Why People are the Real Power Behind Multiyear Utility Programs

Having led multiple portfolio-level programs involving hundreds of professionals, I’ve seen firsthand the transformative impact of workforce development. Our work with utilities has made one thing clear: investing in people isn’t optional—it’s essential. Workforce investments foster transparency, strengthen compliance, and align stakeholders around shared goals.

Multiyear programs present a powerful opportunity to build local talent pipelines through internships, mentorships, and targeted training. This not only supports long-term delivery but also ensures consultants feel their growth is valued—while communities benefit and thrive. In today’s challenging economic climate, and with utilities facing a widening workforce gap, the case for a win-win approach has never been stronger. Doing good and doing well can—and should—go hand in hand.

In consulting, the focus often leans heavily toward client outcomes, sometimes at the expense of employee development. That imbalance is perplexing, especially when the potential for mutual benefit is so clear. This is why I’m energized by the infrastructure and utility sectors, where the urgent need for skilled talent makes workforce development a strategic imperative.

Utilities are navigating unprecedented workloads, integrating distributed energy resources (DERs), and executing large-scale capital plans. A workforce strategy aligned with program milestones ensures the right talent is in place—precisely when and where it’s needed. With proactive planning, multiyear programs can turn people into delivery assets rather than constraints.

Strategic workforce development not only reinforces PMO governance but also builds trust across stakeholders. It signals meaningful investment in communities and contractors, enhancing credibility with regulators, businesses, and the workforce itself. The time to act is now.