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.
What is important for a smooth transition from preconstruction to in-the-field construction?
Bob: I cannot emphasize how crucial having a plan is. It doesn’t have to be perfect but having a plan for everything is the goal. And a plan can and will change throughout the life of the project. But if we send our field staff out to the site and don’t have a plan for them to be successful, we won’t be. You have to set up the jobsite as if you were the one who was going to have to live there for a year. Think about the subcontractors as dynamic and not fixed commodities. This means coordinating who else will be on-site, what tasks they’re handling and how that timing aligns with another subcontractor’s scope of work. That’s how we see that our subcontractors are successful. If we make our subcontractors successful, the odds are our project, owners and firm will be successful.
Cam: To make that happen, the plan needs to be conveyed to the entire field team through our schedule, safety plan, quality plan, execution plan, subcontracts, etc. Plan the work and work the plan. Yes, it’s cheesy, but it works. In solar construction, there are going to be challenges and we have to plan for A, B and C, but the reality is we're typically working with Plan D, E and F, so it’s important to understand plans will change and clearly communicating changes to the team is just as critical.
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.
Bob Fayard and Cam Garner diver deeper into this topic on the Renewable Energy SmartPod.
Editor’s note: This post was originally published April 25, 2025, and has been updated for context and accuracy.