Power & Renewable Energy

News and Insights

Wind repowering: Working with a seamless team sets up savings and success into the future

By: Courtney Schmidt, Senior Director

Leonard Powell, Associate Director

David Greer, Project Manager

 

The advantages of wind are well established in that it offers a clean, consistent, and cost-effective source of renewable energy. Many wind energy facility owners are realizing turbines and equipment are now aging since their initial development, and the added incentives offered by the Inflation Reduction Act (IRA) provide a timely driver of change. By replacing the turbines and blades through a wind repower, there is significant potential for increased output and continued performance without the full development process of a new site.

Beyond the direct value delivered with greater efficiency and performance, Atwell has guided clients through the development process providing, a comprehensive range of services in a simplified, coordinated manner. Our team specializes in providing a complete development solution, ensuring compliance with all relevant environmental regulations, landowner engagement to secure new entitlements, engineering, and survey review of repower plans and work with local authorities and communities to address any questions while meeting project goals from concept to completion.

Upgrades today can offer long-term benefits for owners

Wind repowers are a large focus today given the extension of the renewable electricity production tax credit (PTC). Repower opportunities include tax incentives, capitalizing on fossil fuel retirements, and delaying new generation with increased yield through repower technological advancements. Tax credit qualification, Power Purchase Agreement (PPA) negotiations, and utility rate cases play a significant role in decision-making, alongside technical factors like component compatibility and extreme weather events. Interconnection and permitting can impact project timelines and costs.

Atwell brings extensive expertise to repower projects across multiple service groups. With more than 500 wind projects completed, totaling more than 20 gigawatts throughout the United States and Canada, our development experience is unparalleled. In the realm of repower projects, we’ve successfully managed over 1,100 megawatts across key states including Maryland, Michigan, Missouri, North Dakota, and South Dakota.

Our suite of services caters specifically to the needs of repower initiatives. From program and development services providing expert guidance, to land services facilitating lease amendments and waivers, we ensure smooth project progression.

Our environmental services encompass studies, permitting, and comprehensive environmental support to maintain compliance. Engineering services, including road engineering, structural analysis, and owners engineering, optimize project design and performance. Finally, our survey services, offering updated ALTA and topo surveys, provide precise site data essential for project planning and development. Atwell stands as a trusted partner, delivering comprehensive solutions for successful repower endeavors.

What to expect?

Embarking on a wind repower project requires meticulous planning and expert execution across various critical stages. Atwell’s process begins with a thorough desktop review, focusing keenly on existing infrastructure, proposed routes, and project areas, all analyzed with the aid of GIS technology. Following this, our team assists in asset valuation, providing robust support throughout the analysis phase. With a Program Manager at the helm, communication remains seamless, schedules are managed, and quality performance is ensured.

Environmental and permitting considerations are paramount in our approach, covering everything from field reconnaissance and wildlife conservation strategies to sound level and shadow flicker modeling. Atwell handles all permitting requirements, guiding you through the application process. In the realm of real estate, our Land Services Associates and Project Managers navigate agreements, conduct thorough deed research, and facilitate necessary waivers and amendments.

Engineering evaluations, aerial mapping, and the creation of detailed Request for Proposal (RFP) documents tailored to each project’s unique specifications round out our comprehensive suite of services.

Generating efficiency with streamlined planning and expertise

With the wide array of efforts required in a wind repower project, it can be a challenge to bring together and coordinate the planning and execution. While many firms can successfully execute pieces of an effort, the risk of singular focus on their own tasks creates puts the project in jeopardy when important details fall through the cracks.

Atwell leverages our national team experience within a strong program management framework to ensure that each step is completed according to the development plan. We go beyond the foundational deliverable needs to support our clients by ensuring that documentation is centralized and completed in a way that allows clients to meet any current requirements and leverage the work done as a forward-looking conservation and development resource. Atwell has guided its clients through the repower development process, offering a comprehensive range of services and programmatic support tailored to their unique needs and project requirements.

This type of value-add approach is just one way that we partner with our clients to deliver the greatest possible return on investment.

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

A framework for success: How stakeholder engagement reduces risks and connects community opportunities

 

Have you been surprised by stakeholder feedback on a project that wasn’t anticipated? Did it impact your schedule or scope? Did it challenge your overall project budget? Maybe your project couldn’t move forward as planned.

Whether it’s community input to make a more informed design decision or setting up a framework for stakeholders to engage on a controversial plan, we creatively design and deliver custom stakeholder engagement plans for your projects and programs.

Danielle Peoples, Project Director, Communications & Stakeholder Engagement at Atwell, has observed a growing demand and interest in developing community benefits for projects across the industry over the past 13 years.

“Communities, individuals, and organizations have important perspectives and experiences to capture in designing the best possible solutions. We know that taking time to research and listen to feedback on potential hurdles or barriers and then developing creative options that can reduce risk, streamline projects, and increase involvement is helping our clients and the communities they’re working within feel more satisfied,” said Peoples.

One of the primary advantages of proactively engaging and understanding the communities we’re working in is risk management. Rather than advancing a project and making significant commitments only to run into an issue late in the process when adjustments are challenging and costly, adapting project planning to allow for input from stakeholders early offers significant benefits:

1. Deepen understanding of the community and its needs

With the technology available today, engagement is more effective than ever before. Whether via social media, visual simulations, virtual or in-person meetings, it is now easier to request and listen to community vision and work to find commonalities to advance project goals.

2. Initiate and strengthen the discussion

Proactive efforts to communicate the project objectives, impact, and timeline allow developers to be in front of challenges and concerns. By working with the community and communicating early and regularly to let them know of the process, we increase the likelihood of engaging supporters and alleviating concerns of potential detractors.

3. Anticipate local, regional, and national requirements and opportunities

Working with Atwell and our national team of experts brings both local knowledge (regulations, permitting, workforce development and minority business benefits) and deep understanding of state and federal requirements (Inflation Reduction Act and Bipartisan Infrastructure Law funding) allowing our clients to enhance decision making and access funding that drives innovation while mitigating risk.

The ideal time to start planning stakeholder engagement is at the earliest stages of development of a project. When structured as an integral part of the development process, stakeholder engagement can improve the reputation of the developer and project, mitigate risk by understanding how varied scenarios might play out, and reduce costs of the project overall thanks to options presented as part of the process.

“Doing stakeholder engagement should not be viewed as a singular task to be checked off but as an opportunity to offer innovative community benefits that are a win for the development team and the community. If we treat people like we’d like to be treated, the aim is for their thoughts to be valued inclusively,” said Peoples. “When we offer people the involvement to understand our operational project challenges, they may have solutions we hadn’t even imagined.”

To learn more about communications and stakeholder engagement services and Atwell’s client support, contact Danielle Peoples.

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

Employee Spotlight: Jason Minock, Senior Developer, Renewables

Jason Minock is a Senior Developer working with Atwell’s Renewables teams. Though he’s only held this title for three years, Atwell has been an influential presence throughout his 25-year career. In this Q&A, he shares his career journey, when to walk away from a role, forming meaningful relationships in unlikely places, and the importance of standing firm in your ethics and values.  

Can you describe what you do as a Senior Developer?

I oversee program management for one of Atwell’s largest energy clients. I make sure the client has a designated point of contact to ensure that their questions, concerns, and requests are attended to in a timely manner. I also manage any cross integration that may happen if wind and solar projects overlap geographically. Overall, I’m making sure that our team is hitting our deadlines and that the client’s needs are met.

How long have you been with Atwell?

In this role, just over three years—but actually, my first experience with Atwell was as an intern in grad school. At the time there was an office in Brighton, Michigan that was led by Brian Wenzel [current CEO of Atwell] and included other leaders such as Bill Anderson [current Vice President].

After grad school I worked for a national home builder company for about 16 years, and I once again crossed paths with Atwell as a client. We hired Atwell to do our civil engineering work, and I made even more connections and built more relationships through that experience. The fact that people knew me, my work, and my capabilities played a part in me having the role I have now.

Can you give us more details on your career path?

I went to a small liberal arts college where I got my undergraduate degree in political science. After college, I moved to Alaska and worked for the state government for a few years doing public guardianship work. I then went to graduate school at the University of Michigan and got my Masters of Urban Planning. After my land planning internship with Atwell, I was a Project Manager for a small realty group here in Michigan before going to the national home builder company, where I started as a PM and eventually became the Vice President of the Michigan division. Then I spent about two years as the Vice President of Operation and Development at a local, Michigan-based home builder before joining Atwell in 2021.

What a journey! You have a lot of land planning experience. What attracted you to renewable energy and environmental work?

It was definitely a career shift, but it’s really interesting work. Bill Anderson, who I’ve kept in touch with since I was an intern, let me know about this opportunity and felt I’d be a great fit. I didn’t know much about those markets when I first started—I knew about as much as the average American knows, but it wasn’t my specialty. But Bill was confident that I would catch on, and well, he was right. A lot of my experiences in residential construction and homebuilding transfers to what I’m doing now: helping get projects approved and developed, managing teams, and understanding the client-firm relationship.

What are your thoughts on the renewables market and where it’s headed in the future?

I believe there’s an upward trajectory in the renewables industry. That’s another factor that attracted me to this role. Over the next 10 years, no matter who is in office or what is happening politically, renewable energy is going to be fixture in our lives. So I think we are in a great position as a company to make moves in this market and really grow our renewable energy program.

Have there been any challenging moments in your career? How did you overcome them?

Yes. One of my first jobs out of grad school was working for someone who turned out to be really unethical. It was an eye-opening experience for me that forced me to think about my own ethics and values. And I value doing the right thing, working hard, and being honest.

The most ironic part about this is that I could have been working at Atwell that whole time—I was offered a job at Atwell after my internship, and I turned it down for this other company that ended up being totally unethical! Talk about a big “whoops!” It all worked out in the end though.

What are some other values that have carried you through your career?

Something I always tell my kids is, “You don’t have to be the smartest person in the room, but working hard can make all the difference in the world.” There are other ways to differentiate yourself besides being the smartest person in the room. Your level of commitment, the way you treat others, being a good person—these things get noticed, too, and can be just as effective in advancing your career.

What impact has mentorship had on your career?

I’ve learned that mentors come in all forms; you might be surprised who ends up being a mentor to you. At a previous job, a guy who used to work for me actually became my mentor. He was older than me, and he had a really interesting approach to work and how to handle yourself in the workplace. He gave me tons of great advice, and I still text him all the time. I had a coach in college who mentored me more on life than work. His mantra was, “It’s a great day to be alive.” He was just a really good person and helped me see life in a different way. But my father was definitely my first mentor; he showed me the value of hard work.

Here at Atwell, Tim Jones [Development Manager on the Renewables team] graciously taught me all kinds of things about renewables and helped me adjust to the consulting side of the business. Tracey Dubuque [Vice President] has also been really helpful—I can throw any question at her and she always helps me out.

As far as mentoring others, I didn’t think I was that good at it because I never considered myself a good teacher or trainer. But I’m finding that people don’t always need technical training from a mentor; sometimes it’s just career advice or life advice, and taking the time to discuss those things with them.

What have you enjoyed the most during your time at Atwell?

The culture. I’ve worked for a Fortune 500 company, and while the work was fun, there was a lot of negativity, micromanagement, and fear about making mistakes. I feel like Atwell is a “work hard, play hard” kind of place. When it comes to my team, we all trust each other to do our best and do great work. We get along really well and work well together, which isn’t always easy with a remote team.

What are your future career goals?

I’d love to work on more large programs like I’m doing now, and with a variety of clients. I get to do a little bit of everything with our current client—a bit of environmental work, land work, survey work, and more. I think we’re setting ourselves up for opportunities to duplicate this kind of work with other clients in the future, even if it’s on a smaller scale. I’m looking forward to the unlimited growth of the renewables industry and being able to help a variety of clients in various locations with their own unique needs.

News and Insights

Celebrating National Surveyors Week: An Interview with Senior Director Justin Cecil

In honor of National Surveyors Week, we connected with Senior Director and surveyor Justin Cecil to ask about his career and where he thinks the future of surveying is headed.

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

My journey into the surveying career was a bit of a winding road. In college, I majored in construction engineering, and surveying was a part of that program. The surveying classes were some of my favorite, we got to map parts of campus, but the coursework was primarily focused on route surveying and topographic surveying.

After college I went to work for Pulte Homes working on the construction side of things. Atwell was a consultant to Pulte, so I got to work with a lot of the engineers and surveyors. That’s where I go to know and work with Matt Bissett (current President at Atwell). I started thinking about wanting a career change, so I met up with Matt and he helped me get into the survey group with Atwell.

After some time working in the field and learning about all the things surveyors do, I decided to go back to school to take some additional survey classes at a local community college so I could learn more about the boundary and law portions of surveying. I really love the variety of work and the history of how it helped develop the country. I’ve been with Atwell for 19 years now and I couldn’t think of anything else I would want to do. It’s a valuable and rewarding position to be in.

Are there any particular areas or types of surveying that you find especially challenging, and how do you overcome those challenges?

Right now, I feel like the biggest challenge is hiring surveyors and growing your team. I don’t think many people know enough about surveying and what a great and important profession it is. Very few places offer a degree specifically in surveying, and there aren’t many opportunities for people to get trained and really learn the profession. I feel it’s on surveyors now to promote and get the word out to help teach the next generation what a survey career really entails.

How do you collaborate with other professionals, such as engineers or architects, to ensure seamless integration of surveying data into larger projects?

We’re involved from the beginning to the end of the project. It’s important for us to set up an initial meeting with the developers, engineers and architects to help build the scope of the project and to understand what it is they are intending to do with the survey. Before engineering anything, we have to map it out and determine property limits and if there are any easements that could potentially cause issues with where they want to build. Once we do the initial survey, they can then begin their project. Once the design is completed, the surveyors work on the platting and any easements required, perform stake-out of the proposed improvements, and at the end of each project, we to go back and do a final survey to make sure everything was constructed per plan and to provide an as-built for project financing.

How has technology, such as GIS (Geographic Information System) or drones, influenced the way you approach surveying projects?

Technology really influences the way we approach projects. GIS is an incredible resource for surveyors. It makes research a lot easier as it shows you parcel information, areal imagery and sometimes contours of the land, need versus having to do a site visit or go the local courthouse to pull a deed or tax map. It’s still important to visit the site to get a feel for what you’re working with, but GIS really helps frame out the property lines and show what type of terrain we’re working with. It’s also helpful in supplying legal descriptions of the property so we know how to handle any of those issues accordingly.

Drones, terrestrial scanning and UAVs also benefit our projects and make our field work more accurate and efficient. We can utilize them to map out certain parts of the project that are more difficult to map conventionally. We’re working on creating a virtual Crew Chief position who can go out with a drone and collect data and be able to analyze it later on.

In what ways do you see the field of surveying evolving in the future, and how do you plan to adapt to these changes?

Scanning and drone technology are definitely the future of mapping. It’s up to us to be able to embrace those tools and use them to make our projects more efficient and to create a more accurate product. It’s still going to be important for us to be able to interpret the data that these technologies provide, so it’s not like these technologies are going to completely replace conventional surveying; there’s still going to be a need for surveyors to accurately measure and interpret the data.

An interesting thing about surveying is that you have to have the ability to read cursive writing, because many of the old records that were taken in the 1700s and 1800s are written in cursive. We’re still relying on those records for some projects, so even though technology has greatly advanced since then, surveyors are still needed to interpret what has been recorded.

What advice would you give to someone considering a career in surveying or just starting out in the field?

I think the best thing you can do is go out in the field and get experience. Work with a survey crew and learn as much as possible to really gain a solid foundation. The most successful surveyors are the ones who have spent time doing it and put in the work. It gives you a chance to see all aspects and learn about the variety of projects you get to work with. Be curious, ask questions, and absorb as much as you can.

News and Insights

Powering progress together: The vital role of make-ready utility work in fiber expansion

 

By Jesse Zellmer, Senior Director

In the rapidly evolving landscape of telecommunications, the expansion of fiber networks stands as a pivotal development, reshaping how we connect and communicate. According to a report by the Fiber Broadband Association, the U.S. saw an unprecedented level of fiber deployment in 2023, with over 35 million homes having access to fiber services—a significant increase from previous years. This rapid expansion underscores the critical need for efficient and effective make-ready utility work.

Over my 19-year career in service to the utilities industry, I’ve developed a deep respect for the teams that take this on. This field’s complexities and immense potential are important to understand in order to ensure the safe and efficient deployment of these assets, which is enabling connectivity for millions of people. This is especially important when it comes to forging strong partnerships with utility companies, who are often managing the priorities of the third-party attacher (a fiber network owner, such as a telecomm company), the customer, and their own utility goals.

Understanding make-ready utility work

Make-ready utility work involves preparing existing utility poles and infrastructure to accommodate new attachments–in this case, fiber optic cables. This process is not just about adding new lines; it’s a meticulous task that involves ensuring compliance with safety standards, optimizing space on utility poles, and sometimes even replacing or reinforcing existing structures to handle additional capacity. The challenges are multifaceted, ranging from technical and logistical hurdles to regulatory compliance issues.

To illustrate, let me share a remarkable incident our team encountered. During a routine assessment for a make-ready project, we discovered a utility pole that had become an unintended part of a local shed. The pole, with all its wires and fixtures, was completely built into the structure, emerging through the roof. This unusual situation not only posed a unique challenge, but also highlighted the unpredictable nature of make-ready work. It underscored the importance of thorough site assessments and creative problem-solving, aspects that are central to our approach at Atwell.

Such scenarios are not just about technical resolution, but also involve navigating property rights, coordinating with multiple stakeholders, and ensuring that all solutions are compliant with safety regulations. This example serves as a testament to the complex and often surprising nature of make-ready utility work, where each project can present its own unique set of challenges and learning opportunities.

fiber networks make-ready utilities

The partnership approach

The essence of successful make-ready work lies in collaboration. I recently read a study by Deloitte highlighting the importance of partnerships in the utility sector, emphasizing that collaboration can lead to innovative solutions and improved efficiency. Throughout my time at Atwell, we’ve seen firsthand how working closely with utility companies not only streamlines the make-ready process, but also fosters a deeper understanding of each other’s capabilities and constraints.

Mike Surran, Project Manager at CORE Electric Cooperative, shared, “Atwell’s expertise in make-ready utility work has been invaluable to us. Their innovative and precise approach significantly streamlines our ability to support fiber network expansion driven by our communication partners, ensuring safety and efficiency. Atwell is more than a service provider; they are an integral partner in our mission to enhance connectivity.”

In another instance, Atwell has partnered with a local rural electric cooperative as they support the attachment of telecom-owned fiber optic networks to their existing utility infrastructure. Throughout the project’s lifetime, thousands of poles, spans, and assets have been field-checked for a safe attachment environment.

Safety and compliance: A joint responsibility

Safety and regulatory compliance are paramount in make-ready work. The Occupational Safety and Health Administration (OSHA) as well as the National Electric Safety Code (NESC) outlines strict guidelines for utility work, emphasizing the need for adherence to safety standards. By collaborating, Atwell and our utility partners ensure that every project not only meets but often exceeds these standards, ensuring the safety of workers and the public.

In addition to simply following the requirements set forth by the NESC, one must also take a step back and make sure that the minimums will still work for the application. Years ago, a third-party communication attacher installed their facilities on a client’s pole line, but took advantage of an exception to Rule232B1. This rule allowed them to reduce the ground clearance to 9.5 feet from 15.5 feet because the line was on the other side of a deep ditch which they determined was not traversable by vehicles. However, years later, the customer near the line decided to pour a new concrete patio. A cement truck contractor built a bridge across the ditch and attempted to drive underneath the line. Because of the reduced clearance, the cement truck caught the communication cable, tore the line down, and created a high-energy fault that started a fire.

Knowing the high impact and risk associated with maintaining a high voltage power grid, good engineering judgement must always be taken to make the best decision for the health and safety of the community.

Innovative solutions in make-ready work

Innovation is key in addressing the unique challenges of make-ready utility work. We leverage the latest technologies, including advanced GIS mapping and 3D modeling, to plan and execute our projects with our utility partners. These tools allow for precise planning and can significantly reduce the time and cost associated with make-ready processes.

A critical aspect of our innovative approach is our ability to use multiple methodologies to capture the required data for make-ready projects. This includes the use of LiDAR (Light Detection and Ranging) technology, which can be collected through various means, such as drones or fixed-wing aircraft. LiDAR provides high-resolution, three-dimensional information about the physical characteristics of the site, allowing for detailed analysis and planning.

Additionally, we utilize manual data capture systems like Katapult, which offer a more hands-on approach to data collection. This method is particularly useful in environments where automated systems might not be as effective (like corridors heavily covered in trees) or in situations that require a human touch for accuracy and detail. Katapult ultimately provides a side-by-side visual comparison, allowing the utility to ensure compliance in the engineering phase as well as being able to compare after construction.

By combining these diverse methodologies, we can tailor our data collection process to best suit the specific requirements of each project. This flexibility not only enhances the efficiency of our make-ready work, but also ensures a higher level of accuracy and reliability in our planning and execution. The integration of these advanced technologies and methodologies underscores our commitment to delivering top-tier solutions in the utility sector.

The scale of fiber expansion in the U.S.

The scale of fiber installation in the United States is monumental and is being further propelled by state-run programs. A prime example is the Texas Broadband Equity, Access, and Deployment (BEAD) Program. Authorized by the Infrastructure Investment and Jobs Act (IIJA), the BEAD program has allocated a substantial $3.3 billion to Texas. This funding is dedicated to supporting infrastructure deployment, mapping, adoption, and planning, creating a competitive process for potential subrecipients to apply for funding.

Texas is not alone in this endeavor. Similar initiatives are underway across various states, each tailored to meet the unique needs of their communities and to bridge the digital divide. These programs are not just about expanding internet access; they represent a commitment to future-proofing our nation’s infrastructure and ensuring that no community is left behind in the digital era.

The impact of these state-run programs is significant. They not only accelerate the expansion of fiber networks, but also ensure that the benefits of high-speed internet are equitably distributed. This is a crucial step towards creating a more connected and technologically-advanced society.

Preparing for the future: Fiber expansion and beyond

As the demand for high-speed internet continues to grow, the importance of fiber expansion cannot be overstated. We are not just keeping pace with this growth; we are actively working to shape the future of utility infrastructure.

Matt Rosser, Senior Vice President of Energy at Atwell, shares: “As we navigate the complexities of today’s utility landscape, Atwell remains committed to being at the forefront of innovation and collaboration. Our involvement in make-ready utility work, especially in the context of the fiber expansion to create equitable access of connectivity, is a testament to our dedication to not only meeting but exceeding the needs of our clients and communities. We’re proud to play a pivotal role in this transformative era, ensuring that every project we undertake is a step towards a more connected and technologically advanced future.”

The journey of fiber expansion is a testament to the power of collaboration in the utility sector. I am proud to be at the forefront of this journey with my team, working hand-in-hand with utility companies to navigate the complexities of make-ready work. Our commitment to safety, innovation, and partnership is unwavering, and we are excited about the opportunities that lie ahead.

We invite utility companies and potential partners to reach out to us at Atwell. Let’s discuss how we can work together to meet the challenges of today and pave the way for the innovations of tomorrow.

About the Author

Jesse Zellmer

Senior Director

Jesse is a Senior Director in Atwell’s Power and Energy division with more than 19 years of professional experience in the electric utility industry providing services such as distribution design, make ready analysis, distribution automation, standards book creation, and more. Jesse spent the first 10 years of his career as a Wisconsin Public Service employee, where he developed his diverse background in power delivery.

News and Insights

4 questions to consider as you navigate your AEC career

 

Deb Wilson is the Vice President of Land Solutions within the Power and Energy market sector at Atwell. With more than 25 years in the industry, you may be surprised to know her career did not start in the AEC industry, nor is her degree in the field she serves today.

Wilson began her career working in finance at General Motors, but after a few years, she knew she was driven to pursue other opportunities. Despite the role’s job security, she chose to pursue her education at the University of Michigan, where she received a degree in Environmental Studies. After several twists and turns, having served in the Environmental industry and a decade in the Land Surveying field, she now leads the Land Solutions Right of Way group with the Power & Energy sector at Atwell, driving new client relationships and advocating for Atwell’s services. It’s because of her non-linear career experience that she’s passionate about career-path conversations.

Throughout her career, Wilson credits much of her success to her mindset and determination to maintain a positive perspective. Over the years, Wilson invested in herself, followed her intuition, and worked on her personal and professional development. She has always believed that her career was hers for the shaping and works to impart this advice upon her team.

“Any good career-path conversation must start with self-reflection,” Wilson says. “Anyone seeking career direction must ask themselves what they really want out of their career before they can gain truly helpful advice or direction from a conversation with a leader.”

The process of identifying goals, defining and evaluating priorities, and deciding what you’re willing to commit to are all part of a fruitful career-pathing conversation. Consider the following questions as you head into the new year and the next 12 months of your career:

1. What do you really want for yourself?

Knowing yourself well can be one of the first steps in evaluating the direction of your career. How much responsibility do you want? What activities give you a tremendous amount of satisfaction? What concerns you, and can you grow beyond those fears?

“When I’m in career conversations with my team, one of the first questions I ask is what their top priorities are, because it’s not my decision to make,” Wilson states. “In some roles, there’s an amount of commitment required and that can infringe on other priorities. My initial goal is to help people identify their priorities, then plan with those in mind. Life is alive with changes, and we may prioritize different goals at different times.”

Wilson emphasizes the importance of recognizing that your career is a journey, not a destination. People are ever evolving and growing, and priorities will change. Knowing what you want for yourself and recognizing that you can change your direction leaves room for opportunity.

2. How can you drive your personal career growth, and who can help?

Your career is one of the greatest personal investments you will ever make. Thinking of career growth as an investment is empowering, and the best person to promote your capabilities is you. Consistently exposing yourself to new skills, methodologies, and concepts gives you the ability to refine and improve your competencies at any level.

Additionally, career growth requires supporters who can mentor, coach, and advocate for you. Career advocates create opportunities for exposure, training, and education. Wilson states, “I attribute my career success to the many individuals who supported, believed, and trusted in me. Yes, I had to earn trust, but I don’t discount their contributions; without them, I wouldn’t be where I am today.” Expose yourself to people you respect and recruit your career advocates to give yourself the best opportunity to drive the direction of your career.

3. How much responsibility do you really want?

Knowing how far you want to challenge yourself and understanding the amount of responsibility you’re seeking can help you set goals and expectations for yourself. If you want to be the one making the decisions, Wilson suggests you go on a track to a leadership position; however, if you’d rather have someone to whom you can defer decisions to, a director or vice president position may not be the ideal role for you.

Decisions don’t only exist within leadership roles, but when it comes to responsibility, leadership roles will meet your expectations if that’s what motivates you. “What I recommend, if you haven’t had autonomous responsibility before and want to try it out, is to identify areas of need in your work environment,” Wilson advises. “Then, talk with a decision-maker about solutions, and ask to lead the initiative all the way through execution. Well before I was in a leadership role, I remember being in these situations.”

The key for Wilson was offering to take responsibility for execution. “Those moments really moved my career,” she recalls, “but I recognized that if things didn’t go as planned, I owned it; I took responsibility.” Knowing the level of responsibility you’re seeking will allow you to be more concise in making career decisions.

4. What is your self-talk saying?

Your inner dialogue can tell you a lot about what you do or do not think is possible for your career; after all, it is the voice you listen to more than any other. Working on your inner dialogue can open doors for you simply because you made the choice to pursue a new position, rather than throwing up roadblocks of self-doubt that can prevent new opportunities.

“This is the one thing we always have access to,” affirms Wilson. “When you’re at your best and your self-dialogue is favorable, you’re in a good position to be successful. You’re more open to the possibilities around you.”

Regardless of where you are, no career path is going to be linear. With time, those twists and surprises will take you in directions you may never have thought of in those initial career conversations. While you can’t plan for surprises that may occur, you can get clarity on what matters most to you today and what you’re willing to commit to through effort, dedication, and the support of those around you.

News and Insights

How to navigate permitting challenges for successful renewable energy projects

 

Understanding the changes in the permitting process and planning for contingencies can mean the difference between project success and project failure. Learn the steps you can take before, during, and after to set your projects up for success by viewing our June 2023 webinar.

We discuss topics such as:

  • The changing permitting landscape for renewable projects
  • The potential pitfalls that could cost you time and money
  • What you can do to separate your project from the competition

 

Our panelists:

David Applebaum, Senior Counselor at The Hawthorn Group: David uses his understanding of political and policy strategy to create comprehensive plans that help energy clients manage legislative, regulatory, and community matters. With four decades of experience, he understands renewable energy permitting issues at both the state and local levels.

Tracey Dubuque, Vice President – Energy at Atwell: Serving as a representative for several of the nation’s most successful renewable energy developers, Tracey is a trusted leader offering guidance and expertise on energy trends. For close to 20 years, she has assisted with siting energy facilities to minimize environmental impacts and expedite permitting success.

Jason Utton, Vice President – Energy at Atwell: Throughout his career, Jason has been on the leading edge of renewable energy projects across the country. With over 16 years of experience in developing renewable energy projects, he helps clients understand and navigate the shifts in energy policy.

WEBINAR: Navigating Permitting Challenges for Successful Renewable Energy Projects

News and Insights

7 ways that engineers can use SCADA systems to monitor and optimize industrial processes

 

At Atwell, Supervisory Control and Data Acquisition (SCADA) systems are widely used to monitor and control complex processes and infrastructure. Engineers such as Atwell’s Nav Singh play a crucial role in designing, implementing, and maintaining SCADA systems. In fact, Singh refers to SCADA as his first love.

“I think of SCADA as my first love in terms of work,” Singh explains. “Twelve years ago, my first job was doing SCADA alone. I was doing substation SCADA for a good two years and learned from multiple mentors along the way. When I joined Atwell, leadership was particularly interested in my skills on the SCADA side, and I was excited to jump back into the SCADA after a few years off.  Not only is the collection interesting, but so is the element of creativity involved.”

Singh continues, “When planning a deliverable, you must think about it from a higher perspective. Over time and with practice, I’ve found creative ways to run the deliverables in each project smoothly.”

With more than a decade of experience working with the technology and mastering his deliverable skills, Singh offered suggestions for how other engineers can use the technology. Here are seven ways engineers can use SCADA:

1. Process monitoring: Engineers can use SCADA to monitor and visualize real-time data from various transformers, circuit breakers, disconnect switches, and more. Other applications include wind farms, solar farms, and traditional generating sensors and devices, such as temperature, pressure, flow, and level sensors. This helps them keep a close eye on critical parameters in industrial processes, utilities, or substations.

2. Remote control: SCADA systems allow engineers to remotely control equipment and processes. This can include operating critical equipment protecting the power grid, such as circuit breakers and disconnect switches, turning pumps on or off, adjusting valve positions, or changing setpoints to maintain optimal operating conditions.

3. Data logging and storage: Engineers can configure SCADA systems to log historical data. This data is valuable for trend analyses, troubleshooting, and compliance reporting. Engineers can use this information to make informed decisions and optimize processes over time.

4. Alarm and event management: SCADA systems can be set up to generate alarms and alerts when specific conditions or events occur, such as equipment failures, out-of-spec measurements, or safety breaches. Engineers can configure these alarms and respond quickly to prevent issues or minimize downtime.

5. Security and access control: Engineers are responsible for ensuring the security of SCADA systems. They can implement access controls, encryption, and other security measures to protect against unauthorized access and cyber threats.

6. Integration with PLCs and RTUs: SCADA systems often work in conjunction with Programmable Logic Controllers (PLCs) and Remote Terminal Units (RTUs). Engineers can program these devices to communicate with the SCADA system, allowing for seamless control and monitoring of field equipment.

7. Customization and reporting: Engineers can customize the SCADA interface and reports to meet specific industry or organizational needs. They can create dashboards, trend charts, and reports that provide insights into process performance and help with decision-making.

Engineers use SCADA systems to monitor, control, and optimize industrial processes and critical infrastructure. These systems provide real-time data, remote control capabilities, historical data logging, and essential features for ensuring the efficient and secure operation of complex systems.

For engineers like Singh, they also offer an opportunity to flex those creative muscles and go above and beyond for our clients. Not only does Atwell provide engineers with years of expertise, but we also provide multiple teams within Atwell who work together to collect, analyze, and synthesize data so our clients can make well-informed decisions that lead to accomplishing their goals.

News and Insights

How the Environmental team is working today to anticipate the regulatory demands of tomorrow

As Atwell continues to grow, so too does its Environmental team. From permitting to habitat mapping, their services continue to grow to meet our clients’ demands. Vice President Bourke Thomas shares the story of the team’s journey and his vision for their future.


What brought you to Atwell, and how long have you been leading the Environmental team?

Bourke: Unlike most, I knew that I wanted to be a wetland consultant in sixth grade. My dad ran the wetland program in Michigan, so I knew what it meant to be a wetland consultant at an early age.

In high school, I shadowed one of my dad’s friends, who was a wetland consultant, to learn about the career path he took. He told me where he went to school, what he minored in, and what he received his undergraduate degree in. By the time I was a high school senior, I knew I wanted to receive my undergraduate degree in environmental science from Michigan State University.

When I graduated from college, however, there were no jobs available. I sent resumes all over the world looking for a job. My brother was living in New Zealand at the time, so I even applied for roles there. I couldn’t get a job anywhere, so I went back to my dad’s friend who happened to own a wetland consulting business in Detroit. I worked for him for a year and a half until the day I received a phone call from Kevin O’Connor, who at the time was a recruiter at Atwell. We met for coffee shortly after that call, and I’ve been with Atwell ever since.

The Environmental team is where it is today because the two people leading the diversification conversation way back in 2005 were Matt Bissett and Tim Augustine. They were selling environmental work and selling our full services. They sold a raptor nest survey for two projects in Michigan in 2008 and here we are today, a $15 million environmental group doing most of our work in the renewable space.

What would people outside of your team be surprised to learn about the Environmental team?

Bourke: They’d be surprised to learn how big we are and how much work we do. The Environmental team has more than 70 people with a business plan that represents 5% of the firm’s hours. That’s a substantial number of hours considering the environmental team only had 37 employees in March of 2021. We have six archaeologists on staff, and we have 3 full-time avian biologists. We do bird surveys, cultural resources surveys, critical issues analysis (CIAs), wetlands, habitat mapping, and local, state, and federal permitting. There are a select few states including Minnesota, Illinois, and Michigan where we’re doing county, state, and township municipal permitting. We do all that work in-house.

What would a prospective client be surprised to learn?

Bourke: Every time I talk about our work with a current or potential client, they say, “I didn’t know you did that.” We’ll be talking about an environmental project in Minnesota, New Mexico, Colorado, Illinois, or Michigan and we’ll share, “We do electrical design; we do transmission design; we have six licensed professional surveyors in this state.” They’re always surprised to learn about the breadth of our services.

Our clients would also be surprised to know about the growth of the Environmental team.  In 2021, we had 37 people. Today, we’re at more than 70 people. We’ve almost doubled our team in just two years We know that as our clients’ needs and scopes increase, our team will continue to grow as well because we know they’re going to need our bandwidth.

What is your vision for the future of the Environmental team?

Bourke: I’m excited about providing opportunities for our staff. I like working at Atwell because the opportunities are endless. I started as a technician 18 or 19 years ago and look where the opportunity brought me! Some leaders within Atwell took me to coffee when I was a technician and asked, “What do you want for your future? If you want to do this, these are the things you can focus on. And, if you focus on those things and you master them, you can move to X, Y, and Z roles. The future is available to you.”

I would like to do the same thing for someone else at Atwell, whether they’re an intern, newly out of college, or 20 years into a career but new to Atwell. I want to know who people are as individuals, learn what excites them, and help them find a path that will motivate them to show up to work every day. Whether it’s in the environmental group, the program group, the survey group, the engineering group, or any group within Atwell.  Wherever it is, I want to help people envision their careers and get started on that path.

How do you see the landscape of environmental services changing in the next five to 10 years?

Bourke: The beautiful thing about the environment is that regulations are not going to get any easier regardless of local, state, national, or global politics. The environment is important, and it will continue to be important. The regulations are only going to get stricter.

With that in mind, how do we differentiate ourselves from our competition? We don’t do technical things any differently than our competitors, so where we can separate ourselves is by thinking ahead and anticipating what policies are coming.  We have solar projects and wind projects that aren’t going to be operational until 2026 or 2029. We’re starting to develop projects that won’t be built for three to six years. How many presidential elections is that? How many different versions of the EPA are there going to be? How many changes are there going to be in county leadership, of all the different counties or municipalities in in the United States? What’s going on at the local, state, and federal levels that are influencing or could influence these projects? How do we keep track of that?

That’s the differentiator. We are paying attention to the politics and how policies are going to drive environmental legislation. That will then inherently drive our projects.

What drives your passions?

Bourke: From a work perspective, there’s nothing that excites me more than getting a permit faster than expected.  My passion is winning as it pertains to work and getting our clients what they want as fast as we can, as efficiently as we can, and exceeding their expectations. That excites me every day.

Personally, my passion is sharing my knowledge. My hope is to work for people on the Environmental team who are smarter, quicker, brighter, more eager, more aggressive, and more strategic than I am. I want to empower the team to feel like this is a flat organization. If you’ve got an idea that’s better than mine, there’s nothing more important than our clients’ success. I want to foster creative thinking, with sound, legally-defensible science, because we must be able to defend what we do but do it in a way that is strategic with our clients in mind. I want to share what I know with the people that I work with every day, so they can take it one step further and achieve even greater things.

News and Insights

In the renewable energy industry, relationships are the currency of success

There are two names in renewable energy that go way back – Atwell and Apex Clean Energy. Company names have changed, titles have changed, and environmental experts have shifted into new roles across a variety of entities. Despite inevitable changes over the years, the people at Apex have stayed close to the people at Atwell. And that decision has resulted in fruitful opportunities for both.

Founded in 2009, Apex Clean Energy now boasts 400 industry experts as a leader in renewable energy across North America. They have gone from being a simple wind energy developer to being an Independent Power Producer with all elements of renewables in their portfolio. With close-knit relationships built over years of work and successful projects, the history between Apex and Atwell has evolved into a working partnership. At the helm of the work sits Daniel Farmer, Vice President of Power & Energy at Atwell.

“Apex has developed 10 gigawatts of renewable energy projects over the years, and we’ve supported them in a multitude of roles,” Farmer explains. “From environmental, surveying, and engineering teams, our work and expertise in various development areas provides us with expanded opportunities to support Apex as a leader in the industry.”

Just over one year ago, Apex and Atwell entered a new phase of their partnership. While Atwell previously came into a project to work in one area, they will now act as a consultant for multiple Apex projects. Leadership at both companies discussed topics like how Atwell can help Apex fulfill their vision, where will they need to secure an outside vendor, and in what capacity Atwell can manage the full project from start to finish.

According to Farmer, this is where much of the trust in a business relationship is built – in being open, transparent, and diligent. “Rather than over promise and under deliver, Atwell is unafraid to say, ‘We may not have all the answers right now, but we will find them and help you achieve your goal.’ This value is not only demonstrated with clients, but as part of Atwell’s company culture. Farmer continues, “At Atwell, we believe being bold and unafraid to try separates us from the rest, as does our number one value: Being client-centric. We aim to ensure our work delivers measurable results and provide the most cost-effective solutions for our clients along the way. That is exactly what we’ve done for Apex over the years.”

It is because of this history and trust that Atwell is included in the future of renewable energy at Apex. “We’re prepared to develop, and we will be developing renewable and energy storage projects–wind, solar, battery storage, as well as other technologies,” says Farmer. “All for the purpose of powering facilities which will create green hydrogen for the new green hydrogen hubs and green hydrogen economy.”

Because it’s a partnership, Atwell looks at any challenge, issue, or change more closely and uncovers ways to minimize any negative impacts. “We’re very open with them,” Farmer states. “We have very candid conversations about why there are greater costs to do some things and lesser costs to do others; why one project may cost more than another, even though they seem identical, these differences often have to do with location and equipment to be employed on the project.”

Farmer’s team respects and values the trust that Apex has with  Atwell, and they are constantly evaluating how they can continue providing innovative solutions and strategic advisement.

“A theme through everything that the engineering group does is we continually look for places where we can engage our family of services– environmental, survey, and land development to help engage with the client as early in the development process as possible and cover any blind spots we may have,” says Farmer. “For the good of the client, we’re looking at the whole picture, not just one leg of the work.”

To build long-lasting and mutually beneficial relationships, Farmer recommends three things:

  1. Keep doors open for yourself and for your company by focusing on the future. The renewable space is a small world. Colleagues and employees are rapidly shifting. You never know when a former colleague becomes the client, so don’t shy away from a new connection.
  2. Along the same lines, keep your eye on the bigger picture of a project. Be honest, up-front, and communicative. Be willing to say when you don’t know something, and when you don’t-be ready to help people find the person who can.
  3. Maintain professionalism across projects and all involved. Clients will observe how cooperative and supportive you are of external vendors or outside contractors. Failing to do this could mean the loss of future work.

These three things combined lead to lasting and mutually beneficial relationships for years to come.