data centers

1. Reliable and diverse energy supply

Michigan’s diverse energy portfolio includes renewable sources such as wind, solar, and hydropower, alongside traditional natural gas and nuclear energy. Access to robust backup systems and expanding grid infrastructure positions the state as a reliable partner for power-intensive data center operations.

2. Abundant water resources

Cooling remains one of the largest operational challenges for data centers, with many facilities requiring millions of gallons of water daily. Michigan’s extensive freshwater resources provide a natural advantage, enabling the adoption of sustainable cooling systems without straining local water supplies.

3. Strategic tax incentives

The recent tax incentives significantly lower the cost of doing business, making Michigan more competitive for hyperscalers like Google, Meta, and Microsoft. These incentives also support investments in brownfield redevelopment, aligning economic growth with environmental remediation.

4. Expanding fiber infrastructure

High-speed fiber connectivity is critical for data centers, and Michigan’s ongoing investments in its telecommunications infrastructure enhance its attractiveness to operators requiring redundancy and low latency.

Balancing opportunities and challenges

While Michigan offers numerous advantages, challenges remain. Critics of the new legislation point to the substantial energy and water consumption of data centers, which could impact Michigan’s clean energy goals. Large facilities often consume between one million and five million gallons of water daily and require vast amounts of electricity. However, these challenges also present opportunities for innovation.

By integrating renewable energy sources and water recycling technologies, Michigan has the chance to position itself as a leader in sustainable data center operations. Utilities and developers could modernize the electrical grid, expand renewable capacity, and invest in advanced cooling systems that minimize environmental impact.

Key considerations when identifying a data center location

The decision-making process for selecting data center locations revolves around four primary factors:

1. Reliable energy and connectivity

Consistent energy supply, access to multiple ISPs, and redundant connectivity paths are non-negotiables for uninterrupted operations. Michigan’s energy infrastructure and expanding fiber network meet these demands.

2. Stable climate and natural disaster risk

Michigan’s low risk for earthquakes, hurricanes, and floods provides a stable environment for data centers, minimizing downtime risks. The state’s climate also supports free-cooling technologies, further reducing operational costs.

3. Infrastructure and scalability

Proximity to clients, robust utility access, and physical space for expansion are critical. Michigan’s combination of abundant land and natural resources ensures long-term scalability for operators.

4. Regulatory environment and security

Michigan’s political stability and new tax incentives create a favorable regulatory climate. With the rise of data privacy concerns, operators in Michigan can align with Uptime Institute standards, LEED certifications, and other compliance frameworks.

The future of mission critical development in Michigan

As Michigan positions itself to attract large-scale data center projects, the state stands at the intersection of technology, sustainability, and economic growth. The incentives provided by the recent legislation, coupled with Michigan’s natural advantages, pave the way for transformative investments in the digital infrastructure sector.

Atwell is uniquely equipped to guide clients through the complexities of mission-critical development. Our Mission Critical Advisory Board leverages Atwell’s national reach, technical expertise, and strategic relationships to offer innovative solutions tailored to this dynamic market.

Looking ahead, our 2025 Mission Critical Summit will bring together leaders from power providers, government agencies, construction management firms, and industry hyperscalers to discuss strategies for driving growth and innovation.

As a firm with deep roots in Michigan, Atwell is proud to support the state’s emergence as a hub for mission-critical infrastructure.  By integrating sustainability, scalability, and economic impact into our approach, we are helping Michigan, and our clients, realize the potential of a data-driven future.

 

About the Author

Jason Utton

Senior Vice President

Senior Vice President of Atwell’s Power Group, Jason Utton has been developing renewable energy projects for more than 17 years, with experience in wind, solar, and battery storage projects across the country. He currently provides large scale investment and development clients with business goal setting, renewable portfolio optimization, and capital deployment strategies.

About the Author

Courtney Schmidt

Vice President

Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.

News and Insights

Atwell leader insights of 2024: Continuously innovating, building, and improving

 

2024 has been full of significant social, environmental, political, and technological developments that have affected all corners of the AEC industry. Through them all, Atwell has remained committed to serving our clients, supporting our communities, and producing high-quality work thanks to the knowledge, advice, and extensive experience of our teams and their leaders. Their insights and ideas have not only educated others about important issues in our industry, but have also played a role in driving positive change, innovation, and thought-provoking conversations. Here’s a review of the industry news and insights that our leaders shared in 2024:

With January being a popular time for goalsetting, Deb Wilson, Vice President of Land Solutions, applied her 25 years of industry experience toward outlining valuable career advice for people navigating their career in the AEC industry.

In February, Senior Director Jesse Zellmer explained the vital role of make-ready utility work in fiber expansion. With an unprecedented level of fiber deployment in 2023, his timely insights gave clarity to the importance and power of collaboration between key entities in the utility sector. We also looked into the complicated permitting process in Maryland, and how developing and maintaining relationships at various municipal levels is essential to successful permitting.

In April, Danielle Peoples, Project Director of Communications & Stakeholder Engagement, discussed the advantages of proactively engaging with and understanding the communities we work in and how stakeholder engagement reduces risk while increasing community benefits.

In May, we learned about the process, benefits, and best practices of wind repowering from Senior Director Courtney Schmidt, Associate Director Leonard Powell, and Project Manager David Greer.

June brought an exciting update for Maryland surveyors: Thanks to the efforts of Senior Project Manager William Bower and the Government Affairs Committee for the Maryland Society of Surveyors, the Reasonable Access bill was passed in the Maryland General Assembly. Maryland became the 32nd state to either allow private surveyors the right of entry or exempt them from trespass when engaged in land surveying activities. In June, we also learned more about the advantages of an 80/20 wind repower vs. a full wind repower, thanks to the knowledge and insights of Vice President Jason Utton and Senior Director Courtney Schmidt. We rounded out the month with a look into the power and potential of electrification in the Oil & Gas industry, with insights from Senior Project Manager Jake Kapp.

In August, our Land Solutions and Title teams explained the importance of land title research in project success and how developers can select the best Land and Title partner for their needs.

In October, conversations were buzzing about how the next President of the United States could impact various industries, including the energy sector. Vice President Jason Utton discussed how the results 2024 presidential election could result in different scenarios and outcomes for energy clients and legislation.

In November, we learned from Senior Director Danielle Peoples why it is essential for both the client and the community to prioritize community engagement in project development. November also gave us information on how AI data centers are reshaping the energy grid and what developers can do to get ahead of this. Director Travis Bousquet, Director Scott Perrie, and Senior Director Courtney Schmidt explained how the future of data centers is linked to the evolution of the energy infrastructure that powers them. We closed the month with ideas from Christian Hoelsken, Associate Project manager, on how utilities can drive grid modernization, which is necessary for stabilizing and supporting the energy grid in the future.

In December, Chief Operating Officer Dan McNulty reflected on Atwell’s growth and diversification in 2024, our continued emphasis on employee morale and company culture, and the various ways we’ve supported the development and growth of our people and our clients. He also shared why working in the mission critical space will be essential in 2025, opportunities in public and private infrastructure projects, and the launch of Atwell’s corporate giving initiatives.

 

We are proud of the valuable insights and perspectives that our leaders have shared about our industry, and hope that the information will be an asset and resource to clients, peers, and anyone curious about AEC topics. We look forward to continuing the conversations and connections in 2025!

News and Insights

7 ideas that utilities can implement to drive grid modernization

 

The modernization needed to stabilize and support the energy grid impacts everyone connected to and benefitting from the grid. From utilities to the consumers, reliable and safe energy is a shared goal. After many years of work in the field and experience with new technologies, I’ve seen how utilities and clients integrate certain strategies to the benefit of the grid and their customers.

While modernizing the grid won’t happen overnight, it will remain a pivotal conversation in the coming months and years. In the meantime, I wanted to share seven components for increasing energy reliability and cost savings that utilities can implement right away.

1. Assessment of current infrastructure

First and foremost, in any modernization project, assessing the state of the current infrastructure provides the foundation to build upon. There are key challenges that need to be addressed, but understanding whether wire sizes and poles can handle the increasing demand or need to be replaced entirely is step one. New regional industries will stress the grid and only demand more from the current systems. The infrastructure in place today may be able to support the next few years, but will it be able to support rapid expansion in areas like Colorado and the Midwest? Assessments will give us insights that will lead to informed decisions when modernizing.

2. Material upgrades to current infrastructure

One important aspect of modernizing the power grid is improving the current infrastructure with newer, more resilient materials. Replacing aging components, such as outdated power lines and sectionalizing devices, with higher-performance materials can significantly reduce energy loss and maintenance costs. The use of composite materials for power poles can improve long term feasibility, and upgrades to wire size and type can minimize power loss over long distances. Upgrading these materials not only boosts grid performance but also extends the operational lifespan of the infrastructure, reducing the frequency of costly repairs and downtime.

3. Tree trimming maintenance
Tree trimming remains a significant challenge for utilities delivering energy through overhead power lines across the country. When tree trimming isn’t maintained, frequent outages and storm-related damages become not only likely but guaranteed. Knowing this is the inevitable outcome, protective methods can be put in place to prevent outages. Providing adequate space between the power line and the tree will give the wire space to move with the wind without slapping against a tree. Customers may be protective of their trees, but a downed tree and a downed powerline only cause more stress in the aftermath of a storm. This doesn’t have to be the reality; through appropriate tree trimming and maintenance, we can prevent power line damage and provide more consistent service.

4. Tree wire installation
The use of tree wire is growing in popularity across the country. While tree wire is a conductor, it delivers power while protected in an insulated casing. This method of protection and prevention is increasing in states like California, where wildfires are a norm, but the speed and intensity of the fires cause more damage each season. Tree wires can prevent fires and outages caused by tree limbs coming into contact with power lines.

5. The use of smart grid technologies
From a more technological perspective, I’m seeing the implementation and use of Smart Meters, Reclosers, and other smart grid technologies to improve grid management. These technologies are placed on the front lines of user homes but can be managed and manipulated from a distance to provide real-time data, monitoring, and fewer field visits. This not only reduces the cost for utilities, but it also reduces outage time and the physical risk to the field staff.

6. Gathering data for strategic planning
SCADA systems are providing us with more insight and more control than ever before. These systems collect real-time data, automate processes, and provide operators with tools to efficiently control and optimize operation. In an electric grid, SCADA systems allow operators to monitor grid voltage, current, and power distribution in real-time, making it easier to detect and respond to issues quickly.

The data collected can help utilities understand where the grid can be more optimized and exactly where and when an outage began. However, like many things in the data revolution, there are benefits and perceived downsides to the technology. Many customers may feel like their privacy and security are lessened if their utility company can see how much power they are using and when they’re using it. Utility companies will have to weigh the benefits for the end user against possible privacy concerns.

7. Encourage growth of Distributed Energy Resources (DERS)
Distributed Energy Resources (DERs) offer significant benefits to the grid by enhancing reliability, efficiency, and flexibility. DERs, such as solar panels, wind turbines, and small-scale battery storage systems, are often located closer to the point of consumption. This helps reduce transmission losses and can provide backup power in case of grid failures. In the event of a power outage or natural disaster, DERs can operate independently, ensuring a continuous power supply to critical infrastructure or communities. When DERs are integrated into the grid, they help distribute the load and reduce the strain on the central grid. This lowers the risk of widespread blackouts caused by a single failure at a central power plant or substation.

A need for practical, phased solutions that incorporate cutting-edge technology
From my experience working with utilities, here’s what’s working: proper assessment of current infrastructure, upgrades made to the infrastructure, and integration of new technology into the grid. These may seem like simple suggestions, but providing more reliability and identifying exactly where the grid can already support the energy needs of the area is the most cost-effective and least labor-intensive option. This will only provide more insight into where the initial effort should be focused.

The challenge, however, is in managing customer expectations and ensuring long-term grid resilience. A practical, phased approach to modernizing a stressed grid system is likely our best path forward. The future of grid modernization is bright, but it will require a balance between cutting-edge technology and on-the-ground solutions.

About the Author

Christian Hoelsken

Associate Project Manager

Christian Hoelsken is an Associate Project Manager with more than 7 years in the industry. His extensive experience in distribution design gibes him a unique ability to bridge the gap between utility companies and the customer. Outside of his work, you’ll find Christian cooking, reading, and exploring the great outdoors in his home community of Denver, Colorado.

News and Insights

How AI data centers are reshaping the energy grid and what developers can do to get ahead of it

 

As the world embraces the rapid evolution of AI, the infrastructure behind it – data centers – has become a critical force shaping power demand. Those involved in developing and operating these centers are witnessing firsthand the challenges and opportunities that come with providing the amount of power required to sustain the required energy needs. We’re seeing this demand first-hand as we work with our clients developing data centers across the country.

From speed-driven development to navigating complex supply chains and regulatory obstacles, data centers are not just reshaping technology, but also rewriting the rules for energy demand and distribution.

The growing demand for power

Data centers, particularly those supporting AI systems, have triggered an unprecedented surge in energy demand that few foresaw even two years ago. This rapid growth in demand is outpacing the available power supply, creating significant bottlenecks for both the energy grid and data center developers.

One key reason for this mismatch is that many regions simply don’t have the infrastructure to handle such large-scale energy consumption. The challenge isn’t just securing enough power; it’s transporting that power to the data centers in a reliable and efficient manner.

Additionally, the power needed by data centers is not easily scalable within existing grids, causing delays in construction and operation timelines. Even when developers partner with utilities and other energy providers, the infrastructure upgrades required to handle these loads often take years, while demand is growing exponentially. This supply-and-demand imbalance is now a central concern in the energy and tech sectors, as the race to power AI-driven facilities intensifies.

Speed over cost: The pressure to deliver

Data centers are built with one goal in mind: getting operational as quickly as possible. Developers are relying on temporary generation (diesel or similar) to power buildings before they can get connected to the grid, and consultants with a suite of services can assist in guiding them through the process.

While this speed-to-market solution is not sustainable long-term, it allows data centers to come online quickly and start serving clients. These temporary measures reflect a broader trend in the industry, where the pressure to launch often outweighs the initial costs of development.

One of the major hurdles facing data centers is the availability of critical equipment. High-voltage electrical components – necessary for the massive energy demands of these centers – often have lead times of well over a year due to supply chain bottlenecks. This supply chain issue means that even when developers secure the necessary power, they may face delays in getting their data centers fully operational. As a result, many projects are being fast-tracked. Atwell is often leveraging national supplier relationships to ensure developers’ essential equipment arrives as quickly as possible. .

Delays in bringing a data center online can result in lost revenue opportunities, unserved demand, and weakened competitive positioning. Speed-to-market is crucial, and this collaborative effort is essential to meet customer demand, mitigate potential revenue loss, and ensure business continuity.

Self-generation and grid expansion

Given the challenges of sourcing power from the traditional grid, some developers are exploring alternative solutions. Self-generation of power – whether through natural gas or renewable sources – has become an increasingly viable option for data centers coming online quickly. Atwell can assist developers in identifying and implementing self-generation solutions by providing comprehensive site analysis and feasibility studies. Further, Atwell’s expertise in navigating regulatory approvals, interconnection support, and securing permits accelerates project timelines, helping developers bring energy solutions online more quickly.

Grid expansion remains a key focus for the long-term success of data centers. Developers are pushing for new transmission lines and infrastructure improvements to support the growing electricity demand. Working with public utilities and regulators, they are exploring ways to expand the grid without passing on the costs to local ratepayers. Atwell has the ability to do injection studies where we work with the utility provider to find an acceptable locations.

The sustainability question

While speed and efficiency are the primary drivers of data center development, sustainability is an increasingly important factor. Many developers are exploring ways to reduce the carbon footprint of their facilities, whether through renewable energy or improved efficiency measures. Federal incentives and tax credits are helping to make these initiatives more attractive, encouraging developers to incorporate green technologies into their plans.

The transition to sustainable energy sources is not without its challenges. Renewable energy projects take time to develop, and the supply chain constraints affecting traditional power infrastructure also impact green technologies. In the short term, many AI data centers will continue to rely on non-renewable power sources, such as diesel generators, until the grid can support their long-term sustainability goals.

Many developers are exploring ways to reduce the carbon footprint of their facilities through renewable energy and other measures. 

The road ahead

The future of data centers is inextricably linked to the evolution of the energy infrastructure that powers them. As demand continues to grow, it’s clear that the traditional grid alone cannot keep pace with the speed and scale required. This presents an urgent need for investment in grid expansion and modernization. Atwell is uniquely positioned to help developers navigate this dynamic landscape by providing the expertise needed to accelerate project timelines and secure reliable energy solutions.

As we move forward, the challenge will be in striking a balance between immediate power needs and long-term sustainability goals. The AI-driven energy needs show no signs of slowing down, and the race to build energy infrastructure to support it is more critical than ever. With a deep understanding of both the technical and regulatory aspects of power and energy, Atwell is committed to guiding our clients through this period of rapid transformation.

About the Author

Travis Bousquet

Director

With more than 30 years of experience, Travis oversees land development projects for various clients, from planning and design to entitlement and permitting. He is passionate about creating sustainable and innovative designs that enhance the communities and environments where we work.

About the Author

Scott Perrie

Director, Strategic Construction Solutions

With more than 20 years of specialized experience in the power and energy markets, Scott’s expertise includes designing renewable energy collector and substation systems, conducting power system studies, and managing underground and overhead distribution and transmission. He currently oversees various activities for the EPC team at Strategic Construction Solutions, including engineering, equipment procurement and providing technical support during construction. He has served as Lead Engineer for more than 2,000 MW of renewable energy projects across the US and Canada.

About the Author

Courtney Schmidt

Vice President

Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.

News and Insights

GIS Day 2025: Connecting the dots through GIS

 

GIS means connection. GIS (Geographic Information System) connects data by leveraging the spatial component of information, allowing for the integration, analysis, and visualization of diverse datasets to gain insights into geographic patterns and relationships. At Atwell, our projects rely on data, and we use GIS to collect and manage the data so we can interpret it and keep our clients informed in real-time.

GIS gives us the ability to manage multiple layers of data collection from both the natural environment – such as water courses, water bodies, wetlands, and species – to the built environment – such as buildings, roads, solar, wind, transmission – and more, within the same system. We can leverage whatever combination of data gathered from the field, mined online, or other product data and display it all on top of each other to help inform decisions.

Our team of GIS experts provides both internal support to our teams and external support directly to our clients. Whether we’re supporting our land development, natural resources, or our environmental clients, our GIS team is working to ensure their data reflects the most up-to-date and accurate numbers to minimize risk and maximize opportunities for our clients.

This year’s GIS Day theme highlights how GIS technology has changed the way we perceive, navigate, and shape our world. It shows how combining human creativity with technology helps us discover hidden trends, support sustainable growth, and make smarter decisions using the power of location data. We’ve used ArcGIS StoryMaps to highlight the evolution of GIS, Atwell’s GIS team, and the GIS trends you can expect in 2025 and beyond.

About the Author

Lauren Federsel

Associate Director

Lauren Federsel is a Geographic Information Systems (GIS) Professional with over 25 years of geospatial experience. She has multiple levels of experience in GIS Management which includes long-term geospatial visioning and strategic planning to keep companies on the forefront of digital technologies.

News and Insights

The power of early and thoughtful community engagement: Reducing risks for developers and community members

 

Danielle Peoples is a Project Director for Communications and Stakeholder Engagement at Atwell. Danielle has a passion for community engagement and getting “boots on the ground” as soon as possible to immerse her team in a community’s priorities and sentiments. In this blog, Danielle shares why it is essential to prioritize community engagement and that while there are best practices, there is no one-size-fits-all approach.

Years ago, I started using a downhome phrase within my project teams that I still pull out today: Follow the Mama Rule. It’s my light-hearted way to encourage team members to slow down and think about the people and places that will be impacted by a project. By thinking about the figurative “Mama” of the community, we can try to empathize about what Mama would want to know:

  1. Tell her the plan and get her thoughts.
  2. If the plan changes, give Mama the update and explanation.
  3. And, importantly, clean up our mess when we’re done and share appreciation for the support.

In our work, the communities we’re connecting with are “Mama”—we want them to know what’s going on, support the process, and keep them informed along the way.

Start early, stay engaged

I’ve never heard the sentiment from a project team that they started community engagement too early; I have heard them commiserate that they started too late. Because the risks and opportunities with community engagement have the potential to make or break a project, it’s ideal to start the community and stakeholder research at the very beginning of a project. Early engagement lays the groundwork for trust, support, long-term benefits, and community-led insights to avoid surprise complications.

Time and again, we’ve seen how this early investment pays dividends over the long-term as stakeholders have a clearer view of the intention and community members feel included in the success of the project. Bringing the community through the evolution and decisions for the project contributes to the trust and inclusion that community members feel.

Research the community thoroughly

With our clients, we often start our scope with community and stakeholder research. This involves seeking to understand the community’s history and current priorities, to identifying community members who are likely to have an influence on people’s attitudes toward the project. Recognizing the decision-makers who can impact the success and timeline for the project’s development is also a vital part of this process. This is the foundational information that helps us design an informed communications and engagement plan with our clients.

How, then, do we go about researching these communities to understand their values, their priorities, and their opinions? We use a two-fold approach to do our research: 1) Desktop research of available public information, and 2) Site visits along with information gathering interviews.

Desktop research involves reading news articles and local history publications, reviewing local government meetings and changes to ordinances and regulations, and reviewing other development and infrastructure projects for benchmarking. We seek to connect the dots with this information to anticipate how synchronizing our communications and initial outreach could build support and meaningful community benefits.

An important part of this research phase is to take the time to go look and go see the community. I remember trying to anticipate traffic concerns that could stem from a project. During a site visit, we realized a large industrial site was already sending dozens of trucks down the same route to the highway. The situational awareness showed that we took the time to understand what was already happening in the community and how our project was part of a much broader experience for stakeholders.

This is also a time to have low-risk, information-gathering conversations with key stakeholders like local government staff, economic developers, and supportive landowners to validate impressions and observations. This is where we identify and begin to manage potential risks and introduce ourselves as people beyond a project name and company logo.

A dynamic, engaging plan is better than a “perfect” plan

I’ve observed a tendency over the years for teams to want to have all the details figured out and questions answered before introducing a project to the community. While the first impression is very important, inviting people to be part of the process of deciding and refining the project is true engagement. Introducing the project and telling the story of why the project is desired is more memorable than all the design details initially. And it can feel somewhat adversarial if people don’t feel like there was an opportunity to give feedback or weigh in on options.

Community-specific tactics that match how people like to receive and share information should be aligned with project milestones and can include one-on-one meetings, group presentations, community meetings and events, fact sheets, visual simulations and tours, and websites. This is another opportunity to invite people to share early on how they’d like to be engaged throughout the project.

Perfection of all the answers you think you should have for the project introduction is not as important as a demonstrated ability to engage with community members, listen and hear their concerns, and respond in a timely manner. As project timelines and expectations are better informed with feedback, the engagement strategy should be updated and discussed amongst the project team dynamically to reflect this.

When we suggest stakeholders should be made aware of changes, that especially includes the community. Trust is broken more easily than it is built, and if the trust of a community is broken due to lack of communication, the risks to long-term success will only increase.

Consistency and proactivity benefits everyone

Throughout my career, I’ve learned that something as simple as showing up consistently with the same people, the same faces, and being timely in responses can make all the difference. This consistency doesn’t just apply to the initial days, either. Honoring commitments made through construction and operation helps not only the project reputation but all developers, current and future.

Proactive messaging also allows the client to determine and set the project narrative. If a developer assumes they should wait to speak about the project until they have all permits approved and in hand, it creates a void. That void can be easily filled by detractors, allowing them to step in and create a negative narrative about the project. That is obviously not ideal and can cause communication to suddenly become reactive.

Ultimately, community engagement is more than a nice add on – it is crucial to project success. A well-engaged community leads to smoother project approvals and sticking to the scope, schedule, and budget for our clients.

Connect with Danielle to discuss further how Atwell can support your efforts to follow the “Mama Rule” with thorough research, development, and coordination of communications and stakeholder engagement plans for your projects.  

About the Author

Danielle Peoples

Project Director for Communications and Stakeholder Engagement

Danielle Peoples is the Project Director for Communications and Stakeholder Engagement. She has more than 13 years of industry experience in strategic engagement, change management, communications, and crisis responses. She is passionate about community engagement and giving back to her community.