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

Rural opportunity in the new wave of onshoring

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

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

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

Onshoring offered something simpler: reliability.

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

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

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

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

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

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

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

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

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

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

The real factors in rural site selection

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

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

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

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

Data-driven tools for rural site development

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

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

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

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

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

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

Partnerships that shape possibility

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

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

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

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

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

A client-focused approach to onshoring

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

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

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

 

About the Author

Jim Lowe

Vice President

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

About the Author

Eric Lord

Vice President

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

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

News and Insights

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

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

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

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

Power: Why planning for power and energy comes first

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

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

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

Policy: Navigating the regulatory maze with an early strategy

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

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

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

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

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

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

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

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

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

Staying ahead of the curve in data center development

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

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

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

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

About the Author

James Hall

Executive Vice President of Special Projects

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

News and Insights

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

 

By Courtney Schmidt

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

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

Key considerations in land acquisition

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

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

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

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

Shift toward land banking and speculative acquisition

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

The Atwell advantage

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

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

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

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

About the Author

Courtney Schmidt

Vice President

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

News and Insights

10 forces driving new demands in energy and the role program management plays in long-term success

 

By Tracey Dubuque and Jason Minock

The energy market is undergoing a lot of upheaval and rapid change. Every day, new technologies, evolving regulations, and shifting consumer expectations are changing the way projects need to be developed and delivered. For project stakeholders, this means there is more pressure than ever to move quickly, stay flexible, and still meet high standards of transparency and accountability. With development becoming more complex and more nuanced, the ability to pivot and lead with clarity will be crucial through shifts in the market.

As seasoned program management leaders on a team with decades upon decades of experience, we’ve seen the market ebb and flow and take unexpected turns before. However, not every developer is equipped with experienced program managers who know how to anticipate changes, analyze potential effects, and quickly pivot into a more beneficial direction. And that’s exactly where program management can make a difference: as the linchpin that holds together and maintains long-term success.

What’s driving these changes in the market?

The shifts happening across the power and energy industry are reshaping how projects come to life. Here are 10 of the biggest forces creating new demands for developers and utilities today:

1. Soaring electricity demand from AI, data centers, and electrification

Big Tech’s surge in AI deployments is driving electricity demand from about 4% increase in 2023 to an estimated 6–12% by 2028, according to the U.S. Department of Energy. This can potentially put a serious strain on power infrastructure. Utilities and developers are rushing to upgrade systems, deploy flexible tech, and strategically site projects to manage the new load.

2. Nuclear resurgence and gas resilience

Nuclear is back on the table in a bipartisan way, but under the One Big Beautiful Bill (OBBB) especially, it’s being accelerated as a baseload solution. Gas remains the fallback for reliability. Together, they’re creating different dynamics for developers outside of the old “coal vs renewables” framing.

3. Policy changes and rollbacks

Shifts in subsidies, tariffs, and tax incentives are shaking up project economics, sometimes mid-stream.

4. Political and regulatory turbulence

Regulations at the federal, state, and local levels are shifting more often, creating a turbulent policy environment where projects will need to adjust and move quickly.

5. Grid flexibility and load management

As renewable generation fluctuates, operators are learning to modulate output in order to balance grids more effectively.

6. More complex permitting due to higher expectations

Local approvals can take longer and feel more uncertain due to higher expectations of community engagement and consistent trust-building among stakeholders.

7. Accountability shifting to ROI

Investors, communities, and stakeholders want proof of real returns and job creation, not just sustainability scores. Under the OBBB, the emphasis is on showing value to ratepayers and local economies, making program managers the ones who can translate project impacts into hard numbers.

8. Oil and gas supply fluctuations

Fossil fuels and natural gas availability and access, affected by geopolitical dynamics, impact costs throughout the entire energy sector.

9. Reshaping the idea and location of markets

Ideas like “powershoring” (relocating businesses to places with more cost-effective clean energy) and local flexibility markets are gaining traction.

10. Affordability and reliability as voter-driven priorities

Consumers (and voters) are much more vocal about cost-of-living and reliability. This puts pressure on utilities and developers to deliver projects that don’t just look good on paper, but keep rates stable and power flowing—a very partisan tension point today.

In the midst of these shifts in the market (which can slow momentum, dissolve confidence, and create confusion) is where program management shines.

The power of program management in a shifting market

An effective program management strategy should be centered around one clear goal: to bring structure and consistency to inherently dynamic development cycles. We subscribe to a method that starts with a deep understanding of our client’s unique program needs and extends across every decision and milestone.

From prospecting, feasibility, and siting to due diligence, entitlements, and construction, it’s necessary to look at the full picture and align every decision along the way—not just one piece at a time. Doing so ensures that nothing falls through the cracks. Creating a structured approach with end-to-end ownership creates a single point of accountability for your program, which is a critical factor when speed and efficiency are non-negotiable.

The best kind of project management is relationship management

When we manage programs, we do more than provide a service; we are your advocates. We are reliable advisors, helping you stay focused on your strategic goals. We are an extension of your team, helping you anticipate challenges and coordinate across disciplines.

Because Atwell isn’t structured around profit centers, we aren’t limited by rigid internal structures. Our teams are empowered to work across disciplines and geographies to deliver the right solutions. Something we do well that other program management plans may lack is that we have a true knack for bringing the right people with the right expertise to the table at the right time. We know how to align teams with purpose in order to build trusted relationships that drive long-term success.

A program management team is your partner for what’s now, and what’s next

With the seemingly never-ending shifts in the market, you’ll want a team with a vast range of expertise and technical know-how. But more than that, you’ll need a partner with an established development lifecycle framework and a collaborative, agile culture. We’ve built teams that thrive in ambiguity, forecast future market pressures, and act with precision to keep your program moving forward, no matter how the market evolves. These are qualities that fare well under the pressure of market changes.

The market shifts we listed above are just the beginning; you can expect the energy market to keep changing and evolving. The question isn’t when you will adjust, but how? With a solid program management team in your corner, you’ll be able to transform today’s challenges into tomorrow’s momentum.

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.

About the Author

Jason Minock

Senior Development Manager, Renewables

Jason has 25 years of experience in land planning and development for real estate and energy developers. He currently oversees the program management for one of Atwell’s largest energy clients.

News and Insights

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

 

By Courtney Schmidt and Chase Pelletier

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

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

The power of Program Management in land strategy

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

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

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

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

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

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

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

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

Early-stage land support is built on collaboration

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

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

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

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

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

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

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

Building the future by leading with foresight

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

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

 

About the Author

Courtney Schmidt

Vice President

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

About the Author

Chase Pelletier

Senior Director

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

News and Insights

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

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

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.