Energy Intel 1st Quarter 2026 | 1
1ST QUARTER 2026
The Upskilling Issue
Energy Intel is produced by:
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Editorial Staff
Ian Perterer, Director of Communications
Editor-in-Chief
Tammy Stafford, Appalachian Power
Mason Henderson, Power TakeOff
Craig Henry, Honeywell Smart Energy
Gunjan Desai, MyHEAT
Gregory Thomas, PSD
Angel Moreno, TRC
Phillip Halliburton, ComEd / Exelon
Dianne Mana-ay, Texas-New Mexico Power
Michael Blaney, National Grid
Tonya Glass, Resource Innovations
Mike Beamer, ICF
DOER/MAKER Editorial Staff
Brent Layton, Graphic Design Contractor
AESP Staff
Jennifer Szaro, President & CEO
Jamie Kline, Vice President, Member Services
Jenny Senff, Vice President, Programs
& Education
Kelly Thorsgard, Director, Management
Information Systems
Ian Perterer, Director of Communications
Jennifer Lee, Senior Program Manager
Melanie Cohen, Senior Programs Coordinator
Lauren Beavers, Trainings Manager
Christina Coppotelli, Manager, Membership
Nicole Harlos, Executive Assistant
Samantha Edetanlen, Communications
Coordinator
Board of Directors
Alexis Allan, Brio
Alvis Wright, Alabama Power Company
Antonia Ornelas, Elevate
Art Christianson, Resource Innovations
Brett Feldman, Rhode Island Energy
Deb Dynako, Slipstream
Dena Jefferson, J.D., RLR Strategic Consulting
Derek Okada, Energy Solutions
Elizabeth Freeman, REAP Energy
Jeff Brown, Public Service Company of Oklahoma
Katie Falk, Evergreen Consulting Group
Lisa Rae, CIET
Liz Haworth, Michaels Energy (BOARD CHAIR)
Luke Surowiec, ICF
Pamela Fann, Impact Energy
Paul Douglas, The JPI Group
Paul Grimyser, ComEd
Quinn Parker, ENCOLOR
Ryan Edge, Southern Maryland Electric
Cooperative
Scott Alan Davis, SEEL, LLC.
All rights reserved. Contents may not be reproduced
by any means, in whole or in part, without prior written
permission from AESP. The opinions expressed by the
authors do not necessarily reflect those of AESP.
Energy Intel 1st Quarter 2026 | 3
Table of Contents
A Letter from the Board Chair
by Liz Haworth
Expanding Who Can Be An
Energy Manager
by Christi Hodgson
ecobee Grid Resiliency
by Kristina Keilty, Jesse Smith
A 4-Step Framework to Maximize
Utility Data in the Age of AI
by Stevie Rosen
Building the Energy Workforce
Before Recruitment Begins
by Alex Varricchio
Upskilling the Energy
Workforce Through
Bilingual Engagement
by Diana De Pierola, LL.M.
Building Energy Workforce
Pathways and Career
Opportunities
by Tyler Masters, Jennifer Aguilar,
Tinúviel Carlson
Demand Flexibility: Layering
Assets and Behaviors for
Greater Grid Value
by Stan Nabozny
Evolving the Trade Ally
Network Over Time
by Michelle Spargifiore
Building the Data Center
Energy Workforce
by Kenneth Cottrell
18
38
57
26
46
12
31
53
4 | Energy Intel 1st Quarter 2026
A Letter from the Board Chair
As I step into my role as Board Chair of AESP, I am reminded how quickly our industry continues to
evolve and how fortunate we are to be part of a community that not only responds to change, but
actively shapes it.
In my own work across energy efficiency and demand-side programs, I see every day that progress in
our industry rarely comes from technology alone. It comes from the people and partnerships that turn
ideas into real outcomes for customers and communities.
Building the Energy Workforce of the Future
One of the strongest themes in this edition is the future of the energy workforce. As demand for clean
energy solutions grows, our industry must expand not only the number of people entering energy
careers, but also the ways we define and support those roles.
Several articles explore how to strengthen workforce pipelines and create clearer pathways into the
industry. Alex Varricchio’s article on building the energy workforce before recruitment begins reminds
us that attracting talent starts with helping people understand what energy careers actually look like
and why they matter.
Similarly, Christi Hodgson’s exploration of Strategic Energy Management programs highlights how
early-career professionals can succeed in energy leadership roles when the right structures and
support systems are in place. These examples reinforce that energy leadership often depends as much
on communication, collaboration, and organizational influence as it does on technical expertise.
Equally important is ensuring the workforce reflects and connects with the communities we serve.
Diana De Pierola’s article on bilingual engagement highlights how language access can strengthen
program participation and build trust with customers. It also demonstrates that communication skills
are becoming just as essential as technical expertise in today’s energy programs.
Demand Flexibility and Grid Resilience
Another key theme throughout this issue is demand flexibility and grid resilience. As electrification
accelerates and renewable generation grows, demand-side solutions are becoming increasingly
important for maintaining reliability.
The examples featured in this issue illustrate how a range of strategies can support grid stability. From
thermal energy storage solutions that enable operational flexibility to large-scale thermostat programs
that deliver measurable peak demand reductions, customers, buildings, and distributed technologies
are becoming active participants in the energy system.
These examples remind us that demand flexibility works best when technology, operations, and
customer engagement strategies are designed together.
Energy Intel 1st Quarter 2026 | 5
Turning Data Into Action
Utilities are also exploring how to better use the vast amount of data generated across their systems.
Articles in this issue examining artificial intelligence and data strategy highlight both the opportunities
and the challenges of translating data into actionable insights that improve reliability, affordability, and
customer experience.
As these capabilities evolve, utilities and program implementers will need to balance innovation with
thoughtful program design and strong data governance.
Collaboration at the Center
Taken together, the articles in this issue reinforce an important truth: the energy transition
willnot be driven by any single innovation. It will be built through layered solutions that combine
technology, workforce development, program design, and collaboration across the energy ecosystem.
That collaborative spirit is what defines the AESP community. AESP plays an important role in bringing
together the professionals who design, implement, and evaluate the programs that move our industry
forward. Through shared learning, dialogue, and partnership, our community helps translate ideas into
action across utilities and markets.
I hope the insights in this issue of Energy Intel spark new ideas and conversations across our industry
and encourage continued collaboration as we work together to shape the future of energy.
Liz Haworth
Board Chair, AESP
Liz Haworth, VP of Marketing, Michaels Energy
Liz serves as Board Chair of AESP and is Vice President of Marketing at
Michaels Energy. She brings a background in marketing, brand development,
and stakeholder engagement across multiple industries, including energy
efficiency and financial services. In her role at Michaels Energy, Liz leads
marketing strategy and industry engagement efforts that expand awareness
of demand-side energy solutions, strengthen the company’s brand, and
connect utilities, partners, and customers across the energy ecosystem.
Earlier in her career, she led and grew a startup nonprofit foundation
within the credit union industry focused on advancing financial literacy
and creating pathways to homeownership for underserved members of
the community. She has also served as an adjunct professor of marketing,
teaching both undergraduate and graduate courses.
6 | Energy Intel 1st Quarter 2026
The workforce paradox
Across North America, energy efficiency and electrification programs are scaling rapidly with increased
funding and new training initiatives launching. Utilities, state agencies and implementation partners
are investing heavily in the workforce required to deliver retrofits, install heat pumps, conduct audits
and support customers through complex energy transitions. However, many organizations continue
to struggle to fill roles.
Training cohorts go under-enrolled. Job postings sit open. Contractors report difficulty finding qualified
staff. Workforce development grants are secured, but interest lags. In the United States alone, nearly
2.4 million people work in energy efficiency, and the sector continues to add tens of thousands of jobs
annually. Even so, employers consistently report hiring challenges.
The most common explanation is a skills gap or a tight labor market. Those pressures are real but they
are not the whole story. In many cases, recruitment efforts are running into a simpler barrier: people
do not understand what the work is.
You cannot recruit people into weatherization careers if you cannot explain the work without relying
on the word “weatherization.” You cannot attract someone to a role they cannot picture or connect
to their own experience. When industry terms like energy efficiency, retrofit, demand response or
weatherization feel abstract or unfamiliar, recruitment begins at a disadvantage.
Workforce development efforts often assume a baseline understanding that does not exist outside the
sector. Training is promoted before the work is clearly described. Incentives are highlighted before the
purpose of the role is articulated. Career pathways are listed in technical terms before they are made
relatable. As a result, recruitment begins too late.
Before someone evaluates pay, schedule or certification requirements, you need to answer a more
fundamental question: What is this work, and why does it matter?
The energy sector has designed strong programs and credible training pipelines. But building the
workforce needed to deliver them demands shared understanding.
You can’t recruit what people can’t picture
Workforce conversations often focus on supply: how many people are entering training, how many
certifications are issued, how many contractors are hiring. These are important metrics. But they come
after a more basic condition is met: someone must first be able to imagine themselves doing the work.
For many prospective workers, energy roles are invisible. “Weatherization” does not immediately
register as a concrete set of tasks. “Energy efficiency” can sound like policy rather than practice.
Building the Energy Workforce Before
Recruitment Begins
Why Understanding, Purpose and Pathways Matter
by Alex Varricchio, CEO, UpHouse
Energy Intel 1st Quarter 2026 | 7
Even “grid modernization” feels distant from daily life. Without a clear mental model of the work,
recruitment messaging struggles to land.
Other industries routinely translate function into lived experience. Healthcare roles are explained
through patient care. Skilled trades are framed around building and maintaining visible systems.
Technology bootcamps describe what a day in the life of a developer looks like.
Energy workforce efforts sometimes skip this step. Job postings list requirements before describing
the day-to-day reality of the role. Outreach materials emphasize funding or bonuses before explaining
what someone will actually do.
In a market where clean energy jobs are growing faster than overall employment, that lack of clarity
becomes a hidden constraint.
People gravitate toward careers they can visualize. They pursue roles that feel adjacent to their
experience rather than undefined. A construction worker understands a job site. An HVAC technician
understands mechanical systems. A retail employee understands customer interaction. Recruitment
strengthens when energy roles are mapped onto these familiar frames.
Instead of beginning with certifications and incentives, recruitment can begin with translation:
• What does a day in this role look like?
• Who does it help?
• What skills transfer naturally?
• What does progress over time look like?
Two-phase recruitment messaging
One practical way to reduce confusion and increase applications is to treat recruitment as two distinct
phases, each with its own communication job.
PHASE 1: AWARENESS
(make the work legible)
Early outreach does not need technical
definitions, it needs a clear picture of the
work, the effort, the fit and the community
benefit. The goal is not to explain everything;
it is to help someone quickly answer: Is this
something I could do?
PHASE 2: DECISION
(provide the explanation)
Once interest is real, people need a deeper
explainer to support commitment. This is
where industry and role-specific overviews
become valuable: what the work involves, what
training looks like, what tools are used, what
the day-to-day is like and what happens after
completion.
8 | Energy Intel 1st Quarter 2026
Why these roles exist, and why
that matters
Even when the work is clear, another
question often lingers: Why are these roles
being offered at all?
When training is subsidized or workforce
programs are promoted aggressively,
prospective workers may wonder what
is driving the urgency. Is this temporary
funding, a short-term policy push, a niche
technical job or a durable career path? Just
as customers question the motive behind
incentives, potential workers question the
motive behind opportunity.
However, recruitment messaging often emphasizes openings and training access without explaining
why demand exists. Brochures and websites highlight “high-growth sector” and “funded training,” but
do not answer the deeper question: Why is this work important now, and why will it remain important?
Workers are more likely to commit to a path when they understand how their role contributes
to something enduring. Explaining that weatherization reduces household energy burden and
strengthens grid resilience situates the work within a larger system.
This is especially important for career changers. Someone moving from retail or hospitality, for
example, is not simply evaluating wages. They are evaluating direction and want to know whether the
field offers durability and whether their effort will contribute to something tangible.
When people understand why these roles exist, and how they support households, communities
and long-term system stability, they are more likely to view them as professions rather than
temporary jobs.
Making pathways concrete
Even when people understand the work and its purpose, another barrier remains: they often do not
know how to get there. Energy careers are often presented as structured roles like: energy auditor,
retrofit installer, field technician or program coordinator. What is less visible is the bridge from
someone’s current role to that destination.
Most recruitment materials assume linear progression: complete training, gain certification, secure
employment. For many prospective workers, especially those coming from other industries, the path
feels uncertain. They may not know which of their existing skills apply, how much retraining is required
or whether the transition is realistic.
Research on clean energy and efficiency careers consistently finds that structured pathways,
including apprenticeships and clear transitions from construction and trades, support both recruitment
and retention.
Energy Intel 1st Quarter 2026 | 9
Making pathways concrete means mapping common transitions clearly:
• A construction worker may already have the hands-on experience needed for retrofit installation.
• An HVAC technician may be well-positioned for heat pump installation as systems become more
integrated and digital.
• Someone with retail or hospitality experience may have good customer-facing skills that translate
into outreach or intake coordination roles.
• An electrician may be a natural fit for distributed energy resource installation.
Other industries often do this. Healthcare workforce campaigns map entry-level roles to credentialed
positions over time. Technology programs emphasize transferable skills rather than prior degrees.
Skilled trades initiatives highlight apprenticeships as structured bridges rather than isolated training
events.
Energy workforce development can apply the same logic. Instead of presenting roles as entirely new
categories, recruitment efforts can frame them as adjacent evolutions of existing work. The central
question shifts from “Do you qualify?” to “Here’s how your experience fits.”
Pathways do not need to be complex to be effective. A simple visual that shows common transitions
can clarify opportunity more effectively than a list of requirements.
Values, identity and the meaning of work
Compensation and certifications matter, however career decisions are rarely driven by logistics alone.
People choose and stay in work that aligns with how they see themselves.
Energy workforce messaging often emphasizes demand: high-growth sector, in-demand skills, funded
training. These are rational appeals but they do not always speak to identity.
Many energy roles align strongly with values that workers already hold:
Field roles involve independent decision-making. For example, retrofit
and installation work produces tangible results, and much of the work
happens in local homes and businesses. Workers can then point to tangible
improvements that are a direct result of the work they have done, which is
a powerful motivator. When recruitment messaging focuses on program
structure or compliance, these motivators remain hidden.
Values alignment matters particularly for younger workers and career
changers seeking direction as much as income. Surveys across clean energy
employers highlight mission and impact as recruitment drivers, yet also note
that candidates do not always see how specific roles connect to climate and
community outcomes.
When identity and purpose are explicit, recruitment shifts from “Here is an
opening” to “Here is work that fits who you are.”
Autonomy and
independence
Hands-on
problem solving
Visible contribution
Community
connection
Practical impact
10 | Energy Intel 1st Quarter 2026
Meeting communities where they are
Workforce recruitment challenges do not affect all communities equally. In many regions, the people
most likely to benefit from energy workforce opportunities are also those least likely to encounter
clear, credible information about them.
Engaging underserved communities requires more than translating materials or expanding job
postings. It requires understanding how work is perceived locally and how institutional messaging
is received.
In some communities, government-funded programs carry skepticism rooted in past experience. In
others, the phrase “free training” prompts questions about stability. If recruitment materials assume
institutional familiarity or rely on technical language, they widen that distance.
Meeting communities where they are begins with listening:
• What words do people use to describe their work?
• Which industries are locally familiar?
• What economic pressures shape career decisions?
• Which messengers are trusted?
In regions with strong trade traditions, energy roles can be framed as an extension of that legacy. In
communities dominated by service-sector employment, outreach and coordination roles may resonate
when described through customer-facing skills rather than credentials. In areas facing high energy
burden, workforce opportunities can be positioned as both economic and community contributions.
Trusted messengers matter. Contractors, community organizations and local leaders often carry more
credibility than institutions. Workforce research consistently emphasizes the importance of employer-
driven training and community partnerships in translating opportunity into participation. The goal is to
make these careers understandable in a local context.
Building the workforce before recruitment – A practical framework
Building the energy workforce does not begin with a job posting. It begins with alignment.
Organizations can apply a simple four-part approach. Together, these steps shift workforce
development from reactive hiring to proactive alignment.
Establish shared
understanding:
Test baseline awareness.
Can prospective workers
describe the role in plain
language? If not, clarify
before promoting. Lead
with legibility first, then
use deeper explainers to
support decision-stage
applicants.
Clarify purpose:
Explain why the role
exists now and why it will
persist. Connect tasks to
system, community and
household impact.
Make pathways
concrete:
Map common transitions
from adjacent industries.
Highlight transferable
skills and visible
progression.
Align values and
context:
Reflect autonomy,
contribution and
community impact in
role descriptions. Tailor
language to local realities
and trusted voices.
Energy Intel 1st Quarter 2026 | 11
Empowerment
beyond hiring
Workforce development is often
measured in enrollments and
certifications. Those metrics matter but
a workforce must also be sustained.
Workers who understand why their
roles exist can explain them confidently
to others. They become credible
messengers and connect daily tasks to
broader system goals. This strengthens
both retention and performance.
Empowerment is alignment and
building the energy workforce before
recruitment begins means investing in understanding, purpose and pathways early. It means ensuring
job descriptions are clear, training is contextualized and transitions are visible.
The central idea is straightforward: people enter and stay in careers they understand. When energy
work is explained with clarity, connected to shared purpose and mapped through realistic pathways,
recruitment becomes invitation. When that invitation is grounded in understanding, workforce growth
becomes more durable, and more equitable.
Alex Varricchio is the co-founder of UpHouse Inc., an international,
award-winning marketing and creative agency that helps organizations
communicate with clarity and purpose. Since launching the agency in 2017,
he has led its steady growth into a certified B Corporation and diverse-
owned business recognized for its work in community impact, energy
efficiency, and public-sector communications.
Alex is also the founder of AIEO, an AI Engine Optimization agency that helps
organizations stay visible and cited in AI search tools like ChatGPT, Google
SGE, and Perplexity, bridging the gap between traditional SEO and the new
world of generative search. He is the co-author of The Proximity Paradox, a
finalist for EY’s Entrepreneur of the Year, and a recipient of CGLCC’s National
Young Entrepreneur of the Year award.
12 | Energy Intel 1st Quarter 2026
Demand Flexibility:
Layering Assets and
Behaviors for Greater
Grid Value
by Stan Nabozny
INTRODUCTION:
Why Demand Flexibility Needs a Layered Approach
Demand flexibility is often treated as a single capability, but in practice it reflects how energy is used,
when it is used, and how reliably that use can be adjusted in response to grid needs. At its core,
demand flexibility is the ability to change customer load in ways that provide value to the electric
system—by reducing peak demand, shifting energy use to lower-cost periods, or responding to grid
events. 1,2
Many demand flexibility efforts underdeliver because they rely too heavily on a single strategy.
Technology-only approaches can provide measurable load reductions but often underperform when
layered on top of inefficient or poorly managed operations. Conversely, behavior-based or operational
programs can reduce waste and improve awareness but frequently struggle to deliver predictable,
dispatchable grid value during critical peak periods. 3
A more effective approach is to intentionally layer complementary strategies. This means combining
asset-based flexibility, which relies on physical infrastructure such as storage and controllable
equipment, with operational and behavioral flexibility, which focuses on how facilities are managed,
scheduled, and monitored. When these strategies are designed and implemented together, the layers
reinforce one another: efficient operations create a stable foundation, while physical assets provide
dependable, repeatable load flexibility. 1
This article explores that layered approach through two real-world examples. At a nonprofit food
distribution organization, thermal energy storage was deployed as an asset-based solution to shift
refrigeration load away from peak periods with minimal operational burden. At a food manufacturing
facility in Iowa, a Strategic Energy Management (SEM) approach focused on employee engagement
while performance tracking reduced baseline energy use and improved load stability. Together, these
examples illustrate how demand flexibility delivers the greatest grid value when assets and behaviors
are treated as complementary parts of the same system.
Energy Intel 1st Quarter 2026 | 13
A Simple Framework for Demand Flexibility
A practical way to understand demand flexibility is as a system built from two interdependent layers:
asset-based strategies and operational and behavioral strategies. Each contributes different forms of
grid value, and neither is sufficient on its own in all circumstances. 1,3
Asset-based strategies rely on physical infrastructure to modify load shape. Examples include thermal
energy storage, battery storage, flexible electrified loads, and advanced controls that reliably adjust
equipment operation. These assets are particularly valuable because they deliver predictable and
dispatchable load reductions, allowing utilities to forecast available capacity with confidence and rely
on it during periods of system stress. 2,4
Operational and behavioral strategies focus on how energy is used day to day. Strategic Energy
Management programs, improved scheduling, production-normalized performance metrics, and
employee engagement all fall into this category. These approaches reduce waste, improve persistence,
and stabilize load profiles over time. 5 While they may not always provide precise, event-based load
reductions, they create a cleaner baseline from which additional flexibility can be delivered.
Each layer addresses a different need for the grid. Asset-based strategies excel at predictability, while
operational strategies enhance persistence. Together, they improve responsiveness, enabling facilities
to adapt to changing grid conditions without sacrificing reliability. 1,6 Critically, these approaches should
not be viewed as sequential or competing; demand flexibility is most effective when both layers are
intentionally designed to work together.
CASE EXAMPLE:
Kids Food Basket — Asset-Based Demand
Flexibility Through Thermal Energy Storage
Kids Food Basket is a nonprofit organization supporting food
distribution and meal programs for children and families. Its
operations rely on refrigerated and frozen storage to preserve
food quality and safety, while staffing and capital resources
remain limited. Reliability, simplicity, and low operational burden
are therefore critical considerations for any energy-related
intervention.
From an energy perspective, refrigeration loads at the facility
are largely fixed by food safety requirements and storage
temperatures. Unlike industrial facilities, there is limited flexibility
to manually adjust operating schedules or shift activities. This
makes Kids Food Basket representative of a broader class
of customers for whom traditional, behavior-driven demand
response strategies are difficult to implement, despite operating
electrically intensive, grid-relevant loads. 4,7
Refrigeration demand is strongly correlated with ambient
conditions, meaning peak cooling loads often coincide with
14 | Energy Intel 1st Quarter 2026
utility system peaks. For facilities such as Kids Food Basket, this creates a structural challenge: cooling
demand is highest precisely when the grid is most constrained, yet curtailing refrigeration is not an
option without risking product integrity. 7
To address these constraints, thermal energy storage was deployed as an asset-based demand
flexibility solution using modular, freezer-integrated storage units. Cooling energy is stored in the form
of thermal energy during off-peak periods and stored in Michaels Energy’s IceRack™ medium. During
peak periods or grid events, stored thermal energy maintains refrigeration temperatures while active
mechanical cooling is suspended. During a load-shedding event, evaporator operation is paused,
and cooling is provided by stored thermal energy rather than active refrigeration, allowing demand
reductions without changes to setpoints, product handling, or staff workflows. 4,7
At the Kids Food Basket facility, this operating mode enabled two discrete load-shedding events per
day of approximately five hours each, during which compressors and evaporators were fully shut
off while refrigeration temperatures remained within acceptable limits. Across these shed periods,
the facility observed energy reductions exceeding 20 percent relative to baseline operation during
comparable time windows.
This approach decouples cooling production from cooling demand without altering setpoints, product
handling, or workflows. Once charged, the system responds automatically to facility conditions,
reducing reliance on real-time operator actions. Because the load reduction is tied to a physical asset
rather than discretionary behavior, the resulting demand flexibility is highly predictable, enhancing its
value for utility planning and dispatch. 2,6
The Kids Food Basket case illustrates how asset-based demand flexibility can expand grid participation
to facilities where operational or behavioral strategies alone are insufficient.
CASE EXAMPLE:
Grain Millers — Building Demand Flexibility Through
Operational and Behavioral Strategies
Grain Millers is a leading agricultural food business specializing in
whole-grain manufacturing, with energy use driven by production
throughput and process equipment. At the St. Ansgar, Iowa facility,
energy had historically been treated as a fixed cost rather than
a controllable operational variable, limiting visibility into how
consumption varied with production.
Grain Millers partnered with Alliant Energy and Michaels Energy to
reduce waste through a Strategic Energy Management approach.
The objective was not event-based load shedding, but to establish the
organizational and analytical foundation needed to manage energy
intentionally. 5
Operational improvements included refined operating practices,
improved energy visibility through routine performance tracking,
employee feedback mechanisms, and integration of energy
considerations into maintenance processes.
Energy Intel 1st Quarter 2026 | 15
A production-normalized KPI based on energy use per ton of
output was introduced to distinguish efficiency gains from
throughput changes.
Over nine months, these strategies reduced electricity
consumption by approximately 6.3 percent and stabilized
the facility’s load profile. Reduced variability and improved
accountability increased readiness for future demand flexibility
programs, demonstrating how operational strategies can
prepare facilities for effective asset-based flexibility. 3,5
Why Layering Works Better
Viewed independently, asset-based and operational strategies
each have limitations. Physical assets can deliver predictable
load reductions, but their performance depends on the quality
of underlying operations. Behavioral strategies improve
persistence but often lack the precision required for
dispatchable grid services. 6
When layered intentionally, these approaches reinforce one
another. Operational improvements create a cleaner, more
stable baseline that enhances asset performance, while physical
assets provide firm, time-specific load reductions. Together, they
create a demand flexibility resource that is more predictable,
persistent, and responsive than either approach in isolation. 1,2
Implications for Utilities
These examples suggest that utilities may benefit from designing demand flexibility programs that
treat asset-based and operational strategies as complementary rather than separate tracks. Both
approaches are scalable across customer classes and utility territories, making them suitable not only
for pilot programs but for portfolio-level deployment. Valuing predictability and persistence alongside
magnitude can improve planning confidence and system performance. 2,6
Layered approaches also expand participation by accommodating a wider range of customer types,
from mission-driven nonprofits to industrial manufacturers. Programs that allow these strategies to
coexist and evolve over time can improve participation and long-term results.
CONCLUSION:
Demand Flexibility as a System
As electric systems face increasing constraints from electrification, variable generation, and peak
demand growth, demand flexibility will play a critical role in maintaining reliability. The most effective
strategies, however, are not built around a single technology or program model.
The examples presented here show that demand flexibility works best as a layered system.
Operational strategies reduce waste and stabilize energy use, while asset-based strategies provide
dependable, dispatchable load flexibility. Designed together, these layers deliver greater value to
customers and the grid alike. 1,2
16 | Energy Intel 1st Quarter 2026
References
1U.S. Department of Energy (DOE). Grid-Interactive Efficient Buildings (GEBs). Office of Energy Efficiency & Renewable Energy.
https://www.energy.gov/eere/buildings/grid-interactive-efficient-buildings
2 Lawrence Berkeley National Laboratory (LBNL). Grid-Interactive Efficient Buildings and Demand Flexibility.
https://connectedcommunities.lbl.gov/resources/general-information/grid-interactive-efficient-buildings-gebs
3National Association of State Energy Officials (NASEO). Demand Flexibility and Grid-Interactive Efficient Buildings 101. 2022.
https://www.ourenergypolicy.org/resources/demand-flexibility-grid-interactive-efficient-buildings/
4 Electric Power Research Institute (EPRI). Thermal Energy Storage Applications for Demand Response and Peak Load Management. EPRI
technical publications.
5 U.S. Environmental Protection Agency (EPA). ENERGY STAR® Industrial Energy Management and Strategic Energy Management Resources.
https://www.energystar.gov/industrial_plants/energy_management
6 North American Electric Reliability Corporation (NERC). Reliability Guidelines for Integrating Demand-Side Resources.
https://www.nerc.com
7 ASHRAE. ASHRAE Handbook—Refrigeration. American Society of Heating, Refrigerating and Air-Conditioning Engineers.
8 AESP Energy Intel. Thermal Energy Storage – 65 GW of DERs Ready for Deployment.
9 AESP Energy Intel. Unlocking Demand Flexibility – Leveraging Thermal Energy Storage for Decarbonization and Grid Resilience.
Stan Nabozny is Director of Energy Solutions at Michaels Energy,
where he leads the development and deployment of thermal energy
storage (TES) and demand flexibility solutions for commercial and
industrial facilities. With more than 15 years in the energy industry,
he specializes in cold storage, food processing, manufacturing, and
large commercial facilities, with a focus on behind-the-meter load
flexibility, demand response, capacity markets, monitoring-based
commissioning, and cold chain decarbonization. Stan holds multiple
TES patents and has designed, sourced, and implemented TES
solutions across the United States, Mexico, Latin America, and Japan.
A recognized speaker and author, he has presented at AESP and
written for Energy Intel on thermal energy storage, refrigeration load
flexibility, demand flexibility, grid resilience, and decarbonization.
Within ASHRAE, he has presented at multiple conferences, co-
authored a proposed standard on TES in refrigeration systems, has
a chapter submission under review for the ASHRAE Handbook—
Refrigeration, serves as Secretary of TC 6.9 (Thermal Storage), and
participates in the DOE Stor4Build TES Adoption Task Group. Outside
of work, Stan loves the outdoors and is an avid fisherman. He has
been recognized for his various accomplishments in salt water fly
fishing by the IGFA where he has broken over 160 world records
and counting.
Energy Intel 1st Quarter 2026 | 17
18 | Energy Intel 1st Quarter 2026
Expanding Who Can Be an Energy Manager
Across North America, organizations have set ambitious energy and decarbonization targets. Yet
inside many facilities, energy management still happens in ad-hoc fashion driven by isolated projects,
consultant reports, or a single overextended technical expert. Retrofit projects get approved, but
operational practices don’t always change. Energy audits identify opportunities, but recommendations
stall. Savings appear on paper, then fade in practice.
At the center of this challenge is a growing gap between ambition to meet energy and sustainability
targets, and the internal capacity to plan and deliver the actions needed.
Energy management is often described as a technical function: analyze interval data, identify
inefficiencies, evaluate equipment upgrades, quantify savings. Those activities matter. But in practice,
they represent only a fraction of what determines whether energy performance improves and stays
improved.
Many organizations assume the solution is to hire a senior engineer or energy specialist to “own”
the work. But experienced technical energy managers are scarce, expensive, and often tasked with
delivering results in environments where the real barriers are not technical, they are organizational.
Energy management succeeds or fails not only because of technology choices, but because of
communication, coordination, behaviour change, and leadership support.
Building, Recruiting, and Empowering
our Energy Workforce
by Christi Hodgson
Energy Intel 1st Quarter 2026 | 19
This raises a critical question for utilities, program
designers, and employers: What if the constraint
isn’t talent availability, rather how we define
who is qualified to lead change and establish an
organization’s energy management strategy?
Strategic Energy Management (SEM) programs
across Canada are a proven pathway for building
a foundation for energy management and to
support the development of an energy manager
and their team.
SEM isn’t new, but Programs in North America are
growing in popularity. With an SEM framework,
energy management is approached as a people-and-
process discipline supported by structured coaching,
peer learning, and executive sponsorship. SEM has
been proven to support early-career professionals
and non-traditional candidates not only step
into energy management roles but outperform
expectations.
The experiences of two Ontario SEM Program
participants, Emily and Noah, illustrate what
becomes possible when organizations stop
searching for the “perfect” technical expert and
instead design the conditions, following an SEM
framework that allow motivated individuals to
succeed. Their stories suggest that expanding who
can be an energy manager are winning, scalable
workforce strategies.
Energy Management Is an
Organizational Discipline
Most organizations do not struggle because they
lack spreadsheets or engineering calculations. They
struggle because energy is not fully embedded or
integrated into everyday decision-making.
Projects move forward without operational input.
Equipment is upgraded without sufficient training
for maintenance teams. Reporting is treated as a
compliance requirement rather than a management
tool. Energy targets are announced but not
integrated into production planning, procurement
decisions, or frontline, standard operating
procedures (SOPs).
Growth of SEM in North America
SEM programs in North America have
grown an estimated 37% annually ,
according to data from ACEEE and the
North American SEM Collaborative.
Growth has been driven by:
• Expansion of regional collaborative
Chapters (Northeast, Northwest,
California and Canada)
• Utility program launches
• 50001 Ready scaling with DOE &
Natural Resources Canada
• Increased adoption of persistent
energy savings strategies
20 | Energy Intel 1st Quarter 2026
In this environment, even the most technically
proficient energy expert will encounter limits.
Without cross-functional coordination, executive
sponsorship, and employee engagement, energy
management remains episodic rather than strategic.
Strategic Energy Management programs address
this gap directly. At their core, SEM initiatives are not
just about identifying energy-saving measures they
are about building internal capability. They formalize
routines: regular energy team meetings, structured
tracking and reviews of energy performance,
energy hunts to reveal energy waste and savings
opportunities, and documented action plans to
ensure opportunities are addressed and rolled
out appropriately. A strategic energy management
program creates the conditions for shared
accountability across departments. The champion
is a person who can convene, communicate, and
sustain momentum over time.
When viewed through this lens, the Energy
Champion role looks less like a lone technical
specialist and more like an internal change leader.
The competencies that begin to matter most are:
• Facilitation and influence — bringing an open
mind to operations, maintenance, finance, and
leadership teams and building alignment.
• Systems thinking — understanding how energy
intersects with production, safety, and quality.
• Change management — leading behavioural
practices that sustain savings long after projects
are complete.
• Data-to-story translation — turning
consumption trends into insights that
prompt action.
This broader definition of energy leadership opens
the door to talent that organizations may not have
previously considered. Early-career professionals,
individuals with backgrounds in health and safety,
continuous improvement, data analytics, or
operations coordination often already possess
many of these skills. With structured training
and coaching, they can develop the technical
literacy required while leveraging their strengths
in communication, collaboration, and process
integration.
Rethinking “Fit” in
Energy Management
The Old Model: Hire the Expert
Typical attributes
• 10+ years of engineering experience
• Audit credentials and system-level
technical depth
• Capital retrofit expertise
Assumption Technical mastery alone
drives results.
Typical Outcome Energy remains
project-based, siloed, and dependent on
one individual.
The New Model: Design
for Capability
Look for
• Team builder
• Curiosity and systems thinking
• Strong facilitation and
communication skills
• Change agent
• Willingness to build technical
literacy over time