Anticipating Client Needs in Utility Energy Efficiency Programs: The Difference Between Strategic Partners and Staffing Agencies

In today’s dynamic energy landscape, utilities hire Implementation Contractors (ICs) not merely for labor—but for their ability to anticipate, solve, and forecast challenges. As the Senior Vice President of Operations at Walker-Miller Energy Services, I’ve witnessed firsthand how a solution-based mindset can transform an energy efficiency program from a routine staffing exercise into a strategic partnership that drives measurable outcomes.

Know Your Client’s Business

Understanding our utility clients’ businesses is the foundation of true partnership. Utilities face ever-evolving challenges—regulatory pressures, customer engagement issues, and rapid technological changes. As Peter Drucker famously said, “The most important communication skill for a leader is the ability to listen.” By actively listening to utility program administrators, account managers, and end-user customers, we can anticipate their needs before they are explicitly articulated. This proactive approach allows us to not only meet but exceed program goals.

Seeing Through the Client’s Lens

It’s not enough to execute tasks; we must think as our clients do. Utilities hire Implementation Contractors to solve problems and forecast future challenges. Without a solution-based mindset, ICs risk becoming nothing more than extensions of staffing agencies—providing limited value in addressing the myriad issues that arise day to day. As Marshall Goldsmith notes, “Leadership is not about making speeches or being liked; leadership is defined by results.” When we view our services through the eyes of our utility clients, we anticipate needs such as emerging technology trends, specific regulatory benchmarks, and the diverse requirements of residential versus commercial and industrial customers.

For instance, a residential program might need proactive customer engagement strategies to promote HVAC upgrades and weatherization services, ensuring that incentives are sufficient, deadlines are clear, and barriers like income constraints are addressed. In contrast, C&I programs require specialized approaches—such as scheduling energy audits during non-disruptive hours and facilitating custom incentive applications. By forecasting these needs, we can tailor our services to deliver tangible results.

Implementation Contractors: Strategic Partners, Not Staffing Agencies

Clients hire Implementation Contractors to forecast and resolve challenges as much as they hire them for the execution of program goals. When ICs embrace a solution-based mindset, they drive innovation, streamline operations, and ultimately enhance service delivery for ratepayers. However, without this forward-thinking approach, contractors risk devolving into mere staffing extensions—providing predictable, reactive services with little strategic value.

As noted by energy industry expert Clayton Christensen, “Management is doing things right; leadership is doing the right things.” In our role as ICs, we must not only do things right but also do the right things by anticipating issues before they emerge. This means building systems that monitor performance, training teams to think proactively, and maintaining open lines of communication with utility clients. Failing to do so undermines the potential of our programs and diminishes the trust our clients place in us.

Preparation is Key

Anticipating needs means preparing for challenges that may never be explicitly communicated. It’s the difference between a reactive approach and one that drives continuous improvement. Regular communication with utility clients, maintaining adequate resources, and ensuring team members are thoroughly trained are critical. For example, in preparing for a high-visibility customer event promoting energy rebates, a well-prepared team will have enough staff, detailed knowledge of program guidelines, and ready access to all necessary materials.

A recent Harvard Business Review article emphasized, “Preparation is the key to delivering excellence in unpredictable environments.” This proactive preparation is what sets apart exceptional Implementation Contractors from those that simply fill a staffing gap.

Building a Culture of Anticipation

The success of any energy efficiency program hinges on a culture of engagement, awareness, and proactive communication. Program Managers must lead by example, ensuring that every team member understands the importance of thinking ahead—both from the utility’s perspective and that of their end users. When we consistently anticipate needs and act on them, utilities feel supported, their customers feel valued, and we solidify our reputation as trusted strategic partners.

Conclusion

Anticipating client needs in utility energy efficiency programs is not just a strategic imperative—it is the hallmark of true leadership in our industry. As Implementation Contractors, we are entrusted to forecast, plan, and execute with precision. Without a solution-based mindset, we risk becoming little more than staffing agencies, losing the opportunity to add real value to our client’s operations.

In the words of Peter Drucker, “The best way to predict the future is to create it.” By anticipating needs, preparing thoroughly, and viewing challenges through our clients’ lenses, we create a future where energy efficiency programs deliver exceptional value, drive sustainable outcomes, and achieve lasting impact.

Sources:

• Drucker, P. F. The Essential Drucker. HarperCollins.
• Goldsmith, M. What Got You Here Won't Get You There. Hyperion.
• Harvard Business Review, “The Importance of Preparation,” HBR.org.
• Christensen, C. The Innovator's Dilemma. Harvard Business School Press.