Real Estate & Land Development

News and Insights

Building through uncertainty: How developers navigate market cycles

 

Uncertainty is shaping today’s real estate market, but opportunity remains strong for those prepared to move with clarity and discipline.

Elevated interest rates, uneven job growth, persistent inflation, and evolving government regulations have slowed decision-making and tightened capital. Many developers are approaching projects with greater caution. Yet the market is not retreating – it is recalibrating.

Investment sales volume increased by 16% in the first half of 2025, reaching $221 billion. At the same time, buy sentiment for 2026 is the highest it has been in the past 20 years of tracking. Capital is still active, but it is much more selective. Investors are refining strategies, prioritizing fundamentals, and aligning capital with projects positioned for long-term durability.

In this environment, uncertainty is not eliminating opportunity. It is refining it.

Developers are facing three layers of pressure

  1. Financial pressure: Capital is selective but not absent

The price of capital itself has increased and debt is more expensive. Because of this, equity partners are seeking stronger downside protection and lenders are applying higher scrutiny throughout the process. These conditions create additional challenges, especially for smaller developers who may face tighter lending standards and higher costs. More established, well-capitalized groups tend to have more flexibility to move projects forward.

However, capital is not leaking out of the market and opportunities remain across a range of developers and project types. Transaction volume is increasing and investors are actively pursuing opportunities. The key shift is in clarity. In the past, investors prioritized future growth potential but in today’s market, investors want disciplined strategies built for steady performance and long-term durability.

2. Execution pressure: Predictability is a competitive advantage

Pressure also exists in the availability of the workforce, supply chain, utility lead times, and complex regulatory and entitlement processes. This impacts scheduling and budgeting which in turn influences financing terms.

Lenders and equity partners are asking deeper questions:

  • Is utility capacity confirmed?
  • Are off-site improvements defined?
  • Is there a realistic and well-mapped entitlement path?
  • Are contingencies sufficient?

Projects that address these questions early on improve overall clarity, minimize the time it takes to secure approvals, and improve cost reliability, which in turn increases confidence.

3. Market pressure: Demand is concentrated, not declining

Demand hasn’t vanished, it has just become more concentrated. Investors are shifting their priorities towards markets with infrastructure investment, population growth, diversified employment bases, and strong municipal alignment.

Well-positioned assets in strong markets continue to lease and trade. Projects in marginal locations or without clear structure face greater resistance.

Strong fundamentals still win, perhaps more now than ever before.

Risk or opportunity?

Although market pressure clearly exists, real estate leaders have faith in future buying opportunities. Data continues to point towards engagement with rising numbers of transactions and strong buy sentiment. When we have seen capital become more selective in the past, we have also seen shifts in:

  • More realistic land pricing
  • Reduced competition
  • Lower oversupply risk
  • More disciplined project assumptions
  • A shift from short-term flips to long-term holds

During these times of recalibration, stronger projects will be the ones selected to move forward and weaker projects will be filtered out.

Uncertainty isn’t wiping opportunity out; it is sharpening it.

Is development slowing or evolving?

Development is not pausing; it is maturing. During expansion market cycles, projects are rewarded for speed and scale. During more complex cycles like the one we currently face, sequencing and precision are most crucial. Capital projects are being built for longevity.

We are also seeing increased emphasis on partnership-driven development. Public-private collaboration, infrastructure coordination, and community alignment are playing larger roles in project success.

From the outside, activity may appear slower. In reality, it is more deliberate and ultimately more durable.

Where long-term stability is built  

Regardless of the current market cycle, stability is rooted in fundamentals rather than speed.

Markets that sustain performance over time tend to share a few common characteristics:

  • Population growth
  • Diverse employment bases
  • Infrastructure capacity
  • Transportation access
  • Reliable utilities
  • Clear entitlement processes
  • Collaborative policy environments

These factors reduce uncertainty while supporting long-term demand across housing, retail, industrial, and mixed-use development.

Stability is not about chasing the fastest-growing market each year. It is about identifying locations with strong foundations that can adapt and endure over decades.

The developer mindset that wins

Market shifts test both execution and mindset. Developers who perform consistently even through uncertainty tend to share a common mindset: they value patience, clarity, and long-term solutions. Rather than having immediate reactions to market trends, they anchor their decisions over longer periods of time.

They do not wait for perfect clarity and they plan for change. They rely on data, experience, and disciplined execution and are comfortable with complexity. They also recognize the value of working with experienced partners who can help navigate regulatory requirements, manage risk, and bring clarity to complex decisions throughout the development process.

The main difference is not optimism or caution but rather preparedness.

Opportunity laced with complexity

Uncertainty will always be part of real estate development. What defines success will not be simplicity but rather the ability to move forward with a structured vision and a strong sense of judgment.

Opportunity exists; it just favors those prepared to build through the complexity, not around it.

If you are evaluating your next project or reassessing strategy in today’s market, our team is ready to help you plan with clarity and confidence. Let’s start the conversation.

About the Author

Dev Sitaram

Senior Director

Dev Sitaram has advised clients on land development projects across the Mid-Atlantic region for more than 40 years. He specializes in serving national and regional homebuilders, bringing deep experience in master-planned communities and a strong understanding of stakeholder priorities from project inception through occupancy. He is recognized for successfully guiding clients through complex permitting and entitlement processes in some of the region’s most demanding regulatory environments.

News and Insights

ALTA/NSPS 2026 survey standards: what’s changed and what it means for the industry

 

After several years of collaboration by the joint American Land Title Association (ALTA) and National Society of Professional Surveyors (NSPS) Work Group, updated standards are being implemented.  The updated survey standards take effect February 23, 2026, replacing the 2021 version and should be known as the 2026 Minimum Standard Detail Requirements for ALTA/NSPS Land Title Surveys.

Rather than introducing sweeping changes, the 2026 standards focus on improving clarity, consistency, and alignment with current land title survey practices. These updates are intended to reduce uncertainty, identify risk earlier, and support smoother transactions.

A thoughtful evolution of the standards

ALTA/NSPS land title surveys have long played a critical role in commercial real estate transactions, providing lenders and title insurers with a clear picture of property boundaries, improvements, access, and potential encumbrances.

The 2026 standards preserve this core purpose while refining language, definitions, and processes that previously led to confusion or inconsistent interpretation. The result is a more practical and reliable framework that benefits surveyors and survey users alike.

Clearer guidance on accuracy and precision

One of the most notable updates is improved language around Relative Positional Precision (RPP). While RPP has always been part of the standards, the revised definition more clearly explains how boundary precision is evaluated and communicated, which provides a better understanding of what survey accuracy represents and does not. For lenders, attorneys, and title companies, it supports clearer expectations and more informed decision-making.

More consistency in records research and easements

The 2026 standards also refine records research requirements and provide clearer direction for evaluating and showing easements and servitudes. These updates help promote:

  • Greater consistency between recorded documents and field observations
  • Clearer identification of rights, restrictions, and access
  • Reduced ambiguity when documents conflict with site conditions

By strengthening these sections, the standards reinforce the close connection between land title surveys and title insurance coverage.

A stronger focus on real-world conditions

Another key theme of the 2026 standards is increased emphasis on field observations. Surveyors are now expected to more clearly document conditions observed during fieldwork, including:

  • Evidence of possession or occupation around the full property perimeter
  • Physical features that may indicate encroachments or use conflicts
  • Conditions that could affect title or property use

This shift helps bring potential issues to light earlier in the transaction process, when they can be addressed proactively rather than late in the deal.

Modernized processes with flexibility for technology

To keep pace with evolving tools and methods, the updated standards move away from referencing specific technologies. Instead, they emphasize generally accepted professional practices. This approach allows surveyors to incorporate modern methodologies responsibly while maintaining consistent standards of care.

A new Table A item for clearer risk identification

One of the most visible additions in the 2026 standards is a new optional Table A item that allows surveyors to include a summary table identifying certain observed conditions on the survey.
This summary may highlight:

  • Encroachments
  • Conflicts
  • Conditions affecting title or use

For lenders and title insurers, this provides a clear, centralized view of potential risks, improving efficiency and transparency during review.

Added flexibility for certifications

The updated standards also clarify certification to successors and assigns, reflecting how transactions are commonly structured today. This guidance supports continuity across transactions and helps reduce rework as properties change hands or loans are assigned.

What this means for the industry

Taken together, the 2026 ALTA/NSPS standards support:

  • Greater clarity and consistency across surveys
  • Better alignment between documentation and field conditions
  • Earlier identification of potential risks
  • Stronger connections between surveys and title insurance coverage

These refinements help all parties move forward with greater confidence and fewer surprises.

Atwell leaders see the 2026 standards as a practical step forward for the industry. “The 2026 revisions reflect how the industry operates today, creating a more consistent and practical framework for survey standards. By clarifying expectations and allowing flexibility in how professional practices are applied, these updates provide clearer guidance for everyone involved in a transaction,” said Christopher R. Duda, PLS, Director of Special Projects. “At Atwell, we help clients understand what these changes mean for their projects and portfolios. Our team interprets the revisions strategically, ensuring surveys support immediate transaction goals while aligning with long-term investment and development plans,” he added.

How Atwell can help

Our teams have closely followed the development of the 2026 standards and are ready to support clients through the transition.

We go beyond simply applying the updated requirements. We help clients interpret what the changes mean for their specific transaction, development strategy, or portfolio.

We help by:

  • Advising on Table A selections based on transaction structure, lender expectations, and long-term risk considerations
  • Translating revised Relative Positional Precision language into practical guidance for non-survey stakeholders
  • Coordinating closely with title companies, attorneys, and lenders to reduce ambiguity and avoid late-stage surprises
  • Aligning survey scope with entitlement, design, and construction needs to minimize rework
  • Identifying potential encroachments, conflicts, and access concerns early so they can be addressed before closing

Whether you are preparing for a 2026 and beyond transaction, managing an active real estate portfolio, or advancing development in the land development, power and energy, or oil and gas markets, Atwell provides the technical insight and industry experience necessary to navigate the updated ALTA/NSPS standards and move forward with confidence.

News and Insights

Atwell supports Walmart’s drone delivery operations in metro Atlanta

Walmart recently launched metro Atlanta’s first drone delivery service in partnership with its drone delivery provider, Wing, expanding access to fast, convenient delivery for customers in local communities. The service allows residents to receive small, essential items within minutes—helping reduce short car trips and navigate the region’s heavy traffic. Atwell supported Walmart by providing site planning, design, and permitting services that helped prepare the store location for safe and compliant drone operations.

Enabling faster access to everyday essentials

Wing’s drone delivery service is designed for lightweight, time-sensitive items such as over-the-counter medications, groceries, and household essentials. Drones can carry up to 2.5 pounds with a one-way range of 6 miles. Fully electric and operating at low altitudes—well below commercial airspace—the drones provide a quiet, efficient delivery option. The delivery service offers a practical solution for everyday needs.

Wing manages the drone technology, flight operations, and the on-site “Nest,” where drones are stored, charged, and secured. Together, Walmart and Wing are introducing an additional delivery option that saves customers time and helps ease congestion on metro Atlanta roads.

Atwell’s role: planning, design, and permitting

Atwell partnered with Walmart and Wing to prepare the site for drone operations, supporting several key components of the project:

  • Site planning for the drone Nest
    Atwell developed the site plan for the Nest within the existing parking lot, identifying an optimal location that met FAA-related requirements while maintaining customer safety and minimizing impacts to parking and traffic flow.
  • Permitting and regulatory coordination
    Atwell supported zoning, fencing, and building permits and coordinated with local authorities to help ensure regulatory compliance and a smooth approval process.

Associate Project Manager Rachel Sutherland emphasized the local impact of the project: “It’s exciting to support the introduction of new technology that can make a real difference—whether delivering medicine to someone who’s sick or helping a family meet a last-minute need.”

Jim Lowe, Vice President at Atwell for the metro Atlanta region, added “This project shows how collaboration and thoughtful planning can turn emerging technology into a service that benefits everyday life.”

Supporting innovation that benefits communities

This project demonstrates how strategic site planning and design can support new delivery models that directly benefit customers and communities. By improving access to essential goods and reducing vehicle trips, drone delivery offers a meaningful advantage for families across metro Atlanta. Atwell is proud to have supported Walmart and Wing in bringing this first-of-its-kind service to the region.

 

News and Insights

The onshoring effect: How land, infrastructure, and partnerships drive rural manufacturing growth

Rural opportunity in the new wave of onshoring

A steady shift toward onshoring is changing how and where companies build, manufacture, and distribute. What began as a response to pandemic-era supply chain disruptions is evolving into a more deliberate, long-term strategy for domestic growth.

Onshoring describes the return of business operations from overseas to the United States. As Eric Lord, Vice President at Atwell, explains, the pandemic exposed just how fragile global supply chains had become.

“Covid exposed some challenges,” he says. “All of a sudden, we lost access to products readily available on our shelves because we had no control over the logistics or the manufacturing of those goods.”

Onshoring offered something simpler: reliability.

“After Covid, we saw a ton of growth in the logistics space. A lot of major retailers built warehouses to store their goods and get them to customers more quickly,” says Lord. “And with onshoring today, there’s more control over the process when goods are made here.”

Now, approaching 2026, onshoring is increasingly characterized by manufacturing and industrial operations. It’s a sector shift fortified by legislation, tariffs, and tax incentives, and it’s dependent on access to large tracts of land. The demand for land, focused largely in rural America, is bringing opportunities for infrastructure renewal and economic development.

For Jim Lowe, Vice President at Atwell, rural site development is nothing new. Throughout his 35-plus years of land development and engineering experience, the scale and complexity of industrial needs have always trended upwards. Onshoring incentives may have accelerated demand, but the fundamentals remain consistent when it comes to readying the land.

Whether companies are relocating their operations from overseas, or simply expanding their U.S. footprint in rural areas, Lowe and Lord both emphasize the regional economic opportunities that rural manufacturing can bring as they discuss Atwell’s approach to effective land development projects.

Onshoring’s ripple effect: manufacturing, industrial, and rural land development

Today, onshoring has become less about reaction and more about resilience. The shift toward advanced manufacturing and industrial operations in rural settings brings new opportunities for employment and economic growth.

“When companies come to a state, the employment in the region goes through the roof,” says Lord. “All the surrounding properties develop.”

The effects ripple outward. Jobs draw people. People build homes. Homes attract services. Tax revenues rise, and with them, a sense of renewal that can shape entire regions. The infrastructure upgrades that coincide with onshoring and industrial investment can serve as a catalyst, jump-starting rural economies toward sustainable development.

Rural sites offer what dense urban areas cannot: land. Many large-scale manufacturing and industrial operations require hundreds to thousands of acres for their facilities. It’s not always a single, standalone plant, either—Atwell has helped developers master plan industrial parks populated by multiple smaller-scale tenants.

While rural areas offer large quantities of land, they also present a challenge: infrastructure. Selecting a site that balances acreage with access is critical. Additionally, community engagement early in the process can help to understand the local perception of growth and development.

The real factors in rural site selection

Location matters, but proximity is everything. Without the existing scale of utilities and logistics necessary to operate—or even construct—a large facility or industrial park, companies rely on firms like Atwell for development solutions and integration with larger utility networks.

“Manufacturing is a lot different than residential or commercial development,” Lowe explains. “You’re looking at truck access, proximity to rail or highways, coordination with other facilities, and the ability to meet power and water demands.”

Lowe notes that site development can require miles of transmission line extensions, new substations, sewer and water piping, and reliable transportation networks for heavy construction equipment to access the site. Site selection, therefore, goes far beyond space needs alone. It involves careful analysis of accessibility and distance to established energy and water corridors. Heavy industrial operations may also require river access for sufficient cooling.

Finding the right site is a strategic balance in resource alignment that Atwell regularly helps clients to navigate. “We start by looking at a client’s power needs,” Lowe says. “From there, we can leverage our relationships with major energy providers across the nation to identify where large-scale power is planned or already available.”

Data-driven tools for rural site development

Utility companies play a pivotal role. Their early involvement allows Atwell to identify viable sites before a client even begins design. We partner with our clients and energy providers, water utilities, and local stakeholders to bring together diverse datasets that inform sustainable site selection.

Integrating this data with the help of various utilities and public GIS resources, we’re able to create sophisticated models with layered spatial data, producing a “heat map” of potential sites. These visual tools help clients see where infrastructure capacity, transportation access, and environmental conditions align for optimal site development. From there, we guide clients through a comprehensive due diligence process to assess feasibility.

“We want to give manufacturers a full picture of what it will take to build and operate a rural facility,” Lowe says. For international clients bringing production to the U.S. for the first time, or for companies expanding their footprint, Atwell’s program management team can oversee the entire process, from zoning and permitting to bidding and construction management.

Lowe adds that each individual project is tailored to the client and the site: “Heavy manufacturing, light manufacturing, industrial parks each come with different needs. We always start by getting a firm grasp on what those are, and what needs to happen,” he says.

Atwell has led rural site development for a range of clients, including everything from manufacturers producing polysilicon for solar panels, to name-brand sporting goods. The approach and the level of investment is project specific, which is why data, coordination, and relationships are critical to making informed decisions.

Clean energy component manufacturing, like the polysilicon used in solar cells, is one of the major sectors impacted by onshoring incentives.

Partnerships that shape possibility

Relationships are also key to funding strategies for land development and onshoring projects. Given the scale of infrastructure required, collaboration with government agencies can help get projects off the ground. The long-term return on investment for both private and public entities can shape entire regional economies.

“We’ve helped companies and governments work together to make projects happen that wouldn’t have been possible,” Lowe says, “but the real return comes in jobs and long-term tax revenue. When a plant opens, housing, commercial, and logistics follow. The surrounding communities flourish.”

One of the ways governments can support economic growth is through public-private partnerships (P3s). Atwell works with lobbyists in each state to advocate for our clients and establish P3 relationships. These relationships make large projects feasible by reducing the upfront capital impact on companies looking to build in a rural area. They can do this through tax abatements, expedited permitting, shared financing, or direct investment in public infrastructure surrounding the project.

Economic development agencies have recognized the long-term impact bringing large employers to their communities, and they frequently collaborate with companies to make it feasible. Public involvement thus helps lay the foundation, while private investment builds on it for a cycle of reinvestment that supports entire regions. Atwell helps bring them together.

Atwell helps build public-private partnerships to make manufacturing sites feasible, like this Oechsler Motion & Adidas manufacturing facility.

A client-focused approach to onshoring

As onshoring reshapes America’s industrial landscape, rural communities face opportunity for investment, infrastructure, and economic growth. Manufacturers are increasingly incentivized to operate within the U.S., and the natural destination for this wave of onshoring is in rural America.

Whether companies are onshoring their manufacturing and industrial operations, or simply expanding their U.S. footprint, the results can transform regions with lasting economic and community benefits. Onshoring will continue to evolve as infrastructure and advanced facilities develop. Atwell’s approach relies on the fundamentals of client service, technical expertise, and extensive relationships that have helped clients and communities achieve shared goals for decades.

As the onshoring movement continues, Atwell remains focused on helping clients build the foundations of thriving communities.

 

About the Author

Jim Lowe

Vice President

Jim is a graduate of the University of Alabama with more than 30 years of experience in engineering for commercial, municipal, residential, and industrial projects designed to meet local and state agency standards throughout the United States. His design experience includes, but is not limited to, pedestrian walkways and streetscapes, intersection improvements, road widening, storm water improvements and site development. Jim also has extensive experience in construction administration, inspections, and management.

About the Author

Eric Lord

Vice President

Eric has more than 29 years of experience in civil engineering, land development strategy and project management. As Regional Vice President, he manages land development operations specific to public and private sector projects throughout Michigan and Illinois as well as several national program clients. In addition, Eric’s expertise with facility maintenance programs including ADA compliance, pavement rehabilitation and overall site improvements offers clients relevant strategies in this challenging market to maximize their portfolio and financial performance.

As a professional engineer, Eric has successfully designed and managed both small and large scale development projects including residential subdivisions, retail centers, senior housing, corporate office parks, higher education campuses, and mixed use projects from concept through construction. He is also well-versed in the preparation of feasibility studies for prospective property acquisitions to identify potential issues that may impede an orderly progression of development.

News and Insights

Preserving paradise: How Whitaker Farms balanced community development with conservation

 

Settled in an area of natural beauty amongst rolling mountains and the Provo River, the Whitaker Farms development in Midway, Utah is a stunning example of creating a project that offers high-end development while maintaining a connection with the land and historic farming community. Originally a 100-acre parcel and farm owned by the Whitaker family, a portion of it was sold for development with the intention of preserving the pastoral views and rural feel of the community.

Whitaker Farms: A Sneak Peek at Midway’s Timeless Mountain Retreat

Development and conservation pairing perfectly

Development of the project began with annexation into the city of Midway and ongoing concept development. The project included 80 acres for development and would feature 50 total home lots, allowing for future homeowners to have larger lots and sight lines with flexibility in design to maintain open space.

“This project was one that demanded a deep understanding of the area and a commitment to preserving the natural farmland and beauty of the region,” said Mike Johnston, Senior Project Engineer with Atwell. “Beyond any functional needs or challenges, Midway is an area that appreciates the rural small town feel that it has, and we worked diligently to be able to keep that spirit while still advancing a really wonderful development for the area.”

Ultimately, 20 acres remained as preserved open space for residents and the community to enjoy as part of the thoughtful design. At the heart of the project, 15 acres remained an open meadow, being a focal point for many of the homes with views of the tallgrass pasture, streams that cut through the land, and a clubhouse area for residents to enjoy. Other homes face outward from the property with views of the adjacent Provo River conservation corridor, which is a blue-ribbon trout fishing river, well known for its beauty and ample fish. The Whitaker development offers not only beautiful views of the river but also includes a private access point to the river itself for residents.

Community connections and creating solutions

Central to the development was the incorporation of community access while preserving the farmland in perpetuity. The new development sits next to an iconic park in the area known as Memorial Hill, which is an ancient limestone formation that pays tribute to veterans of all wars of the United States and includes the names of local veterans who served. The team designed new roundabouts entering the project to allow access to the park for everyone while adding landscaping and beautifying the two entrances to the community as part of the process.

“We worked with the local community stakeholders, ranging from the American Legion – which takes care of Memorial Park – to adjacent homeowners, and the city itself to ensure that Whitaker Farms was truly a win-win for all involved,” said Johnston. “I think one of the major wins and successes of this project was how our team partnered with residents, the city, the county, and our client team. We actually developed a new parking location for Memorial Hill and deeded land to the county park, and it’s become a real asset for the Midway community. We were also able to add a new road on the north side that has helped the neighbors as well.”

Unique, modern designs with touches of a traditional farmhouse style

The homes at Whitaker Farms represent some of the most luxurious options in the region, offering residents a feel and style that you might find in the English countryside with large stone fireplaces, steep roofs, along with natural materials and design intended to meld into the surrounding landscape.

Whitaker Farms homes have been highly praised, and the area is viewed as one of the most desirable in the region.

The hills of Midway now host not just beautiful homes, but a testament to what happens when development is done right. For future residents walking the preserved farmland trails, fishing the pristine Provo River, or gathering at Memorial Hill to honor our veterans, Whitaker Farms will serve as an example that the best developments don’t just create houses but build lasting moments and legacies for generations to come.

News and Insights

The 4 Ps of data center development: Power, policy, place, and partnership

By James Hall, Executive Vice President of Special Projects, Atwell, LLC

The demand for digital infrastructure is accelerating at a pace few could have predicted even a decade ago, and data centers sit at the heart of this growth. The success of data center projects depends on how developers anticipate and address two challenges from the very start: access to reliable power and the complexities of regulatory requirements.

These issues are not always the most visible during early planning, but they are almost always the ones that determine whether a project advances smoothly or stalls. Atwell’s integrated approach of combining utility relationships, environmental expertise, and regulatory navigation under one roof gives developers the strategic advantage they need to stay ahead of the data center surge.

Power: Why planning for power and energy comes first

A data center is only as strong as the energy source that supports it. Power is the lifeline of these facilities, and without a robust energy plan, even the most promising sites can quickly fall short.

What makes this challenging is that every region has its own limitations. Some areas face tight transmission capacity, while others may offer ample power today but little room for future expansion. Pricing structures and long-term availability also vary widely. For organizations planning a data center, the question isn’t just, “Is there power now?” but rather, “Will there still be enough 10 years from now?”

The best outcomes I’ve seen come from approaching energy planning as part of the earliest feasibility studies. That means working with utilities, engineers, and planners to understand not just current supply but also the trajectory of regional growth. Because Atwell has relationships with some of the top utility companies both nationally and regionally, we are able to properly plan for energy as soon as possible when it comes to data center development. When clients take this type of long view, they’re far less likely to face surprises down the road. Our early involvement doesn’t just reduce risk; it compresses project timelines by identifying solutions before they become problems or delays.

Policy: Navigating the regulatory maze with an early strategy

If power is the lifeline of a data center, then regulatory approvals are the gatekeepers. Zoning, permitting, environmental reviews, and utility coordination all need to line up before construction can begin. Each of these steps is governed by a mix of local, state, and federal rules, and none of them can be skipped.

This process is rarely simple. Timelines are often longer than expected, and requirements can shift with new policy priorities. Sustainability goals, for instance, are shaping regulations in ways that were not on the radar a few years ago. Communities are also asking tougher questions about how data centers fit into their long-term vision for growth.  Community opposition has and can reroute projects, and this opposition can extend across neighborhoods and state lines quickly. Navigating regulations in the future will involve community engagement as well as regulatory.

The lesson here is that regulatory planning is not something to leave until after a site is chosen; it has to be part of the initial strategy. Understanding the regulatory climate early, from who the decision-makers are to what the community values to where the pressure points lie, helps reduce risk and build momentum.

Place and partnership: Where local knowledge and relationships become a competitive advantage

Both power and regulatory issues are deeply tied to place, but they’re also tied to people. That’s where partnership becomes the fourth critical element—and where Atwell’s approach creates real differentiation.

Communities have their own networks of decision-makers. A permitting path that looks straightforward on paper may be complicated in practice due to conflicts, infrastructure constraints, or environmental sensitivities. On the flip side, opportunities sometimes exist that aren’t obvious to those unfamiliar with the area, such as planned utility upgrades or community initiatives that align with data center investment.

What I’ve found consistently is that our existing relationships, whether with utility executives, regulatory officials, or community leaders, often determine project velocity more than technical specifications. When we’re already a trusted voice in those conversations, our clients benefit from shortened timelines, proactive problem-solving, and access to information that isn’t always publicly available.

This is about being seen as a strategic partner rather than another consultant, not just having contacts. Our clients benefit from relationships we’ve built over decades, local knowledge that can’t be Googled, and the kind of credibility that comes from a track record of successful projects in the region.

The data center industry moves too quickly to build relationships from scratch on every project. When we can leverage existing trust and local knowledge, we extend our client’s reach into communities where they need to succeed.

Staying ahead of the curve in data center development

The data center industry is exploding. The challenges of site selection, power availability, and regulatory approval are becoming more complex as demand increases. That makes it more important than ever to focus on the fundamentals: securing reliable power, navigating regulations with foresight, and understanding the local context. These are not just technical details—they are the foundation on which every successful data center rests. I foresee the following as necessary factors to have in place to keep up with the pace of the industry:

  1. Hyper-scalers will need speed and scale.
  2. Enterprise clients will need reliability and compliance.
  3. Edge operators will need local knowledge and rapid deployment.
  4. Land developers will need the flexibility to position themselves for any of the above.

As the industry evolves, so will the strategies required to deliver these resilient and future-ready facilities. But no matter what changes lie ahead, the three cornerstones—power, regulation, and local knowledge—will continue to shape the path forward.

Learn more about Atwell’s capabilities nationally and locally in mission critical land development consulting here.

About the Author

James Hall

Executive Vice President of Special Projects

James Hall leads the execution of several corporate projects at Atwell, including mission critical, organic client growth, and strategic recruitment. With more than 25 years of experience, his expertise spans across real estate and land development, power and energy, and oil and gas markets.

News and Insights

The infrastructure imperative: Access to power and connectivity drive data center location decisions

 

By Courtney Schmidt

The data center boom is well underway, but all expectations point to an even greater need for new facilities and significant growth in capacity in the coming years and beyond. According to research by McKinsey & Company, global demand for data center capacity is expected to grow at an annual rate of 19% to 22% through 2030. Even at that pace, their analysis suggests the supply of power may fall significantly short of demand.

One of the primary challenges that could limit the acceleration needed to support demand is the availability of appropriate land for data center development within proximity to available power load. The process of land identification and qualification is not as simple as finding open acreage. Many factors play a critical role in selecting and acquiring the right location.

Key considerations in land acquisition

“Every developer will want to identify a location that has available power and fiber. Those are the two biggest things that are universally desired,” said Courney Schmidt, Vice President at Atwell. “Other considerations include a stable climate with lower natural disaster risk, scalability, and a positive regulatory environment in a region helps.”

Developers should think through the following when considering a location for a data center:

  • Defining requirements and infrastructure: What is needed in terms of capacity, connectivity, and footprint
  • Location, location, location: Zoning requirements and regulatory requirements play a key role in the consideration process
  • Environmental impact considerations: Are there advantages or risks in the terrain of the particular location? What will be needed for any environmental impact studies or permits?
  • Title or survey issues: Are there any barriers or concerns that can be identified early in the process? Are there title issues that could present challenges?
  • Evaluation of the surrounding area: Is there talent available to support the project? Are there any risks that pose a threat to the success of the project? (ex. hazardous materials nearby, surrounding traffic issues, flooding/severe weather potential, etc.)

Regional differences play a role as well. Markets that have seen strong interest and growth from a data center perspective include Michigan, Ohio, Georgia, and Texas. Some states in the U.S. have been more aggressive in terms of seeking development and offering incentives or regulation that makes land use for data centers more appealing to developers.

Shift toward land banking and speculative acquisition

To get ahead of accelerating demand, many developers are engaging in land banking by purchasing and holding sites for future use well before development is imminent. This approach allows for strategic positioning in high-demand regions where infrastructure expansion is anticipated. In some cases, land is being acquired speculatively before zoning approvals, utility access, or entitlements are secured. While this introduces a greater degree of risk, it also offers a significant first-mover advantage in emerging or underserved markets.

The Atwell advantage

Atwell can work effectively in multiple ways to assess and connect the pieces in a data center development puzzle.

A developer may come to the company with an expressed need and a goal of looking at viable sites within a particular region. They have a reason they want to be there which might be because of the availability of power or positive interest in adding development projects there. Atwell’s land acquisition teams serve as strategic partners in identifying and evaluating land opportunities, leveraging our nationwide presence and local market expertise. We provide critical analyses throughout the acquisition process, including environmental assessments, power availability, and risk mitigation to help clients select the optimal site for their project.

In some cases, our client is the landowner, often a residential or commercial developer with a portfolio of properties acquired over time. They’re seeking to unlock the highest value from their holdings but may be uncertain if data center development is a viable or optimal path.

Atwell brings strategic insight to help assess current market conditions, infrastructure alignment, and risk factors to determine whether data center deployment is a compelling and competitive use for their land. “Our advantage at Atwell is that we have our three business lines, traditional land development, power and energy, plus oil and gas, and those are the major strains for the data center industry today. We have the ability to not just be an advisor on land, but also to analyze the viability of developing on that land from a power perspective. It’s a uniqueness that we can bring to the table for clients in this market,” said Schmidt. “We also have a bigger picture view and set of experiences that can support clients through their entire journey. We lead with power design and engineering, electrical or natural gas, with a focus on speed, reliability, and integration. From concept through execution, we manage the critical power elements that keep data center projects moving.”

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

Why Program Management is the competitive edge developers need to stay ahead of industry trends

 

By Courtney Schmidt and Chase Pelletier

In an era where speed to market and strategic foresight are defining competitive advantage, staying ahead of industry trends requires much more than following the news. Understanding these concepts can be the difference between being a leading force in the industry or lagging behind. For those of us working in land and infrastructure development, staying ahead means building proactive, scalable systems through a well-structured program management approach. This will be essential for enabling smarter decisions, reducing risk, and unlocking value from day one.

Integrating program management into land strategy isn’t just a best practice anymore—it’s essential to staying ahead of the game.

The power of Program Management in land strategy

At the heart of every successful development program lies a sound and solid land strategy. This strategy comes with the knowledge that land is more than just real estate; it’s a living, complex, dynamic asset that requires foresight, data, and human connection to be fully understood and maximized.

Before jumping straight into land strategy, program management helps teams pause and ask the right questions with an intentional strategic focus, such as:

  • Where are we looking?
  • Why are we looking there?
  • What are the potential constraints, and how early can we identify them?

These questions must be addressed up front, and that’s where program management becomes a competitive advantage. It’s the difference between scrambling to play defense and dictating the pace of the game. Program management ensures the right questions are asked, the right data is collected, and the right risks are surfaced before critical decisions are made.

Data, conversations, and context: The winning formula for finding the right land

While desktop research provides a foundational view of potential sites, it’s not enough on its own. What sets a programmatic approach apart is its emphasis on blending real-time, in-the-field intelligence with digital data. This can mean:

  • Live, direct conversations with landowners to gain unfiltered insight into site readiness, owner sentiment, and local dynamics
  • Continuous data collection that feeds back into client discussions, enabling informed, strategic development decisions that are proactive as opposed to reactive
  • Spotting red flags early and understanding possible constraints that could derail a deal or delay timelines, such as infrastructure capacity, zoning risk, or community sentiment

The truth is simple: land decisions are only as good as the data and conversations behind them. Program management helps formalize both into repeatable, scalable workflows.

Early-stage land support is built on collaboration

Land support is not just a task; it’s a process of building alignment and confidence. By creating a collaborative work experience in the early phases of acquisition, teams can ensure that each function—real estate, entitlements, engineering, and environmental—is rowing in the same direction.

This type of collaboration sets the tone for the entire development lifecycle. It gives clients confidence that their program is being managed holistically with foresight and intention, and not in isolated transactions.

The result? Faster handoffs, reduced friction between teams, and a shared commitment to achieving milestones that matter.

Risk management starts early, and it’s a team sport

One of the easiest mistakes to make in early-stage land acquisition is overlooking risk mitigation. Using GIS tools, constraint maps, environmental overlays, and utility proximity assessments well before contracts are signed gives teams the ability to:

  • Spot red flags early and avoid sunk costs on nonviable sites
  • Make informed tradeoffs by knowing which risks are tolerable and which are deal breakers
  • Create more predictable, repeatable processes across projects, no matter the geography or asset type

More than just avoiding a bad site, we want to empower clients to make smart tradeoffs in pursuit of great ones, and that requires early risk management.

Building the future by leading with foresight

By combining real-world conversations with analytical rigor, fostering early and informed collaboration, and embedding risk management at the front of the process, we’re helping clients build with confidence and setting them up to succeed. Establishing this collaborative, early-stage foundation not only gives us a strong start with focused goals, but provides a solid framework to stay ahead of industry trends and continue supporting clients as we move further down the development cycle.

Program management is not just about what’s happening today—it’s about unlocking and anticipating what comes next.

 

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

Chase Pelletier

Senior Director

Chase is an established leader in the energy sector with more than 15 years of experience supporting energy projects and land developments, including wind, solar, GIS, land acquisition, and landowner relations.  

News and Insights

Creating a destination and lifestyle experience at Scottsdale Quarter

 

Mixed-use developments have become a defining element of urban design, combining residential, commercial, and entertainment spaces into vibrant, walkable communities. As these spaces grow in popularity, so does the need for thoughtful planning and innovative engineering. Scottsdale Quarter in Arizona stands out as a prime example of this evolution—and Atwell played a central role in making it happen.

Creating a destination and lifestyle experience at Scottsdale Quarter

A destination for all aspects of life

When the developer and Nelsen Partners approached the Atwell team, they brought a vision to build on their success at Kierland Commons, expanding the open-air pedestrian experience and enhancing innovative elements to take it to the next level. This forward-thinking concept reimagined how people could live, work, shop, and relax in one connected, walkable community, setting a new standard for the area. Bringing that vision to life required careful planning, meticulous management, and seamless coordination and communication.

“The vision for this project was a location that would bring together a beautiful space where people could enjoy all aspects of their life,” said Ramzi Georges, Director at Atwell. “Whether a person is living there, working there, or just visiting for a wonderful day of entertainment, the experience should be a great one.”

The diversity of spaces and offerings at Scottsdale Quarter aims to satisfy a variety of family types, lifestyles, work environments, and recreational activities. The 28-acre site in Scottsdale, Arizona includes 700,000 square feet of residential space; 217,000 square feet of office space; and over 360,000 square feet of retail, restaurant, cinema, and entertainment space.

Today, Scottsdale Quarter stands as a testament to the power and impact of pedestrian-oriented design, reshaping how communities gather, move, and connect in the desert, while pioneering a model that continues to influence development across the region.

Overcoming complex engineering and coordination requirements

Atwell’s team worked on a number of elements of the project, including platting, utilities design, and complicated grading and drainage. With very dense sites like this one, one of the hardest tasks was determining the drainage process. The team had to send the drainage to its historic path, which was a complex ordeal, as the team also had to account for underground retention in addition to the normal utilities.

Another challenge was the specialized coordination with the local fire department to accommodate fire truck routing that aligned with the site plan. Atwell’s team also had to coordinate with many new tenants, such as restaurants, apartment builders, retailers, and hotels.

“We had very aggressive schedules for the different phases of the site, but we were able to meet those schedules in each case,” stated Georges. “We really collaborated well with Nelsen Partners, who served as the architect on the project, to be sure that we could deliver a high-end destination and support all the tenant needs and customization requirements as tenants signed on to be part of the Quarter.”

High quality work leads to high quality results

Members of the Atwell team worked on this project from 2007 to 2022. Today, Scottsdale Quarter has become a premier shopping destination offering market-exclusive brands and locally-owned specialty shops to residents and tourists alike. The mixed-use development also hosts dozens of events each year, including live music, fitness events, and family-friendly experiences.

“Ultimately, I’m extremely proud of the team we had,” said Georges. “This project came with unique needs and many moving parts that we had to coordinate, but we were able to meet every need. Now, Scottsdale Quarter has become a highly sought after location in one of the most attractive areas in the region.”

News and Insights

Rewriting the Map: Gulf Landing Logistics Center’s Rise in Southwest Florida

 

What began as an underutilized property tucked between major highways in Fort Myers is now taking shape as one of Southwest Florida’s most significant logistics hubs.

The Gulf Landing Logistics Center (GLLC), spanning 285 acres, represents not only a physical transformation but a story of vision, momentum, and collaboration.

When Youngquist Brothers, the longtime landowners, set out to unlock the site’s potential, they partnered with Atwell and RVi Planning + Landscape Architecture to reimagine the land’s future. Through updated entitlements and a refined master plan, the groundwork was laid. But when the property changed hands to the Butters Group, the pace accelerated and the pressure intensified.

What followed was an all-hands-on-deck effort to revise the plan, secure permits, and break ground, all without compromising the project’s quality, purpose, or long-term value.

A vision reimagined

Initially started by longtime landowner Youngquist Brothers, Atwell and RVi worked together to significantly increase the allowable uses and industrial intensity of the property, aligning the project with evolving market demands. The rezoning effort expanded entitlements from 1.7 million to approximately 3 million square feet of industrial and commercial space, including newly added medical office and research uses.

The project took a pivotal turn when the property was sold to Butters Group. This transition required a comprehensive rework of the master plan to reflect the new owner’s ambitious vision. Atwell and RVi responded quickly. Atwell revised development permits and updated the plan to meet aggressive timelines and initiate construction. In parallel, RVi provided administrative zoning modifications, code-minimum landscape plans, site enhancement plans, and construction-phase support services.

Spanning 285 acres, the site includes more than 2.24 million square feet of industrial and commercial space across 14 buildings, while preserving 92 acres of natural land and managing regional stormwater for the adjacent Ben Hill Griffin Parkway.

With a clear mandate to move quickly, Atwell and RVi assembled a cross-disciplinary team to expedite approvals and maintain momentum. Construction deadlines were tightly linked to bank financing and tenant commitments. Every day counted. Thanks to this unified approach, the project stayed on track and construction is now well underway.

“The most interesting aspects of this project were taking the previous site plan that had different uses and transitioning it into more than two million square feet of industrial and commercial buildings,” said Nik Kasten, Atwell Project Manager. “Thanks to the wide-spanning knowledge of our team, we’ve been able to push through challenges and deliver successful results despite tight deadlines.”

Turning challenges into wins

In addition to the demanding timeline, the team faced several technical hurdles. A Florida Power & Light (FPL) easement intersected the site, requiring close coordination to meet design standards with minimal disruption. The project also called for signage allowances that exceeded standard code requirements, and relief from internal buffering requirements that would have unnecessarily separated compatible uses and increased development costs.

RVi worked closely with the client to secure relief from these requirements through administrative channels, avoiding the delays of a public hearing process. At the same time, Atwell and RVi leveraged their strong relationships with local municipalities to streamline reviews and keep the project advancing.

“The client had a vision of a higher-end aesthetic for this project, and RVi’s ability to work closely with the Atwell civil team allowed for a more thoughtful approach to site design, permitting, utility layout, and landscape design,” said Will Hellman, RVi Senior Project Manager. “This has resulted in a project that stands out among the competition.”

Regular communication with Butters Group was central to success. The team provided consistent updates on utility coordination, permitting status, and evolving tenant needs-delivering timely responses and maintaining trust every step of the way.

A new economic engine for the region

What began as a mixed-use concept has now evolved into a bold, modern industrial hub, thanks to the combined expertise of Atwell and RVi. As of Spring 2025, seven of the 14 planned buildings are constructed or nearing completion. As tenants move in, GLLC is generating new opportunities for employment and economic activity in the region.

“This has been a really rewarding experience,” said Jeremy Arnold, Atwell Vice President. “It’s so fulfilling to see this project come to life in a space that so many people can experience. Every time anyone on our team drives by it, we feel an immense sense of accomplishment knowing that we had a hand in making it happen.”

“This project is creating opportunities for high-paying jobs, business incubation, and increased tax base for Lee County,” added Alexis Crespo, Vice President of Planning at RVi. “We are very proud to be a part of a development that contributes to the local and regional economy in such a significant way.”

Looking ahead

With construction progressing steadily and tenant interest high, GLLC is more than a project; it’s a symbol of growth and forward-thinking development. By combining technical expertise, long-standing relationships, and timely action, Atwell and RVi have helped bring to life one of Southwest Florida’s most significant logistics hub, that will continue to shape the region for years to come.