Real Estate & Land Development

News and Insights

How culture and nature shaped the vision for one of Michigan’s most sustainable engineering projects

 

Eric Lord is no stranger to land development projects. With more than 20 years of experience in various land development processes such as site planning, zoning entitlement, site civil construction plan design, and permitting, the Vice President at Atwell has had a hand in a plethora of land development projects nationwide. However, his role as Principal-in-Charge of the multi-year Japanese Solderless Terminals (JST) campus project has proven to be his most unique to date.

This project, which involves the installation of a 50- to 60-person office, stands out due to its commitment to preserving the surrounding environment. Focused on protecting flora, wildlife, and water flow, this project is the most holistically sustainable commercial development in Michigan’s history.

A unique approach to development

JST’s development philosophy is heavily influenced by Japanese spiritual beliefs that view land and nature as sacred. This belief system led to unique project parameters, such as:

  • Preserving natural water flow: A minimal number of storm sewer, gutters, or curbs were used to redirect water. Instead, natural elements like grass and stone were incorporated to guide water sustainably.
  • Documenting local wildlife: The team dedicated years to surveying and documenting every species of plant and animal on-site to establish a baseline for the health of the ecosystem and to ensure that, following the completion of the project, the health will return to or improve from that baseline.
  • Innovative roofing techniques: One structure will feature a thatched roof, a rare technique in the U.S., completed by one of only two contractors in the country specializing in this craft.

“These unique project parameters presented a challenge to the typical engineering process,” said Lord. “As someone who has worked in land development for more than 20 years, it was an exciting challenge, and I believe that we found the best solutions possible for the project and the environment.”

This project also honors cultures beyond Japanese traditions. Numerous elements, such as the Sales Center’s fireplace, reflect respect for the Native American communities that historically inhabited the site, as identified during comprehensive site research conducted before construction.

“A lot of detail went into this project, and though it may be unconventional, everything was very calculated,” commented Savanna Pace, Business Development Manager for the construction manager Cunningham-Limp. “Every design choice has a strategic, spiritual meaning. For example, the Fibonacci sequence, which reflects the inherent order and patterns found in nature, is a theme throughout the entire campus.”

The impeccable execution of these cultural and sustainable elements is due to the visionary direction of Ryuichi Ashizawa Architects out of Osaka, Japan, and Arcari + Iovino, an architect firm based in New Jersey and led by Edward Arcari.

The Fibonacci sequence is evident in the intricately designed Center Circle building. Image Credit: Joe Gall, “Camera Jesus”

Unlike conventional developments, this 10-acre project in Farmington Hills, Michigan, activates only four acres, leaving the remaining six untouched. This decision aligns with JST’s dedication to environmental preservation and sustainability. The site features six distinct buildings, each designed with a unique architectural approach, avoiding a “copy-paste” development model.

One of the most fascinating aspects of the project is its use of mass timber and naturally sourced materials, avoiding standard drywall and synthetic products as much as possible. The structures incorporate wood from standing dead trees or beetle-killed pine sourced from Mexico, a practice that not only promotes sustainability but also helps prevent forest fires. Additionally, any tree that is moved to accommodate a building or structure is replanted in the same spot it was moved from or in another section of the project.

“We looked at the history of the land, researched the trees, and approached the project piece by piece,” explained Lord. “This was to ensure minimal environmental disturbances, which was a priority for our client.”

Instead of eliminating trees, they were incorporated into the plans and designs.

Engineering challenges and innovations

Although this project is expected to exceed Diamond LEED standards, the team is not seeking formal certification. Their primary motivation is to do the right thing for the environment and inspire others through example rather than awards.

“Each of the project’s structures has several unique, innovative features that work with the land instead of against it,” said Lord. These details include:

  • The Test Lab: The first completed building, the Test Lab, is composed of 80% mass timber and is situated near one of the largest geothermal fields in southeast Michigan that powers the entire campus. The geothermal system features 16 miles of underground piping and 72 wells reaching 455 feet deep. Installing this system was a major challenge, as the land could not be cleared or trees cut down, making the process logistically complex.
  • Engineering Center: Substantially completed in 2025 and serving as an office space for JST engineers, the Engineering Center is a structural marvel. Rather than leveling the ground through traditional clear-cutting methods, the building was constructed on stilts of varying heights to accommodate the existing land grade, allowing the natural animal habitats and migration paths to continue uninterrupted underneath. This approach required innovative engineering solutions but ultimately preserved the natural topography.
  • Center Circle and Sales Center: The Center Circle, also built from mass timber, embodies JST’s cultural philosophy and dedication to natural materials. It features meeting and conference rooms, a food pantry, a workout space, and an eating area. Meanwhile, the Sales Center, will feature a fireplace that pays homage to the indigenous culture of the land.
  • The Musical Tree Nest: One of the most intriguing upcoming structures is the Musical Tree Nest. The structure will feature strings that produce sound when the wind blows through them, creating a harmonious interaction between nature and architecture.

Although the project is part of a corporate park and right off the exit of busy freeway I-696, the buildings were engineered in a way that blocks the sounds, creating an atmosphere that transports you out of the Detroit metro and into a tranquil oasis. Geothermal energy controls each building’s temperature to heat or cool each space sustainably, adding to the comfortable atmosphere of the campus.

Eric Lord, Vice President at Atwell, explains the campus’ geothermal engineering and capabilities to a group of industry professionals touring the site.
From left to right: An example of how buildings were built on stilts, allowing natural habitats to continue existing undisturbed underneath; a map showing the site’s proximity to busy Interstate 696; an interior walkway utilizing mass timber.

Navigating regulatory and logistical challenges

The project’s uniqueness meant it fell outside of typical design practices, requiring the team to hold many conversations with local officials to educate and explain the benefits of a project like this one.

“While this project introduced unique regulatory and logistical considerations, it also provided an opportunity to educate government officials and township regulators on the importance of JST’s sustainable, nature-focused building practices,” said Lord. “Many of the unconventional design elements required thoughtful discussions to align with existing U.S. construction codes, resulting in greater awareness and appreciation for innovative sustainability in commercial development.”

Additionally, finding subcontractors who respected the project’s philosophy while delivering high-quality work fostered a collaborative environment, where shared commitment to sustainability led to creative problem-solving and groundbreaking solutions. These challenges ultimately strengthened the project’s foundation and set a precedent for future environmentally conscious developments.

A legacy of sustainability

The initial four buildings in the project, nearly a decade in the making, are set for substantial completion in 2025.

“One of the main goals for this project is to educate the next seven generations about sustainability and building a better world,” said Pace. “It’s not just about checking boxes to get an award or for bottom-line profits. It’s because JST thinks developing in this manner is just the right thing to do.”

From its deliberate avoidance of synthetic materials to its steadfast commitment to environmental preservation, the JST development is a landmark example of how cultural philosophies can shape modern engineering.

“Our team at Atwell continues to embrace the unique challenges of this project, ensuring that it remains a benchmark for sustainable development and a testament to the balance between human innovation and environmental stewardship,” said Lord.

News and Insights

Serenbe: A unique approach to site planning that breaks the typical master-planned community mold

 

The community of Serenbe, located outside the Atlanta metro area in Chattahoochee Hills, Georgia, offers a lifestyle that feels further removed than the 30 miles that separate the two worlds. Serenbe is an award-winning biophilic community that focuses on the close-knit connection and interaction between people and nature. The 1,700-acre community can ultimately house 1,700 homes and support nonresidential uses. The first house at Serenbe was built in 2003 and as of March 2025, the community is home to more than 700 residents.

The unique elements of this project include customized homes, conservation of 70% of the land, focus on physical and mental wellness, and an overarching application of biophilia to unite the community with nature and each other.

“Implementing new ideas are always tough,” says Chad Epple, Senior Director at Atwell. “Our team developed many new standards and practices to permit and construct many of the unconventional aspects of this project. We had to think outside the box a bit, and it paid off.”

Deep municipal knowledge and relationships advanced the project through strict jurisdiction

Epple, who joined the project in 2003, has led the civil engineering and surveying efforts to help bring the vision of Serenbe to life. Epple and his team partnered with the owners of Serenbe prior to the incorporation of the City of Chattahoochee Hills in 2007. What distinguished Epple’s team early in the project was their ability to bridge the project’s biophilic vision with the local jurisdiction standards in Fulton County. The team was able to pioneer and implement innovative stormwater and development practices within the local area’s rigid development standards.

Additionally, the Serenbe team was able to have many of these biophilic ideas and practices eventually incorporated into the new City of Chattahoochee Hills’ zoning and development standards. Since the new City’s 2007 incorporation, these practices have been widely accepted and the environmental and visual benefits to the community are easily recognizable and truly precedent setting.

Biophilia and a cultural shift toward wellness

Biophilia is a philosophy of living in harmony with nature and community to achieve well-being, sustainability, and prosperity. This principle applies to individuals, the places we live, and the world around us. With this approach in mind, our client has worked tirelessly to integrate health and mental well-being into the design of Serenbe through the thoughtful consideration of how humans and nature connect, including Serenbe’s 12 Biophilic Principles.

These principles involve 12 planning and design elements that the design team consistently worked towards throughout the project. The purpose of these principles is to achieve four goals for sustaining the planet: global balance, national security, community engagement, and personal wellbeing.

The work Epple’s team contributed to Serenbe has integrated biophilia for more community engagement and wellbeing.

Innovative site planning creates a community where residents can work and play in one place

As a testament to Serenbe’s land use vision and Atwell’s site planning team, Serenbe households generate, on average, only four vehicle trips per day, rather than the recognized national standard of 10 vehicle trips per day per household. The initial phases of development centered around the creation of quality arts, local food, and wellbeing. Residents and visitors are able to sit down for meals with all locally sourced ingredients, visit local shops that offer distinctive goods inspired by nature, and take part in physical activities that support their health via miles of walking trails and dozens of public gathering spaces that offer things like horseback riding, ball fields, pickle ball, and dog parks. Thanks to Atwell’s site planning, residents can enjoy these experiences close to home.

Another unique element of this project is that each home is custom designed. Unlike other planned communities, Serenbe has no templated options, with each home being unique from the next. There are a range of housing options, including lofts, townhouses, cottages, and single-family homes which were all planned and designed collectively as vistas that would capture a unique feeling and look.

Serenbe’s custom designed homes meant there were variations of planning and engineering throughout the project.

The creation of these special, more densely populated neighborhoods supports the integration of community while maintaining most of the natural beauty of the area and achieving 20% more housing units per square mile—more than the average that metro Atlanta’s 17-country region has delivered in the past 30 years.

The community places 70% of the land into conservation and agricultural preservation. The remaining 30% is used for the walkable clusters of neighborhoods and amenities that bring the community together. These customizations presented Epple and his team with new challenges that required them to think outside the box to obtain local approvals. Their innovative approach to planning and development resulted in infrastructure costs that are 40% lower than the traditional sprawl model requires, both for installation and long-term maintenance.

“I believe that Serenbe can serve as a model for unique, special, planned communities across the country, offering residents amenities and a sense of belonging,” said Epple. “Our expertise at Atwell in collaborating with developers and capturing their vision for makes us the perfect fit for larger, impactful community developments from concept to completion. The partnership we’ve had with Serenbe for over two decades is an example of our commitment to the clients we serve and how we strive to support them in every aspect of their goals.”

Atwell’s long-time partnership with Serenbe’s owners created a relationship of trust that allowed them to easily collaborate on creative, innovative solutions for high-end community planning.

Serenbe’s community impact and promising future

The project has now entered the fourth hamlet of development, named Spela (the Swedish for “play”), with two more mixed-use hamlets remaining. One of the most recent advances in the project includes a K-12 school within the community and an aging-in-place facility that will offer a full suite of medical services. This facility will allow residents to comfortably grow and age where they are, creating a true multi-generational community by having access to cutting-edge healthcare services within the community. Access to medical amenities and necessities was identified early in project planning as a crucial factor in the project.

Additional planned non-residential uses include a luxury hotel, conference centers, restaurants, professional offices, outdoor events spaces, and corporate campuses.

An aerial view of Serenbe.

Serenbe has won numerous awards, including the Urban Land Institute Inaugural Sustainability Award; the Atlanta Regional Commission’s Development of Excellence; and EarthCraft’s recognition as the Development of the Year. With residents experiencing farm-to-table gourmet restaurants in their backyards, stables full of horses they can ride along miles of trails, and nationally known artists exhibiting in galleries across the street, the quality of life that residents and visitors experience is truly unique.

“This is a true live-work-play community,” Epple professes. “People don’t have to leave. There are restaurants and attractions—it’s a destination. You can get back to nature and enjoy well-planned amenities, all in one place.”

 

News and Insights

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

National Surveyors Week 2025: The impact of women surveyors

 

This year, National Surveyors Week is March 16 – 22. March is also Women’s History Month, a time to celebrate the contributions women have made in history and our society. We took the opportunity to highlight three of our women surveyors to learn more about their work, their experiences as women surveyors, and the impact of surveying in our world. Read more about Atwell’s Project Surveyor Tori Aper, Surveying Technician Verena Lake, and Project Surveyor Julie Reincke.

How did you become interested in surveying, and what motivated you to pursue it as a career?

Tori: I became a surveyor by accident. I was teaching K-3 remedial reading with summers off. My husband Kurt (who others may know is now working at Atwell with me) told me about some administrative help needed at his then-employer’s office, so I volunteered. Once the admin tasks were completed, I picked up a self-guided tutorial for CAD and taught myself. I decided not to go back to teaching and moved into the survey department to start on houseline and topographic surveys.

Verena: I basically reverse-engineered my career path—I got my education before deciding what career I wanted, whereas most people choose a career then pick the best educational plan to achieve it. Geography and physics were my favorite subjects in school. When I started college, I wasn’t sure about my career path, so I focused on learning more about those subjects. As graduation approached, I began to research careers that aligned with the credentials I already had and landed on surveying.

Julie: I went to school for architecture and needed an internship to graduate. Atwell was looking for a CAD drafter in the survey department, which I got hired for. I didn’t know a lot about surveying yet, but I was happy to be doing CAD for a company. The more I did it, the more I understood surveying, and the more I came to love it. I’ve been at Atwell ever since.

What is your favorite part of this profession?

Tori: I learn something new every day. The technology changes so quickly that there is always something new to learn.

Verena: I love that I get to be outdoors and experience the multifaceted magnificence of nature. I love the entire process of how we support clients: taking measurements and data outdoors, seeing it processed in the office, using that to create high quality deliverables for our clients and making crucial decisions that affect communities and, in the case of construction surveying, produce a tangible structure.

Julie: Each day is different. Some days I work on construction projects, the next day it may be an energy project, and other days it’s a housing development. The variety is fun, and so are the challenges—especially the mathematical ones.

Verena Lake’s passion for geography, physics, and being outdoors led her to a career in surveying.

What has been your favorite or most memorable project?

Tori: I don’t have a favorite, but the large-scale projects are always fun and memorable. My first love will always be creating traditionally-shot topographic surveys and utilizing LiDAR or photogrammetry.

Verena: I did a job in Illinois, and it was the first job where I independently operated surveying equipment as a full-time surveyor. Though it’s a simple task of using a GNSS receiver to take elevation measurements, the vegetation was very thick, which made it really hard to traverse in most areas. It wasn’t necessarily my favorite project, but it was definitely the most memorable.

Julie: We got a new client a few years ago that came in with a lot of specific requirements. They had some out-of-the-box ideas, but after doing two or three projects for them, we began to understand them better. It felt really good when we got positive feedback from them. They enjoyed the way the survey looked, and they were impressed with the outcome and how well we handled and exceeded their expectations. That was pretty memorable.

Julie Reincke loves the variety of work and mathematical challenges that come with surveying.

What do you wish more people knew about women surveyors? Are there any surveying misconceptions you’d like to debunk?

Tori: A common misconception is that field crews require a lot of physical strength, and that’s not true—though you will be in much better shape after a few seasons in the field! I also think a lot of women in our field worry that they won’t be able to advance their careers and have a good work-life balance in this male-led industry. However, there are many successful women in surveying and if you can find the right company that aligns with your ideals and goals, they’ll support you along your career path, like Atwell has done for me.

Verena: I wish people knew that women surveyors do exist! Yes, it’s a male-dominated field, but there is space for us. Thankfully, Atwell is a place where I can just be myself and not worry about being treated differently due to my gender, race, or anything other than my talent.

Julie: I want people to know women surveyors are just as capable as men. A general misconception about surveying is that we are always out in the field, but the majority of my role is in the office working with CAD. Also, surveying is not just one thing; it’s a lot of little things. We are more involved in the structure, safety, and comfort of communities than people realize.

What impact do surveyors have on our world?

Tori: Surveyors influence a lot of our lives through mapping and cartography, natural resource management, infrastructure maintenance, and of course land and construction planning. We can be vital in legal disputes, acting as expert witnesses and using our surveys as legal documents for things like boundary disputes and easements.

Verena: Surveying is the unsung hero of society because it’s so vital, especially with the massive growth and structural improvements we’re experiencing. Unfortunately, many people don’t recognize that because many people don’t even know that we exist. We’re the cornerstone of every construction project, no matter the size. We’re everywhere in the background, working with other professionals to ensure the health, safety, and wellbeing of the communities that we serve.

Julie: Like Tori and Verena said, surveying is all around us. We see the landscape in unique ways that many others don’t think about, like water ownership on shorelines that cross international borders like the Great Lakes, or what is necessary for a home or business to extend its property.

Tori Aper enjoys employing new technology and innovative methods to her surveying work.

Can you tell us something about yourself that your teammates may not know about you?

Tori: I joined the Navy right after high school, then went to college for sign language while caring for my two small children. I worked with many disabled and hearing-impaired people through local park districts, and now I sometimes dream in sign language.

Verena: I love baking. Recently, I made a vegan red velvet cake from scratch for the first time and really enjoyed the process. I’d love to learn how to make more creative desserts. I always entertain the thought that if I had to switch careers, or perhaps if I lived in another lifetime, I would be a pastry chef.

Julie: I grew up in Chicago and was a Chicago Hawks fan growing up, but then I moved to Detroit and I’m now a huge Red Wings fan—a big no-no for hockey fans that were around for the Hawks/Wings rivalry of the 90s. I also taught myself to sew and crochet as a kid, and make a lot of my own clothes.

News and Insights

Black Rock Coffee: How integrating modular buildings has supported the chain’s growth

 

As one of the newer direct-to-consumer coffee chains in the market, Black Rock Coffee is already a popular choice for coffee lovers in the West and Southwest. With a variety of building situations, such as stand-alone buildings (drive-thru only, drive-thru/walk-up, and dine-in/drive-thru) and endcap locations in multiple areas and landscapes, the engineering needs for each project can vary. Atwell Project Manager Nicholas Salazar and his team of lead designers and engineers primarily handle the stand-alone buildings, providing a full scope of services that eliminates the need to hire extra subconsultants and subcontractors.

“We know our clients are always looking for ways to complete a project as efficiently and effectively as possible,” Salazar said. “Thanks to the amount of services Atwell offers in multiple regions and the knowledge our team has, we’ve been able to successfully support Black Rock Coffee as they expand and grow.”

Engineering modular building sites vs. brick-and-mortar building sites

Something unique about Black Rock’s stand-alone buildings is that they are all modular. Modular building projects offer a number of advantages, a key one being a faster, more efficient timeline where multiple tasks can be completed as the building is being constructed.

“Black Rock has about five modular building types that can be built while our team simultaneously gets construction documents ready,” Salazar explained. “We do work in California, Arizona, Colorado, and Texas, primarily. Each of those jurisdictions have a set of state-approved plans for each modular building type, which speeds up the approval process and creates a more consistent process we can easily repeat. Since it’s the same buildings each time, our team can quickly anticipate any questions and address concerns ahead of time.”

While the team approaches completion of the construction documents and permitting process, the building is being constructed at the same time, allowing the team to immediately move on to other tasks like mass grading and setting the foundation.

“Modular builds also help lower overages for the project and practice more sustainable transport of materials, using one to three trucks to ship a modular building versus 10 to 15 trucks for brick-and-mortar materials,” Salazar added. “Overall, we can save two to three months of time on a project during the construction alone.”

Despite the advantages of modular designs, challenges can still arise – mostly with how modular buildings are perceived in the communities they are in.

“Some municipalities and jurisdictions are a bit wary to modular,” Salazar said. “They aren’t familiar with them and see them as shipping containers turned into coffee shops. In these situations, our team does our due diligence to educate the community on the quality of materials, the appearance, the finishes, and the purpose and benefit of modular buildings.”

Atwell’s team has already established strong relationships with a number of cities in Arizona that will have Black Rock Coffee shops, such as Phoenix, Mesa, and Chandler. Thanks to the team’s dedication to building relationships, keeping stakeholders informed, and providing information and communication upfront before work begins, these cities are now familiar with modular projects and more receptive to future projects.

An example of Black Rock Coffee’s modular building types.

A one-stop shop for multiple services

For Black Rock Coffee, Atwell has been able to provide a full scope of services. This includes due diligence: creating timelines, identifying permitting procedures, putting together a submittal package checklist, and identifying any hardships, such as restrictions, easements, or zoning challenges.

Next, the team connects with city leaders and community members to hold preapplication meetings to address how they can navigate any problems that may arise. This culminates into a due diligence report that enables clients to make an educated decision about building on the site.

Once the lease is signed and permitting begins, Salazar’s team goes through entitlements, platting, any rezoning that needs to happen, and preliminary engineering. They also then start reaching out to subconsultants to bid on their various jobs.

Once preliminary engineering and the entitlement processing is done, the team will move forward to the final stage of permitting, engineering, construction, and architectural document submittals and permitting.

The permitting process can take anywhere from six to 18 months, depending on the jurisdiction. This is where Black Rock Coffee leans heavily on Atwell to make this process as smooth as possible and guide them to the finish line. Overall, Atwell’s leaders are strategic about how they structure their teams for successful programmatic work.

“We believe that building a strong relationship with the client is essential to the success of a program,” said Atwell Associate Director Carlos Casas. “By having detailed meetings early in the process, we are able to understand the expectations of the client better, which creates quicker turnarounds for future projects.”

Trusted to handle multiple projects

Atwell’s support and organization have enabled Black Rock Coffee to continue its growth and continue reaching its goals. We currently handle 35 projects for Black Rock Coffee across Arizona, Colorado, Texas and, in the near future, throughout parts of California. That’s an impressive amount of projects for a coffee chain that was founded less than 20 years and already has a presence in eight states. Salazar is proud to have such a longstanding, trusting relationship with Black Rock Coffee.

“I’m always proud of the work we do,” Salazar stated. “There aren’t a lot of firms who are as organized as we are or can manage the number of client needs that we do, like the 35 projects we have with Black Rock Coffee. That has a lot to do with our organization, our team’s work ethic and collaboration, and our dedication to creating a successful program.”

 

 

News and Insights

How the unique experience of an HBCU education prepares students for careers in AEC and STEM

 

Historically Black Colleges and Universities (HBCUs) were established to provide higher education opportunities for Black students during segregation in the United States, and they continue to play a crucial role in fostering academic excellence, cultural pride, and professional development. Today, HBCUs remain vital by educating, training, and supporting people of all races, nationalities, and backgrounds, offering experiences that are unique to other schools and often leaving students feeling seen, valued, and appreciated.

This February, as part of Black History Month, we’re recognizing the importance of HBCUs in our industry by sharing the experiences of three Atwell employees who are HBCU alumni:

  • Shanice Ouzts is a Planner and Designer who attended Morgan State University (Morgan) for two degrees, obtaining her bachelor’s degree in architecture & environmental design and her master’s degree in landscape architecture.
  • Richmond Linard Calapano is an Engineer who attended the University of the District of Columbia (UDC), obtaining a degree in civil engineering.
  • Shelton McGlory is an Engineer who attended Prairie View A&M University (Prairie View), obtaining a degree in mechanical engineering.

In this Q&A, they share how their HBCU experiences prepared them professionally, why aspiring science, technology, engineering, and mathematics (STEM) professionals should consider an HBCU education, and the value of HBCU graduates in the architecture, engineering, and construction (AEC) industry.


Why did you decide to attend your HBCU?

Shanice: I enjoyed the campus tour, and it was in-state. I had applied to mostly out-of-state schools, but as the time got closer, I realized I preferred being close to home. Morgan also offered a free summer program to help students adjust to college life.

Richmond: UDC was close to home with great scholarship opportunities. My sister had also graduated from there, so I was confident in the quality of education and the school’s ability to produce skillful students.

Shelton: I obtained my bachelor’s degree in Professional Resource and Land Management during the 2009 recession. I moved to Houston—the place to be for Oil & Gas careers—but it was hard to find a job. Since I wanted both management and technical skills, and I’d always been interested in engineering, I decided to pursue an engineering degree. I spoke to a few engineers who went to Prairie View and visited the school, where I immediately felt a difference from my first college. It was much more of an intimate family environment. I felt like people were invested in my success, instead of feeling like another number.

How did your education and experience at an HBCU prepare you for your career?

Shanice: I learned to be hardworking, what it takes to meet deadlines, and the importance of collaboration—all things that are vital to my job every day.

Richmond: As part of a smaller civil engineering class, I received personalized attention from professors who were invested in our success. We got hands-on lab work as well as opportunities to participate in organizations like American Society of Civil Engineers (ASCE) and American Concrete Institute (ACI), which helped me gain real-world experience before I even graduated.

Shelton: There were high expectations—if you slipped below a 3.0, you would be dropped from your major. It was also a very hands-on education, and they were willing to change and evolve with the times. For example, when they noticed a trend of engineers becoming project managers, they added project management courses so we would be competitive once we graduated. It was also a very diverse school, which taught me how to build relationships with people from different backgrounds.

What did you learn or experience at your university that you may not have experienced at another institution?

Shanice: I wouldn’t have experienced the same sense of belonging and community. There is something special about HBCUs—you feel seen and valued, like you aren’t just another number passing through.

Richmond: I experienced a strong sense of community and mentorship that I believe is unique. Professors and staff were genuinely invested in my success, and I felt supported academically and personally.

Shelton: I don’t think I would have experienced as many different cultures or such caring administration. The people, from students to faculty, were more aligned with me and my experiences. It makes a difference to feel like you can go to a teacher or an advisor and not feel like just a number.

Are you still involved with your alma mater today? If so, how?

Shanice: Yes, I attend alumni events, homecoming events, and have gone back to speak on a panel for women in construction.

Richmond: Not currently, but I would love to find opportunities to get more involved.

Shelton: I’m still close to many of the friends I made there, and a group of us plan to start a scholarship for the university’s STEM programs. There are people from all walks of life at all stages of life, and I know every little bit helps.

What is one of your proudest moments in your academic or professional career?

Shanice: My proudest moment was winning the graduate school’s Researchers Award for my master’s thesis. A close second would be presenting my thesis and defending my research.

Richmond: One of my proudest moments was leading the American Concrete Institute student organization, where I organized events and participated in competitions. This experience strengthened my leadership skills and reinforced the importance of collaboration and communication.

Shelton: Earning two degrees, especially considering my circumstances when I enrolled at Prairie View: I was a new grad with a very specific degree, no job, in a recession, pursuing another demanding degree while working three to five days a week as an engineering intern, driving more than 60 miles to my job and to school each day, all as a new father.

Was there a professor, coach, or mentor you met at your university who had a positive impact on your education or career? Who was it, and how were they a role model to you?

Shanice: Several professors had a huge impact on me. One was Professor Fraiser; she was a licensed architect. Any course she offered, I enrolled in it. She always emphasized the need to be the best and work harder because of the typical demographics of the engineering field that I didn’t fall under—white and male-dominated.

Richmond: Dr. Z. Ahmet Zeytinci had a profound impact on my education. He strongly encouraged his students to take the Fundamentals of Engineering (FE) exam as early as possible, emphasizing how it could open doors to career opportunities. His guidance not only helped me build a strong foundation in engineering, but also motivated me to successfully pass the FE exam, setting me up for future success.

Shelton: There was a person in college who took a chance on me and offered me an internship. Not only did she extend the internship, but she let me do homework there and helped me with any questions I had. That internship led to my first job after gaining my engineering degree, and the person who helped me is now at Atwell, which is also why I decided to come to Atwell, too. So, a big thank you to Amy Bolin!

My mom is also another mentor of mine. She was the first in the family to go to college, and she also went to an HBCU. She set the bar for the rest of my family and our future generations, and we are following in her footsteps.

How did you first learn about Atwell?

Richmond: I first learned about Atwell while searching for job opportunities. During my interview, I was pleasantly surprised to discover that both the director and a senior project manager were alumni of my university. Since I attended a small school, this common connection led to a great conversation about our shared experiences, making the interview process even more engaging and meaningful.

Why should more companies pull from the talent pool at HBCUs?

Shanice: HBCUs are not inferior to other schools in any way, shape, or form. A student from an HBCU is already acclimated to the odds of the professional environment, so it gives them extra drive and motivation to succeed.

Richmond: HBCUs produce highly skilled graduates who bring unique perspectives to the workforce. Many HBCU students gain hands-on experience, leadership skills, and a strong work ethic, making them valuable assets to any company.

Shelton: There is a lot of talent at HBCUs, but we’re often overlooked. Once I joined Atwell, more recruiting was done at Prairie View. I would love for that to happen with other HBCUs, whether or not the alumni are at Atwell.

What is one thing you wish more people knew about the HBCU experience?

Shanice: I wish more people knew that HBCUs are really diverse! I went to school with people from various nationalities; traditional students and non-traditional students; and people transitioning careers. It gave me the opportunity to learn about different walks of life while maintaining respect for people that aren’t like me.

Richmond: As someone of Filipino descent, I truly felt a sense of belonging at my HBCU. I wish people knew how welcoming HBCUs are to individuals from other backgrounds.

Shelton: Going to an HBCU was the best decision I made in my academic career. Without the patience, guidance, opportunities, and relationships I built there, I wouldn’t be where I am today.

News and Insights

Solving problems, changing lives: What it means to be an engineer

 

In honor of National Engineers Week, we sat down with a few of our engineers to discuss their love of their work and the advice they’d give to future engineers.

Rachel Sutherland is an Associate Project Manager who has been practicing plan development for three-and-a-half years; Lindsay Galarza is a project engineer in a managing position, working with Atwell for the last six months; and Ray Holliday is a discipline manager in our Oil & Gas division who has been practicing in the industry for more than a decade.

Tell us about your journey to engineering and why you decided to pursue it as a career.

Rachel: My dad has a background in mining engineering. From a young age, he inspired a love of science and math in me. I have a lot of fun memories of doing science projects and math problems with my dad at our kitchen table. Those early experiences geared me toward a STEM-related field. I chose to pursue civil engineering specifically because of a project in my freshman year of college where I got to participate in an asphalt design competition. That project showed me the real-life impacts my career could have on my community, and I found that very exciting.

Lindsay: I attended an underfunded school after my family left Mexico, so I didn’t have many resources growing up. Despite this, my elementary school offered a class aimed at getting students involved in STEM. My parents enrolled me, and I excelled—so much so that I had the opportunity to transfer to a better school for middle school. I continued following my passion for math and robotics throughout high school; it felt like I was developing a love for math and a curiosity for engineering. I received a scholarship to college where I attended a career fair and learned about civil engineering. That sparked my passion even further and I’ve been following it ever since.

Ray: I was inspired to pursue engineering by my mom, who is also an engineer, and seeing her passion for the field growing up. I’ve always enjoyed problem-solving, and engineering felt like a great way to apply that in the working world.

What do you love about being an engineer?

Rachel: Every day is different! I’ve met engineers who’ve been doing this for 40-plus years, and they still run into things every day that they’ve never seen before. There are a lot of opportunities for new experiences and growth within the field, and it never really gets boring. I love that’s there’s always something new to learn.

Lindsay: I enjoy taking an idea and turning it into something real. In this field, I get to see projects move from an idea to something in real life; that’s my favorite part. I also like that engineering constantly evolves. It’s never going to stay stationary. You’re always going to learn something new. Knowing we’re building an impact that will last into the next generation is fulfilling.

Ray: I like taking problems, solving them, and seeing real-world results. It’s fun to create designs, send out the plans, and then get a call from the contractor saying they found something underground that presents another challenge to be resolved. A lot of pipelines are underground, so you never really know what lies underneath until you start digging. So, you’re creating a plan and adjusting as new challenges arise. In the end, you get a successful project and the satisfaction of a job well done.

What’s a common misconception about engineering that you would like to debunk?

Rachel: I would like to dispel the myth that engineering is a man’s world. I think anyone can be successful in this field if they put their mind to it, regardless of identity. There’s room for everyone; if someone wants to be an engineer, they should do it!

Lindsay:  Engineering is evolving and there’s room for everyone.  Another misconception would be that engineering is just math. There’s so much more to it. In my experience, you must be creative and collaborative, not just a mathematician.

Ray: I think there is a misconception that all engineers are reclusive. I know quite a few very outgoing engineers, many of whom must give presentations to clients and think outside the box to win work as project managers. Everyone thinks engineering is just sitting behind a computer making calculations, but you’re problem-solving on the fly, out in the field, and face-to-face with clients. You can’t be hidden behind a desk.

Do you have a favorite engineering-related mantra or quote that keeps you motivated or inspires you?

Rachel: One of my all-time favorites is Bill Nye’s quote, “Every single person you meet knows something you don’t.”  I think it’s a great way to approach life. With that mindset, you can approach problems and your colleagues with a kind of sponge-like attitude. You can come with curiosity rather than a fixed perspective.

Lindsay: Two things truly get me through most things in life, work included. I’m always thinking, “Just do it,” because I want it done more than I want to find a way out of doing the work. Second, I like to remind myself, “I can do all things through Christ who strengthens me.” (Philippians 4:13) Engineering is not an easy job, but it is rewarding. In the difficult moments, those two mantras keep me going.

Ray: I’m a big sports fan, specifically basketball, and my favorite athlete is Michael Jordan. His quote was, “Talent wins games, but teamwork and intelligence win championships.”  You can have all the talent in the world, but if you don’t have a good team around you and you’re not smart about it, then you’re likely to fail. Understanding that you must work together to be successful is key.

What is special about being an engineer at Atwell specifically?

Rachel: Atwell has a lot of different markets that we serve, so the opportunities within land development are plenty. For example, you can get a diverse project list, or you can move up into a management position if that’s something you’re passionate about. I was able to make that advancement and feel supported in the process. Being a larger company has given me opportunities to work with people all over the country, who are in different states and have different local requirements, and I’m able to learn from all of them and expand my breadth of knowledge.

Lindsay: I appreciate the collaboration at Atwell. I’m more collaborative with my team since working remotely than I was in an in-person environment. We’re always on Microsoft Teams talking to each other, and one-on-one time with leadership is prioritized. I’ve had the opportunity to meet and connect with people from various places, regularly engaging in conversations with colleagues from different regions. I’ve appreciated the chance to learn from colleagues across the country and get to know new faces I wouldn’t otherwise see.

Ray:  What makes being an engineer at Atwell special is the amazing people I get to work with every day. I came to Atwell because of the people I met through my interview process and people that I already knew at Atwell. The people I’ve met since joining the company have been immensely helpful and supportive. The teamwork, support, and collaborative environment make it a great place to grow and tackle exciting projects together. It’s a company I’d want to bring my network into, too.

What advice would you give to young people interested in becoming engineers?

Rachel: Be curious! Join organizations and groups that you know you’re interested in, then engage as much as you can. Take advantage of STEM-related opportunities at your school and within your community and explore different types of engineering. Also, having a mentor can make a world of a difference in any stage of your life. I know that has made a huge difference for me and my career.

Lindsay:  Don’t be intimidated by the math and science of things, embrace the challenge and lean into your creative side. Be persistent, lead with your passion, and, as Rachel said, get involved and get a mentor who can guide and support you along the way.

Ray: My advice is to dive in. Engineers come out of college wanting everything to be perfect. Once you get into the industry, it’s OK to make mistakes. There are experienced engineers who can catch those mistakes and mentor you along the way. Don’t be afraid to ask questions.  There’s so much wisdom and experience out there, and most engineers want to share, so don’t be afraid to ask questions.  As Lindsay and Rachel said, a good mentor is helpful, but don’t be afraid to dive in and make mistakes.

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.