Highlighted by the natural beauty of the Columbia River and the scenic views associated with the Crescent Bar community in Central Washington state is The Vineyard at Crescent Ridge. Atwell helped create one of the final developments in this picturesque region that was once seen as more of a seasonal destination for vacationers and outdoor enthusiasts, but is now a year-round haven for homeowners seeking to enjoy nature in a relaxed setting.
The Vineyard at Crescent Ridge features 40 single-family homes, large lots, distinctive home plans, and amenities that rival any resort community, including a winery on the property, 48 boat and RV garages, nearby golf courses, and the nearby live music venue Gorge Amphitheater.
An elevated living experience in the midst of nature’s beauty
One of the paramount client requirements on The Vineyard project was that each lot would feature unobstructed views of the Columbia River. To achieve this, Atwell followed a design-build approach, designing and constructing lots in real-time.
“Often times, new development projects may feature lots with level A or level B types of views, but our partners envisioned every lot in this development as a top-tier, luxury home,” said Todd Oberg, Senior Director, P.E. at Atwell. “This is a really special project that was driven by a desire to deliver an experience for the community members that will be unparalleled in terms of luxury blending seamlessly into the breathtaking environment here near the river.”
Each lot at The Vineyard at Crescent Ridge offers unobstructed views of the Columbia River. Photo credit: Aaron Locke
Strategic grading plans provide stunning views and easy access to amenities for all
Atwell worked hand-in-hand with the development team to accomplish a number of project deliverables. This includes creating 40 acres of unique properties that offer unobstructed views of the river. Another way Atwell supported the client was through site planning and reviewing options to best integrate the home lots into the land available, while still maximizing access to all the nearby amenities.
To successfully deliver on this vision, Atwell undertook significant work in creating a grading plan for the site and ensuring the outcomes met the goals of the client. Underground utility connects and the elevation changes needed to maintain sight lines were a challenge, but the Atwell team was able to deliver lots through grading, enhanced parking areas, and an expanded sidewalk system, creating a cohesive community that is equally beautiful for everyone that will be calling The Vineyard home.
Atwell’s team overcame challenging grading hurdles in order to create ideal elevation levels and desired sight lines. Photo credit: Aaron Locke
Careful project management created more opportunities for refinement
One of the key factors to the success of this project was the commitment of the Atwell team and the client to continually communicate and collaborate on a very iterative process. With a straightforward regulatory process that led to efficient county approvals, the client had more opportunities to adjust elements of the project throughout the process and all the way through completion. This offered the chance for any finishing touches and additions that would further enhance the homes at The Vineyard; however, doing so requires a team that has the industry experience and local knowledge to adapt in real-time. Atwell collaborated with the client and landowners with an active project management meeting process to ensure a final product that exceeded expectations and delivered a beautiful community that will be home to people looking to enjoy awe-inspiring nature and luxury.
The rapid growth of the digital economy has intensified the need for strategic data center locations that meet operational, economic, and sustainability requirements. Selecting a site for a data center involves evaluating a multitude of factors, including proximity to reliable power, access to cooling systems, real estate viability, fiber connectivity and scalability. Balancing these considerations is essential for ensuring long-term success.
Michigan: Poised to become a data center destination
Michigan’s trajectory as a potential data center hub has been bolstered by recent legislative action. The Michigan Legislature has passed a bill offering significant tax incentives to attract large data centers, placing the state in direct competition with others that already host major tech investments.
The new legislation exempts enterprise data centers from sales and use taxes on equipment until at least 2050, with an extension to 2065 for facilities developed on brownfield sites. To qualify, operators must invest a minimum of $250 million and create at least 30 jobs paying 150% of the local median wage. These measures align Michigan with 30 other states offering similar tax breaks.
Why Michigan? Key advantages for data centers
1. Reliable and diverse energy supply
Michigan’s diverse energy portfolio includes renewable sources such as wind, solar, and hydropower, alongside traditional natural gas and nuclear energy. Access to robust backup systems and expanding grid infrastructure positions the state as a reliable partner for power-intensive data center operations.
2. Abundant water resources
Cooling remains one of the largest operational challenges for data centers, with many facilities requiring millions of gallons of water daily. Michigan’s extensive freshwater resources provide a natural advantage, enabling the adoption of sustainable cooling systems without straining local water supplies.
3. Strategic tax incentives
The recent tax incentives significantly lower the cost of doing business, making Michigan more competitive for hyperscalers like Google, Meta, and Microsoft. These incentives also support investments in brownfield redevelopment, aligning economic growth with environmental remediation.
4. Expanding fiber infrastructure
High-speed fiber connectivity is critical for data centers, and Michigan’s ongoing investments in its telecommunications infrastructure enhance its attractiveness to operators requiring redundancy and low latency.
Balancing opportunities and challenges
While Michigan offers numerous advantages, challenges remain. Critics of the new legislation point to the substantial energy and water consumption of data centers, which could impact Michigan’s clean energy goals. Large facilities often consume between one million and five million gallons of water daily and require vast amounts of electricity. However, these challenges also present opportunities for innovation.
By integrating renewable energy sources and water recycling technologies, Michigan has the chance to position itself as a leader in sustainable data center operations. Utilities and developers could modernize the electrical grid, expand renewable capacity, and invest in advanced cooling systems that minimize environmental impact.
Key considerations when identifying a data center location
The decision-making process for selecting data center locations revolves around four primary factors:
1. Reliable energy and connectivity
Consistent energy supply, access to multiple ISPs, and redundant connectivity paths are non-negotiables for uninterrupted operations. Michigan’s energy infrastructure and expanding fiber network meet these demands.
2. Stable climate and natural disaster risk
Michigan’s low risk for earthquakes, hurricanes, and floods provides a stable environment for data centers, minimizing downtime risks. The state’s climate also supports free-cooling technologies, further reducing operational costs.
3. Infrastructure and scalability
Proximity to clients, robust utility access, and physical space for expansion are critical. Michigan’s combination of abundant land and natural resources ensures long-term scalability for operators.
4. Regulatory environment and security
Michigan’s political stability and new tax incentives create a favorable regulatory climate. With the rise of data privacy concerns, operators in Michigan can align with Uptime Institute standards, LEED certifications, and other compliance frameworks.
The future of mission critical development in Michigan
As Michigan positions itself to attract large-scale data center projects, the state stands at the intersection of technology, sustainability, and economic growth. The incentives provided by the recent legislation, coupled with Michigan’s natural advantages, pave the way for transformative investments in the digital infrastructure sector.
Atwell is uniquely equipped to guide clients through the complexities of mission-critical development. Our Mission Critical Advisory Board leverages Atwell’s national reach, technical expertise, and strategic relationships to offer innovative solutions tailored to this dynamic market.
Looking ahead, our 2025 Mission Critical Summit will bring together leaders from power providers, government agencies, construction management firms, and industry hyperscalers to discuss strategies for driving growth and innovation.
As a firm with deep roots in Michigan, Atwell is proud to support the state’s emergence as a hub for mission-critical infrastructure. By integrating sustainability, scalability, and economic impact into our approach, we are helping Michigan, and our clients, realize the potential of a data-driven future.
Senior Vice President of Atwell’s Power Group, Jason Utton has been developing renewable energy projects for more than 17 years, with experience in wind, solar, and battery storage projects across the country. He currently provides large scale investment and development clients with business goal setting, renewable portfolio optimization, and capital deployment strategies.
About the Author
Courtney Schmidt
Vice President
Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.
2024 has been full of significant social, environmental, political, and technological developments that have affected all corners of the AEC industry. Through them all, Atwell has remained committed to serving our clients, supporting our communities, and producing high-quality work thanks to the knowledge, advice, and extensive experience of our teams and their leaders. Their insights and ideas have not only educated others about important issues in our industry, but have also played a role in driving positive change, innovation, and thought-provoking conversations. Here’s a review of the industry news and insights that our leaders shared in 2024:
With January being a popular time for goalsetting, Deb Wilson, Vice President of Land Solutions, applied her 25 years of industry experience toward outlining valuable career advice for people navigating their career in the AEC industry.
In February, Senior Director Jesse Zellmer explained the vital role of make-ready utility work in fiber expansion. With an unprecedented level of fiber deployment in 2023, his timely insights gave clarity to the importance and power of collaboration between key entities in the utility sector. We also looked into the complicated permitting process in Maryland, and how developing and maintaining relationships at various municipal levels is essential to successful permitting.
In April, Danielle Peoples, Project Director of Communications & Stakeholder Engagement, discussed the advantages of proactively engaging with and understanding the communities we work in and how stakeholder engagement reduces risk while increasing community benefits.
In May, we learned about the process, benefits, and best practices of wind repowering from Senior Director Courtney Schmidt, Associate Director Leonard Powell, and Project Manager David Greer.
June brought an exciting update for Maryland surveyors: Thanks to the efforts of Senior Project Manager William Bower and the Government Affairs Committee for the Maryland Society of Surveyors, the Reasonable Access bill was passed in the Maryland General Assembly. Maryland became the 32nd state to either allow private surveyors the right of entry or exempt them from trespass when engaged in land surveying activities. In June, we also learned more about the advantages of an 80/20 wind repower vs. a full wind repower, thanks to the knowledge and insights of Vice President Jason Utton and Senior Director Courtney Schmidt. We rounded out the month with a look into the power and potential of electrification in the Oil & Gas industry, with insights from Senior Project Manager Jake Kapp.
In October, conversations were buzzing about how the next President of the United States could impact various industries, including the energy sector. Vice President Jason Utton discussed how the results 2024 presidential election could result in different scenarios and outcomes for energy clients and legislation.
In November, we learned from Senior Director Danielle Peoples why it is essential for both the client and the community to prioritize community engagement in project development. November also gave us information on how AI data centers are reshaping the energy grid and what developers can do to get ahead of this. Director Travis Bousquet, Director Scott Perrie, and Senior Director Courtney Schmidt explained how the future of data centers is linked to the evolution of the energy infrastructure that powers them. We closed the month with ideas from Christian Hoelsken, Associate Project manager, on how utilities can drive grid modernization, which is necessary for stabilizing and supporting the energy grid in the future.
In December, Chief Operating Officer Dan McNulty reflected on Atwell’s growth and diversification in 2024, our continued emphasis on employee morale and company culture, and the various ways we’ve supported the development and growth of our people and our clients. He also shared why working in the mission critical space will be essential in 2025, opportunities in public and private infrastructure projects, and the launch of Atwell’s corporate giving initiatives.
We are proud of the valuable insights and perspectives that our leaders have shared about our industry, and hope that the information will be an asset and resource to clients, peers, and anyone curious about AEC topics. We look forward to continuing the conversations and connections in 2025!
One of Atwell’s core values is to do work that makes us proud. The projects we completed and shared in 2024 are a testament to our employees’ passion, expertise, and commitment to building and maintaining strong relationships. From navigating challenging wetlands to managing successful solar programs, our projects and initiatives have made positive impacts on our communities and environments. Here’s a look at some of our amazing work from 2024:
In January, we highlighted Creeks Crossing in Texas as an outstanding example of the community building that can come with well-executed manufactured housing projects. Manufactured housing can bring together residents by offering expanded social and gathering amenities that shatter outdated stereotypes, such as community centers and clubhouses to athletic fields and dog parks.
In another January project feature, understanding and increasing accessible housing and equality was at the core of the work done for the city of Shoreline, Washington. Following four months of work collecting data and insights, the Atwell planning team provided a detailed Racial Equity Report in response to amendments made in the Growth Management Act. The report, now publicly available on the city’s commerce website to serve as an example for other jurisdictions, will help shape the future of the community.
Creeks Crossing offers the best of both worlds: small-town charm with scenic views and a slower pace, and a strategic location between two of Texas’ largest cities with access to the conveniences and opportunities in those metro areas.
In March, we discussed how consumers of all ages have expressed growing interest in the build-to-rent (BTR) market as it presents an option for many to have their own detached home or downsize to something that fits their present needs. Atwell’s Marietta team worked onThe Cottages at Battlefield Crossing in Oglethorpe, Georgia to create a beautiful, contemporary BTR community. Our team’s focus on collaboration with internal and external stakeholders helped foster a positive community response to the project.
March 18th is National Natural Gas Utility Workers’ Day, a day to recognize the people who bring natural gas to homes and businesses. Our project for Aspire Energy involved transporting six million cubic feet of gas daily from a greenfield natural gas processing facility in Guernsey County, Ohio, to a downstream delivery point. We provided numerous turnkey services to support our client’s goal of providing clean, safe, reliable energy to the public.
In July, our survey team in Naperville, Illinois was able to accelerate the progress of a 4,000-acre solar farm thanks to the added efficiency of aerial mapping. Using drone-based technology, the entire site was flown and images were captured within just a few days, offering critical savings in time and resources.
Another featured solar project in July was one led by our Land Solutions team. They assisted DTE Energy in reaching its solar acreage goals as part of a massive update to their energy grid makeup. By harnessing the power across Atwell’s land solutions, development, survey, environmental, payments, documents, project management, and leadership teams, Atwell’s program management approach helped DTE to not only meet but exceed its solar acreage goals in one year.
In August, we shared the creative problem-solving implemented at Esplanade Wiregrass Ranch, a Taylor Morrison community in Pasco County, Florida. The area often presents significant development challenges given the number of wetlands in the area. The successful project was a joint effort by the Atwell team and RVi team in Tampa, Florida. Meticulous engineering and landscape architecture transformed the wetlands into an award-winning, luxury community.
At Esplanade Wiregrass Ranch in Florida, multiple boardwalks were made possible thanks to Atwell’s drainage and stormwater management in a wetland-heavy region.
In November, Atwell announced the completion of Phase III in the redevelopment of Glenarden Hills, a historical community formerly known as the gem of Prince George’s County, Maryland. Serving as the project consultant for the entire project, we offered a full scope of services in order to revive the 27-acre master planned community into a place that restores pride and joy within its residents.
While these projects are just a sampling of all the work done across the company, they are wonderful representations of the impact that our collective team has on people and communities across the country. Our work illustrates the breadth of experience and skills that Atwell offers to our clients and the communities we serve. We look forward to continued innovation, problem-solving, and community building in 2025!
In the early 1960s, Glenarden Apartments in Prince George’s County, Maryland was considered the gem of the county. Located in an ideal area close to top shopping malls, restaurants, and highways, with prime amenities including educational and recreational facilities, the neighborhood had about 50 buildings with 555 apartments. It was an area many admired and were proud to live in, especially for the county’s large African American community.
However, with the ‘80s came a series of plights that caused this gem to lose its shine. From crime and drugs to neglected maintenance, safety became an issue for residents, and they slowly began to leave. Eventually, the Department of Housing and Urban Development (HUD) closed down the apartments and sold the property to the Redevelopment Authority of PGC, an entity put in place to improve dilapidated areas. Plans were made to redevelop the 27-acre property, $115 million master-planned community with 424 mixed-residential units and a new name: Glenarden Hills.
Atwell has worked alongside its client Pennrose, a development company, and the Redevelopment Authority since the project first broke ground in 2016. In September 2024, Phase III was completed with only one more phase to go. Our employees at Atwell are proud of their role in ushering the still-beloved community into a new era of revival and promise.
“We acted as the project consultant for this entire project,” said Barry Caison, Senior Project Manager. “We provided a full scope of services: civil engineering, surveying, land planning and entitlement, environmental, permitting, and construction management. We’ve been there from the beginning, and we’re excited to start working on the final phase.”
A community for people of all ages, from tots to seniors
The project was granted a status of “high priority” by the county. With a combination of public and private lenders, community partners, and nonprofits, the project was truly a community effort and investment. Demolition began in 2016, with Atwell joining soon after to assist with the entitlement phases. This included the preliminary plan of the subdivision, record plat, and detailed site plan approvals, before taking the project into the final engineering.
The first two phases were focused on 101 affordable senior citizen apartments and 68 affordable and marketing-rate multifamily units. Phase I began in September 2017, with Atwell managing the permitting and about half of the projects 101 senior units and the 68 multifamily units going up. In Phase II, the other half of senior units were completed. A number of amenities were also added during these first two phases, such as a fitness center, resource center, locker rooms, outdoor patio with a grill, theater room, tot lot, and a 5,700 square foot community clubhouse.
Apartments for seniors were completed in Phases I & II, with Atwell managing the permitting, civil engineering, and other services.
Thoughtful planning and sustainable initiatives led to major tax breaks for the client
Phase III was divided into two parts in order to support the developer in obtaining two corporate tax credits at 9% and 4%. These tax deals were put in place to support good workforce and affordable housing units, and a mix of units to align with the various incomes of future residents.
For the 9% deal, Atwell assisted the client with the Maryland Department of Housing and the Community Development Association (CDA) application. This year-long process was incredibly competitive—the CDA determined who received the tax credit based on a point system. Points were given for things like the project’s price per unit, smart environmental design, and energy efficient appliances. Additionally, applying for this tax credit meant that our client had to be willing to put money up front before any money came in. This can be risky in a place like Prince George’s County, which has an approval process that is longer and more complex than other counties in the country. However, with Atwell assisting in this process, Pennrose successfully obtained the 9% tax credit and proceeded to build 44 two-bedroom and three-bedroom townhouse-style apartments. These townhouse-style buildings look like townhouses but have an apartment on the first floor and a two-story apartment on top.
The second part of Phase III was similar to the first, but for a 4% credit, which Atwell once again helped Pennrose acquire. This part of the phase included 60 townhouse-style apartments and 54 garden-style walkup units.
Amenities like a pool, and open green spaces were also added during Phase III.
Conquering challenging excavations and intricate approval processes
After the buildings were razed and site infrastructure demolished, the Prince George’s County Inspection agency discovered that the demolition contractor buried a lot of the debris underground. The county ordered the Redevelopment Authority to do a total cleanup, which Barry and his team led. This was a massive and complicated task that required the coordination of many different resources.
“We had to isolate and locate where all the rubble was, and all of it was buried deep underground,” explained Barry. “We oversaw the contracts for the excavation of all that material and the mass grading of the site. It took about three years—and we did all this while also engineering the site for the next round of approvals and as other parts of the site were being constructed.”
Another challenge was the approval process for Prince George’s County. Atwell helped the client by regularly consulting them on how to approach problems and developing strategies for handling the review process to get approvals.
The number of stakeholders involved in this project was also a challenge.
“There are 50 to 60 stakeholders involved with this development at the local, state, and federal level, from the City of Glenarden to HUD, to various types of engineers, specialized consultants, lawyers, lenders, and builders,” Barry said. “And of course, the citizens themselves. Clear and consistent communication was important, and we managed to collaborate well and get things done.”
Atwell managed the excavation of buried brick and rubble as well as the mass grading of the site, ensuring that the land was in prime condition for buildings, street construction, and landscaping.
The true value of Glenarden Hills lies in its residents
Atwell’s team has visited the site consistently multiple times a week, not only for meetings, inspections, coordination and construction management, but to also interact with the community. Now, with people already moving into Glenarden Hills, Barry has been able to see how this project has made a positive impact on the community.
“Proud and happy residents—these are the people I’ve encountered the most,” Barry noted. “These are people who were so discouraged about the community, due to the crime and violence around them. But now, every time I visit, I chat with the residents, who know me well by now. They’ll wave me over and I’ll ask how things are going, and they say, ‘I’m doing great, Mr. Caison!’ They say how they’re thankful for our team and the other groups who made this redevelopment possible.
“There’s nothing greater than seeing smiles on people’s faces who are happily enjoying their homes, their neighbors, and their community,” Barry said. “It’s why I got into this business in the first place—to take something that was once broken and disregarded and build it back up to something people can appreciate and be proud of.”
Construction for Phase IV will start in mid-2025 and has a tentative completion date of 2026 or 2027. The Atwell team is already working on obtaining permits and finalizing engineering designs, which include street construction.
The modernization needed to stabilize and support the energy grid impacts everyone connected to and benefitting from the grid. From utilities to the consumers, reliable and safe energy is a shared goal. After many years of work in the field and experience with new technologies, I’ve seen how utilities and clients integrate certain strategies to the benefit of the grid and their customers.
While modernizing the grid won’t happen overnight, it will remain a pivotal conversation in the coming months and years. In the meantime, I wanted to share seven components for increasing energy reliability and cost savings that utilities can implement right away.
1. Assessment of current infrastructure
First and foremost, in any modernization project, assessing the state of the current infrastructure provides the foundation to build upon. There are key challenges that need to be addressed, but understanding whether wire sizes and poles can handle the increasing demand or need to be replaced entirely is step one. New regional industries will stress the grid and only demand more from the current systems. The infrastructure in place today may be able to support the next few years, but will it be able to support rapid expansion in areas like Colorado and the Midwest? Assessments will give us insights that will lead to informed decisions when modernizing.
2. Material upgrades to current infrastructure
One important aspect of modernizing the power grid is improving the current infrastructure with newer, more resilient materials. Replacing aging components, such as outdated power lines and sectionalizing devices, with higher-performance materials can significantly reduce energy loss and maintenance costs. The use of composite materials for power poles can improve long term feasibility, and upgrades to wire size and type can minimize power loss over long distances. Upgrading these materials not only boosts grid performance but also extends the operational lifespan of the infrastructure, reducing the frequency of costly repairs and downtime.
3. Tree trimming maintenance
Tree trimming remains a significant challenge for utilities delivering energy through overhead power lines across the country. When tree trimming isn’t maintained, frequent outages and storm-related damages become not only likely but guaranteed. Knowing this is the inevitable outcome, protective methods can be put in place to prevent outages. Providing adequate space between the power line and the tree will give the wire space to move with the wind without slapping against a tree. Customers may be protective of their trees, but a downed tree and a downed powerline only cause more stress in the aftermath of a storm. This doesn’t have to be the reality; through appropriate tree trimming and maintenance, we can prevent power line damage and provide more consistent service.
4. Tree wire installation
The use of tree wire is growing in popularity across the country. While tree wire is a conductor, it delivers power while protected in an insulated casing. This method of protection and prevention is increasing in states like California, where wildfires are a norm, but the speed and intensity of the fires cause more damage each season. Tree wires can prevent fires and outages caused by tree limbs coming into contact with power lines.
5. The use of smart grid technologies
From a more technological perspective, I’m seeing the implementation and use of Smart Meters, Reclosers, and other smart grid technologies to improve grid management. These technologies are placed on the front lines of user homes but can be managed and manipulated from a distance to provide real-time data, monitoring, and fewer field visits. This not only reduces the cost for utilities, but it also reduces outage time and the physical risk to the field staff.
6. Gathering data for strategic planning
SCADA systems are providing us with more insight and more control than ever before. These systems collect real-time data, automate processes, and provide operators with tools to efficiently control and optimize operation. In an electric grid, SCADA systems allow operators to monitor grid voltage, current, and power distribution in real-time, making it easier to detect and respond to issues quickly.
The data collected can help utilities understand where the grid can be more optimized and exactly where and when an outage began. However, like many things in the data revolution, there are benefits and perceived downsides to the technology. Many customers may feel like their privacy and security are lessened if their utility company can see how much power they are using and when they’re using it. Utility companies will have to weigh the benefits for the end user against possible privacy concerns.
7. Encourage growth of Distributed Energy Resources (DERS)
Distributed Energy Resources (DERs) offer significant benefits to the grid by enhancing reliability, efficiency, and flexibility. DERs, such as solar panels, wind turbines, and small-scale battery storage systems, are often located closer to the point of consumption. This helps reduce transmission losses and can provide backup power in case of grid failures. In the event of a power outage or natural disaster, DERs can operate independently, ensuring a continuous power supply to critical infrastructure or communities. When DERs are integrated into the grid, they help distribute the load and reduce the strain on the central grid. This lowers the risk of widespread blackouts caused by a single failure at a central power plant or substation.
A need for practical, phased solutions that incorporate cutting-edge technology
From my experience working with utilities, here’s what’s working: proper assessment of current infrastructure, upgrades made to the infrastructure, and integration of new technology into the grid. These may seem like simple suggestions, but providing more reliability and identifying exactly where the grid can already support the energy needs of the area is the most cost-effective and least labor-intensive option. This will only provide more insight into where the initial effort should be focused.
The challenge, however, is in managing customer expectations and ensuring long-term grid resilience. A practical, phased approach to modernizing a stressed grid system is likely our best path forward. The future of grid modernization is bright, but it will require a balance between cutting-edge technology and on-the-ground solutions.
Christian Hoelsken is an Associate Project Manager with more than 7 years in the industry. His extensive experience in distribution design gibes him a unique ability to bridge the gap between utility companies and the customer. Outside of his work, you’ll find Christian cooking, reading, and exploring the great outdoors in his home community of Denver, Colorado.
As the world embraces the rapid evolution of AI, the infrastructure behind it – data centers – has become a critical force shaping power demand. Those involved in developing and operating these centers are witnessing firsthand the challenges and opportunities that come with providing the amount of power required to sustain the required energy needs. We’re seeing this demand first-hand as we work with our clients developing data centers across the country.
From speed-driven development to navigating complex supply chains and regulatory obstacles, data centers are not just reshaping technology, but also rewriting the rules for energy demand and distribution.
The growing demand for power
Data centers, particularly those supporting AI systems, have triggered an unprecedented surge in energy demand that few foresaw even two years ago. This rapid growth in demand is outpacing the available power supply, creating significant bottlenecks for both the energy grid and data center developers.
One key reason for this mismatch is that many regions simply don’t have the infrastructure to handle such large-scale energy consumption. The challenge isn’t just securing enough power; it’s transporting that power to the data centers in a reliable and efficient manner.
Additionally, the power needed by data centers is not easily scalable within existing grids, causing delays in construction and operation timelines. Even when developers partner with utilities and other energy providers, the infrastructure upgrades required to handle these loads often take years, while demand is growing exponentially. This supply-and-demand imbalance is now a central concern in the energy and tech sectors, as the race to power AI-driven facilities intensifies.
Speed over cost: The pressure to deliver
Data centers are built with one goal in mind: getting operational as quickly as possible. Developers are relying on temporary generation (diesel or similar) to power buildings before they can get connected to the grid, and consultants with a suite of services can assist in guiding them through the process.
While this speed-to-market solution is not sustainable long-term, it allows data centers to come online quickly and start serving clients. These temporary measures reflect a broader trend in the industry, where the pressure to launch often outweighs the initial costs of development.
One of the major hurdles facing data centers is the availability of critical equipment. High-voltage electrical components – necessary for the massive energy demands of these centers – often have lead times of well over a year due to supply chain bottlenecks. This supply chain issue means that even when developers secure the necessary power, they may face delays in getting their data centers fully operational. As a result, many projects are being fast-tracked. Atwell is often leveraging national supplier relationships to ensure developers’ essential equipment arrives as quickly as possible. .
Delays in bringing a data center online can result in lost revenue opportunities, unserved demand, and weakened competitive positioning. Speed-to-market is crucial, and this collaborative effort is essential to meet customer demand, mitigate potential revenue loss, and ensure business continuity.
Self-generation and grid expansion
Given the challenges of sourcing power from the traditional grid, some developers are exploring alternative solutions. Self-generation of power – whether through natural gas or renewable sources – has become an increasingly viable option for data centers coming online quickly. Atwell can assist developers in identifying and implementing self-generation solutions by providing comprehensive site analysis and feasibility studies. Further, Atwell’s expertise in navigating regulatory approvals, interconnection support, and securing permits accelerates project timelines, helping developers bring energy solutions online more quickly.
Grid expansion remains a key focus for the long-term success of data centers. Developers are pushing for new transmission lines and infrastructure improvements to support the growing electricity demand. Working with public utilities and regulators, they are exploring ways to expand the grid without passing on the costs to local ratepayers. Atwell has the ability to do injection studies where we work with the utility provider to find an acceptable locations.
The sustainability question
While speed and efficiency are the primary drivers of data center development, sustainability is an increasingly important factor. Many developers are exploring ways to reduce the carbon footprint of their facilities, whether through renewable energy or improved efficiency measures. Federal incentives and tax credits are helping to make these initiatives more attractive, encouraging developers to incorporate green technologies into their plans.
The transition to sustainable energy sources is not without its challenges. Renewable energy projects take time to develop, and the supply chain constraints affecting traditional power infrastructure also impact green technologies. In the short term, many AI data centers will continue to rely on non-renewable power sources, such as diesel generators, until the grid can support their long-term sustainability goals.
Many developers are exploring ways to reduce the carbon footprint of their facilities through renewable energy and other measures.
The road ahead
The future of data centers is inextricably linked to the evolution of the energy infrastructure that powers them. As demand continues to grow, it’s clear that the traditional grid alone cannot keep pace with the speed and scale required. This presents an urgent need for investment in grid expansion and modernization. Atwell is uniquely positioned to help developers navigate this dynamic landscape by providing the expertise needed to accelerate project timelines and secure reliable energy solutions.
As we move forward, the challenge will be in striking a balance between immediate power needs and long-term sustainability goals. The AI-driven energy needs show no signs of slowing down, and the race to build energy infrastructure to support it is more critical than ever. With a deep understanding of both the technical and regulatory aspects of power and energy, Atwell is committed to guiding our clients through this period of rapid transformation.
With more than 30 years of experience, Travis oversees land development projects for various clients, from planning and design to entitlement and permitting. He is passionate about creating sustainable and innovative designs that enhance the communities and environments where we work.
About the Author
Scott Perrie
Director, Strategic Construction Solutions
With more than 20 years of specialized experience in the power and energy markets, Scott’s expertise includes designing renewable energy collector and substation systems, conducting power system studies, and managing underground and overhead distribution and transmission. He currently oversees various activities for the EPC team at Strategic Construction Solutions, including engineering, equipment procurement and providing technical support during construction. He has served as Lead Engineer for more than 2,000 MW of renewable energy projects across the US and Canada.
About the Author
Courtney Schmidt
Vice President
Courtney has managed and provided technical expertise to programmatic efforts across the country for over 22 years. She has passion and experience in building teams across geographies and disciplines, siting facilities, and managing development and operations activities for clients.
GIS means connection. GIS (Geographic Information System) connects data by leveraging the spatial component of information, allowing for the integration, analysis, and visualization of diverse datasets to gain insights into geographic patterns and relationships. At Atwell, our projects rely on data, and we use GIS to collect and manage the data so we can interpret it and keep our clients informed in real-time.
GIS gives us the ability to manage multiple layers of data collection from both the natural environment – such as water courses, water bodies, wetlands, and species – to the built environment – such as buildings, roads, solar, wind, transmission – and more, within the same system. We can leverage whatever combination of data gathered from the field, mined online, or other product data and display it all on top of each other to help inform decisions.
Our team of GIS experts provides both internal support to our teams and external support directly to our clients. Whether we’re supporting our land development, natural resources, or our environmental clients, our GIS team is working to ensure their data reflects the most up-to-date and accurate numbers to minimize risk and maximize opportunities for our clients.
This year’s GIS Day theme highlights how GIS technology has changed the way we perceive, navigate, and shape our world. It shows how combining human creativity with technology helps us discover hidden trends, support sustainable growth, and make smarter decisions using the power of location data. We’ve used ArcGIS StoryMaps to highlight the evolution of GIS, Atwell’s GIS team, and the GIS trends you can expect in 2025 and beyond.
Lauren Federsel is a Geographic Information Systems (GIS) Professional with over 25 years of geospatial experience. She has multiple levels of experience in GIS Management which includes long-term geospatial visioning and strategic planning to keep companies on the forefront of digital technologies.
Danielle Peoples is a Project Director for Communications and Stakeholder Engagement at Atwell. Danielle has a passion for community engagement and getting “boots on the ground” as soon as possible to immerse her team in a community’s priorities and sentiments. In this blog, Danielle shares why it is essential to prioritize community engagement and that while there are best practices, there is no one-size-fits-all approach.
Years ago, I started using a downhome phrase within my project teams that I still pull out today: Follow the Mama Rule. It’s my light-hearted way to encourage team members to slow down and think about the people and places that will be impacted by a project. By thinking about the figurative “Mama” of the community, we can try to empathize about what Mama would want to know:
Tell her the plan and get her thoughts.
If the plan changes, give Mama the update and explanation.
And, importantly, clean up our mess when we’re done and share appreciation for the support.
In our work, the communities we’re connecting with are “Mama”—we want them to know what’s going on, support the process, and keep them informed along the way.
Start early, stay engaged
I’ve never heard the sentiment from a project team that they started community engagement too early; I have heard them commiserate that they started too late. Because the risks and opportunities with community engagement have the potential to make or break a project, it’s ideal to start the community and stakeholder research at the very beginning of a project. Early engagement lays the groundwork for trust, support, long-term benefits, and community-led insights to avoid surprise complications.
Time and again, we’ve seen how this early investment pays dividends over the long-term as stakeholders have a clearer view of the intention and community members feel included in the success of the project. Bringing the community through the evolution and decisions for the project contributes to the trust and inclusion that community members feel.
Research the community thoroughly
With our clients, we often start our scope with community and stakeholder research. This involves seeking to understand the community’s history and current priorities, to identifying community members who are likely to have an influence on people’s attitudes toward the project. Recognizing the decision-makers who can impact the success and timeline for the project’s development is also a vital part of this process. This is the foundational information that helps us design an informed communications and engagement plan with our clients.
How, then, do we go about researching these communities to understand their values, their priorities, and their opinions? We use a two-fold approach to do our research: 1) Desktop research of available public information, and 2) Site visits along with information gathering interviews.
Desktop research involves reading news articles and local history publications, reviewing local government meetings and changes to ordinances and regulations, and reviewing other development and infrastructure projects for benchmarking. We seek to connect the dots with this information to anticipate how synchronizing our communications and initial outreach could build support and meaningful community benefits.
An important part of this research phase is to take the time to go look and go see the community. I remember trying to anticipate traffic concerns that could stem from a project. During a site visit, we realized a large industrial site was already sending dozens of trucks down the same route to the highway. The situational awareness showed that we took the time to understand what was already happening in the community and how our project was part of a much broader experience for stakeholders.
This is also a time to have low-risk, information-gathering conversations with key stakeholders like local government staff, economic developers, and supportive landowners to validate impressions and observations. This is where we identify and begin to manage potential risks and introduce ourselves as people beyond a project name and company logo.
A dynamic, engaging plan is better than a “perfect” plan
I’ve observed a tendency over the years for teams to want to have all the details figured out and questions answered before introducing a project to the community. While the first impression is very important, inviting people to be part of the process of deciding and refining the project is true engagement. Introducing the project and telling the story of why the project is desired is more memorable than all the design details initially. And it can feel somewhat adversarial if people don’t feel like there was an opportunity to give feedback or weigh in on options.
Community-specific tactics that match how people like to receive and share information should be aligned with project milestones and can include one-on-one meetings, group presentations, community meetings and events, fact sheets, visual simulations and tours, and websites. This is another opportunity to invite people to share early on how they’d like to be engaged throughout the project.
Perfection of all the answers you think you should have for the project introduction is not as important as a demonstrated ability to engage with community members, listen and hear their concerns, and respond in a timely manner. As project timelines and expectations are better informed with feedback, the engagement strategy should be updated and discussed amongst the project team dynamically to reflect this.
When we suggest stakeholders should be made aware of changes, that especially includes the community. Trust is broken more easily than it is built, and if the trust of a community is broken due to lack of communication, the risks to long-term success will only increase.
Consistency and proactivity benefits everyone
Throughout my career, I’ve learned that something as simple as showing up consistently with the same people, the same faces, and being timely in responses can make all the difference. This consistency doesn’t just apply to the initial days, either. Honoring commitments made through construction and operation helps not only the project reputation but all developers, current and future.
Proactive messaging also allows the client to determine and set the project narrative. If a developer assumes they should wait to speak about the project until they have all permits approved and in hand, it creates a void. That void can be easily filled by detractors, allowing them to step in and create a negative narrative about the project. That is obviously not ideal and can cause communication to suddenly become reactive.
Ultimately, community engagement is more than a nice add on – it is crucial to project success. A well-engaged community leads to smoother project approvals and sticking to the scope, schedule, and budget for our clients.
Connect with Danielle to discuss further how Atwell can support your efforts to follow the “Mama Rule” with thorough research, development, and coordination of communications and stakeholder engagement plans for your projects.
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.
Earlier this year, Atwell acquired Biscayne Engineering, welcoming them into the Atwell Family of Companies. Our firms share the same values and ambitions of innovative development, community enhancement, and building upon a rich legacy.
Biscayne Engineering, established in 1898, is one of Miami’s oldest and most influential engineering firms. Over its 120-year history, the company has played a significant role in shaping the city’s landscape by contributing to the surveying and development of Miami Beach, the University of Miami campus, historic landmarks, and residential areas that define Miami today.
Founding and early projects
Fascinated by the burgeoning opportunities in Miami, founder J.S. Frederick recognized the need for civil engineering expertise. He soon became involved in dividing the townsite into lots and blocks, laying the foundation for the city’s urban structure. His efforts were instrumental in setting the stage for Miami’s transformation from a small settlement into a thriving city.
One of the most significant early projects undertaken by Biscayne Engineering was the surveying and development of Miami Beach. The project included the creation of Star Island, the first man-made island on Biscayne Bay. This endeavor was a turning point for Miami Beach, transforming it into a world-renowned destination.
An aerial view of Miami Beach in 1914, before it was developed.
An aerial view of Miami today.
W.E. Brown, who joined Biscayne Engineering after working as a surveyor for railroads across the United States, played a crucial role in the company’s success. Brown’s extensive experience, including work on Flagler’s Key West Extension for the Florida East Coast Railway, brought invaluable expertise to Biscayne Engineering. Under his leadership, the firm continued to expand its influence, contributing to the layout of the University of Miami campus, the development of the Flamingo Hotel, and numerous other high-profile projects during the 1920s.
Impacting the cultural landscape
Biscayne Engineering’s involvement in Miami’s development went beyond the construction of buildings and roads. The firm played a critical role in shaping the city’s infrastructure and residential areas, contributing to the creation of communities that continue to thrive today. Biscayne’s work on the Everglades Land Patent 137 in 1903 was vital in opening vast areas of land for development, fueling Florida’s land boom, and driving Miami’s expansion.
The company also had a significant impact on the cultural and historical landscape of Miami. Biscayne Engineering was closely involved in the construction of Vizcaya, the lavish estate of industrialist James Deering and one of Miami’s most iconic landmarks today. Beginning in 1913, Biscayne provided a variety of services for Vizcaya, including boundary surveys, topographic surveys, and tree surveys. Biscayne Engineering’s work on the estate, now a museum, is a testament to the firm’s ability to blend technical expertise with aesthetic sensitivity.
Biscayne contributed to the development Vizcaya, the famous estate of businessman James Deering and current museum and National Historic Landmark.
Unwavering resilience in the face of challenges is another marker of Biscayne Engineering’s history. After the devastating hurricane of 1926, the firm played a key role in Miami’s recovery, helping to rebuild and restore the city. Despite the economic hardships of the Great Depression and the collapse of Florida’s land boom, Biscayne Engineering managed to survive and continue contributing to Miami’s development.
A cornerstone of Miami’s development
Biscayne Engineering’s impact on Miami is undeniable. From its early days mapping the city’s future, to its current projects that continue to shape Miami’s skyline, the firm has been a constant presence in the city’s evolution. Biscayne Engineering’s legacy is one of innovation, resilience, and a deep commitment to the community it serves. As Biscayne joins the Atwell Family of Companies, we are confident that Biscayne Engineering will undoubtedly remain a key player in its ongoing development, contributing to the city’s future while honoring its rich past.
