Power & Renewable Energy

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

 

By Courtney Schmidt and Tracey Dubuque

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

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

What is project management?

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

Key characteristics of project management:

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

What is program management?

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

Key characteristics of program management

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

Understanding the differences between project management and program management

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

Distinctive project management and program management is becoming the new norm

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

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

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

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

Real-world examples of project and program management

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

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

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

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

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

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

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

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

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

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

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

Make the best management decision for your needs

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

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

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

About the Author

Courtney Schmidt

Vice President

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

About the Author

Tracey Dubuque

Vice President

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

News and Insights

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

 

By Robert Mitchell

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

How does an owner’s representative support a project?

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

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

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

Advantages of having an owner’s representative

1. Expert project management

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

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

2. Effective communication and stakeholder coordination

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

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

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

3. Budget management and guidance to meet challenges

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

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

4. Risk mitigation and problem solving

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

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

5. Quality assurance

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

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

An owner’s representative early involvement produces the best returns

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

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

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

About the Author

Robert Mitchell

Construction Manager

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

News and Insights

Why renewable energy feels right at home in rural America

 

By Danielle Peoples

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

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

Honoring property rights and family legacy

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

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

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

Strengthening rural economies, sustainably

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

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

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

Building energy independence, one town at a time

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

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

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

Community comes first

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

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

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

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

About the Author

Danielle Peoples

Project Director for Communications and Stakeholder Engagement

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

News and Insights

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

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

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

 

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

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

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

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

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

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

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

 

News and Insights

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

 

By Jason Utton and Courtney Schmidt

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

Michigan: Poised to become a data center destination

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

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

Why Michigan? Key advantages for data centers

1. Reliable and diverse energy supply

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

2. Abundant water resources

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

3. Strategic tax incentives

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

4. Expanding fiber infrastructure

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

Balancing opportunities and challenges

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

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

Key considerations when identifying a data center location

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

1. Reliable energy and connectivity

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

2. Stable climate and natural disaster risk

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

3. Infrastructure and scalability

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

4. Regulatory environment and security

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

The future of mission critical development in Michigan

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

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

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

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

 

About the Author

Jason Utton

Senior Vice President

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

About the Author

Courtney Schmidt

Vice President

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

News and Insights

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

 

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

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

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

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

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

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

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

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

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

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

 

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

News and Insights

Atwell project highlights of 2024: Doing work that makes us proud

 

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 on The 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.

A person wearing a helmet and cycling gear rides a bike along a paved path lined with palm trees and greenery on a sunny day. The path runs beside a body of water and a black fence. The sky is clear and blue with a few wispy clouds.
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!

News and Insights

7 ideas that utilities can implement to drive grid modernization

 

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

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

1. Assessment of current infrastructure

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

2. Material upgrades to current infrastructure

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

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

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

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

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

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

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

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

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

About the Author

Christian Hoelsken

Associate Project Manager

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