A commercial rooftop installation by DSD Renewables.
Imagine standing at the center of a commercial solar installation surrounded by several contractor crews — foundation specialists handling piling, racking teams assembling mounting structures, electricians running conduit and module installers waiting impatiently for their turn. Your phone buzzes constantly with scheduling conflicts and material delays. These issues demand your immediate attention and could threaten to derail your entire project timeline.
You probably don’t have to think too hard to remember a similar situation. The U.S. solar industry installed nearly 50 GW of capacity in 2024 — a 21% jump from the previous year. Solar represented 66% of all new electricity-generating capacity, with the commercial segment setting records at 2,118 MW deployed. This intensifying demand for solar energy is creating bottlenecks everywhere and it’s leaving developers on the hook for delays and additional costs when problems arise.
This situation becomes increasingly unsustainable as portfolios grow and developers push into new territories. It’s raising a fundamental question: Can traditional project delivery methods scale to meet this extraordinary growth, or is it time to rethink how we build?
Multi-prime has limitations
You know the drill — you win a project, design it, buy the materials and coordinate a team of subcontractors through construction. Each morning starts with a flurry of calls. By afternoon, you’re resolving conflicts between crews competing for workspace. The multi-prime approach gives you control, but at what cost?
Managing multiple contractors simultaneously drains your time and focus. Your project managers become traffic controllers, with most only able to balance a handful of builds at once. Every interaction introduces a chance for delay, and without a single party to hold accountable, teams end up pointing fingers at each other.
Of course, this model concentrates risk squarely on your shoulders. When deliveries are delayed or subcontractors clash, you’re left holding the bag — financially and contractually. You must absorb the fallout and the costs when things don’t go as planned.
This approach might seem cost-effective because it avoids margin stacking, but those savings can quickly evaporate when you’re forced to confront unexpected challenges without any real way to transfer the risk.
Enter the EPC model
The engineering, procurement and construction (EPC) model offers a compelling alternative for solar developers looking to scale. Instead of juggling dozens of subcontractors and their competing priorities, you work with a single entity responsible for delivering your entire project. This integrated approach has long been standard in other sectors, yet it’s still gaining traction in commercial solar. But the benefits are becoming increasingly clear.
When you shift to an EPC model, you fundamentally transform your risk profile. If equipment shows up late or a labor dispute threatens to shut down your site, it’s not your fire to put out. These are contractual obligations for your EPC partner to solve. There’s no more shifting blame, rather just a clear responsibility for getting the job done.
Plus, your team gets to work differently. Project managers who previously handled six or eight sites simultaneously can now oversee a dozen. Your engineers stop drawing every conduit run and start focusing on system standards and quality oversight. You have the same talented people. They’re just working smarter and delivering more value without expanding your headcount.
Schedule management gets sharper, too. EPC contracts usually include liquidated damages for late delivery, which provides real motivation to finish on time. With fewer people in the loop, communication is faster and coordination is smoother.
What really matters is that you can grow your business and keep it operating at a high level. The EPC approach lets you double your pipeline without doubling your staff. While your competitors scramble to hire more project managers in a tight labor market, you’re free to chase new opportunities.
Separating EPC facts from fiction
Given these advantages, you may wonder why every developer isn’t rushing to adopt the EPC model. In many cases, it comes down to misconceptions about what it actually involves.
You might have heard that working with an EPC means washing your hands of project management entirely. That couldn’t be further from the truth. Instead of chasing subcontractors and solving yesterday’s problems, your team focuses on oversight and maintaining your standards.
Some developers worry that EPCs limit flexibility mid-project. When customers want changes — and they often do — you don’t want to be locked into rigid terms. But this isn’t unique to EPC contracts. Clear change-order procedures and partners who understand your business can prevent this from becoming a deal-breaker.
As for investment considerations, yes, EPC contracts typically cost more upfront. That’s just math — you’re paying someone to absorb risk and coordination headaches. But consider it a reallocation of resources. Those costs often pay for themselves through fewer delays and faster execution. And with your project managers handling more jobs at once, your company can stay ahead and capitalize on a high-growth market.
The key is finding partners with solar-specific experience who understand your business challenges and can deliver consistently.
Long-term EPC relationships achieve more
Once you’ve found the right EPC partners, the next step is to stop thinking about your relationship as a one-off transaction.
Smart developers build long-term alliances with EPC partners that handle their entire pipeline, especially in particular markets or regions. This approach gives these partners the confidence to dedicate resources specifically to your needs and often results in better pricing once they understand your design and management processes.
The real advantage comes with standardization. When your sites follow a consistent design, your EPC partners’ crews get sharper with every build. They know your equipment, your preferences and your expectations, so there’s no time lost getting up to speed.
While different project delivery methods will always exist, the EPC model offers the clearest path to sustainable growth in an increasingly uncertain market. Developers who adopt this approach are better positioned to take on larger portfolios, pursue new opportunities and play a larger role in accelerating the clean energy transition.
Nick Gagne is a military veteran with a degree in Economics from UC Berkeley and over 12 years of experience managing solar construction projects. Specializing in canopy installations, Nick has overseen the successful delivery of more than 60 MW of solar capacity. Nick joined DSD Renewables in 2023 and serves as the Director of National Construction.
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