Amid surging demand for renewable energy, utility-scale solar projects face tighter timelines and increasingly complex integration challenges.
Cam Garner, section manager in the solar program with 15 years in the industry, and Bob Fayard, solar preconstruction manager with nearly 24 years at Burns & McDonnell, share how early planning and seamless execution help move utility-scale solar projects from concept to completion.
How do you keep preconstruction, procurement and construction aligned from the start?
Cam: It sounds simple, but clear communication is essential, especially in identifying key personnel early in the process. Our preconstruction team does a strong job engaging the right subject matter specialists based on project needs. That initial back-and-forth sets the project on a path that keeps things moving smoothly.
Bob: I would say documenting everything is also crucial. It’s important to leave a clear trail when working on projects like these. So, document project execution plans, meeting minutes and client decisions — which may change often, given the fluid nature of solar. We, for example, tailor our communication style to the client — some come in ready with a clear vision, while others need guidance. Owners that have already decided and purchased the long-lead equipment are obviously way ahead of those that haven’t. Also, the owner’s lead needs to be able to make decisions to keep the project on schedule from the beginning. Whenever simple questions or decisions require a committee to finalize a path forward, it can delay the project from the outset. Either way, working to build mutual trust is an important aspect of working with clients.
In a very busy market, how do you maintain this alignment while keeping the business moving?
Bob: Establishing guidelines should be in the proposal, of course, but including clarifications about exactly what materials are needed and when, to when the purchase orders need to be issued to make sure materials and equipment are delivered on time, is vital to maintaining project schedules — especially with today’s supply constraints and tariffs. If needed, we have those honest conversations with owners upfront to avoid any surprises down the line.
Cam: Even if the full impact isn’t clear yet, raising potential issues early shows respect for the client’s planning process. Trust builds over time, and part of that is having open and honest conversations before issues become critical and affect the project.
How does site-specific data (soil conditions, permitting timelines, interconnection requirements) influence early-stage planning?
Cam: It’s foundational. These projects are built from the ground up, so geotechnical and permitting data shape everything — design, schedule and execution. If we can analyze site conditions early, we can often improve on the initial schedule the client had in mind. That information helps develop a plan that reflects what the site can actually support. Getting that information early on will also move the needle when it comes to keeping up with procurement, permits and regulations.
Bob: And because we can’t sample every acre of a site, assumptions will almost always be involved. If something unexpected is found, flagging it right away should help the owner understand the importance or magnitude it might have on their project. Whether it’s backfilling requirements or grading needs, these things affect cost and timelines. Knowledge of how seasonality affects execution also helps us make smarter recommendations.
Are substation scopes changing how you plan or execute work?
Bob: We typically include collector substations in our full EPC (engineer-procure-construct) scope, which helps manage interfaces and maintain schedule control. However, multiple projects are still waiting on generation interconnection agreements (GIAs), which affects timelines. It does impact risk management planning, but in today’s world adapting as needed is a skill everyone needs to have.
Cam: Things you could do to adapt under such circumstances would be to consider designing, building and waiting for the GIA application to go through. However, with that comes issues like builder’s risk, so questioning whether you want to keep people on the site or hand the project back to the owner while the application is pending. Again, open communication will help the team decide how to suitably move forward.
What advice would you give owners navigating uncertain timelines or project readiness?
Bob: Get the purchase order (PO) for engineering started — even if the full picture isn’t ready. A PO for engineering kicks off meaningful progress and buys time for early procurement. Starting this way helps many pieces fall into place and can build schedule contingency that may be needed later due to unforeseen issues.
Cam: If you don’t fully have everything fleshed out, consulting support can help bridge that gap until the full EPC handoff. This could help overcome some of those initial hurdles. Look for partners who understand the market and have great vendor relationships because that will make a difference at some point in your project.
Whether navigating permitting hurdles, procurement risks or evolving scopes, success in utility-scale solar projects comes down to relationships, readiness and flexibility. Projects in today’s world require integrated teams and a proactive mindset to execute projects with confidence.
