Navigating the Future of Electric Utility Industry

Elizabeth Cook has had a remarkable career journey in the energy industry. She began her journey at Mitsubishi Electric Power Products, Inc., where she spent over 11 years conducting power systems engineering studies. Her expertise in the energy sector led her to Duquesne Light Company, where she served in various roles, including Senior Manager in Transmission Planning and later as the General Manager of Advanced Grid Solutions. Currently, as the Director of Advanced Grid Systems and Grid Modernization, she leads a cross-functional team dedicated to grid modernization. She also chairs the DER Subcommittee at the AEIC (Association of Edison Illuminating Companies).

Could you provide an overview of your role and responsibilities within the company?

I'm leading two different teams, advanced grid solutions and the grid modernization team. Advanced grid solutions focus on advancing our grid solutions, particularly in enhancing our data analytics capabilities for operational purposes. This involves developing use cases, identifying technologies to collect and store data, and creating tools for our operations groups, like system planning, engineering, asset management, and real-time system operation.

On the other hand, our grid modernization team bridges between operations and IT. Here we, focus on procuring and executing the right technology projects and establishing effective team structures.

The other part of my role involves implementing non-wire alternatives to address grid challenges. We assess typical system planning mitigation methods and pinpoint areas on our grid where non-wire solutions can be effective. It involves coordinating with customer-generated power sources and piloting new programs to gain valuable insights.

What are some of the key challenges you face?

One of the significant challenges we face in our industry is the need to adapt to substantial change. Understanding the reality of these changes and effectively communicating their significance to all our business units and stakeholders is vital. It's essential to ensure everyone comprehends that this change is genuine, and we cannot afford to remain complacent by sticking to traditional methods.

Our industry relies on a grid design established over a century ago, based on the available materials, theories, and computational power of that era. However, today, we operate in a space where new technology like electric vehicles, solar batteries, high digital computation, and easy customer access to information, has fundamentally transformed our industry.

These new technologies and capabilities allow us to gather data through sensors and measurements to improve our assets. We can work towards achieving safety, reliability, affordability, and the metrics we have been held to for the last hundred years in this regulatory world. It’s a disservice to assume that utilities are simply waiting for some proliferation or regulatory mandates or technological advancements.

We are in a position to advantageously, deploy proven technologies to enhance our reliability metrics, eliminate inefficiencies, and adapt to the evolving energy landscape. This revolves around identifying the right talent, where they need to be positioned, how they should be engaged and how they can progress.

Leadership changes and technical acumen are essential in the utility space. The problem we have in the electric utility industry, unfortunately, about 40 years ago, the electric utility sector drove out the talent needed for the kind of transformation we are witnessing today. We need to reattract that talent. Additionally, we must create a regulatory environment and a financial business model that encourages entrepreneurial thinking.

The biggest challenges, not only at my organization but industry-wide, are the need to change this narrative. We must convince those in various roles, from the general counsel’s office to customer program development, rate-making, and the CFO’s office, that this transformation offers opportunities to reduce cost, create a new revenue stream, and rethink our approach to energy. Our ultimate goal is to enhance the reliability of our existing assets as we transition to this new reality.

We, as a unified industry need to focus on the 'who' and the 'how' to achieve complete situational awareness of our assets, enabling us to manage the flow of electrons safely, affordably, reliably, resiliently, and sustainably. And then the 'why' is because electric service is the lifeline of our society. The challenge lies in bringing together the right people and processes to execute this transformation successfully.

What is your vision of the future in the next 18 to 24 months?

Our primary focus is establishing the right people and processes to execute our vision for an open-source, high-computational power platform that provides complete situational awareness of where the electrons flow, all the way down to the edge that we can manage and orchestrate effectively.

Over the next 18 to 24 months, we aim to develop a clear vision, create the requirements for all the necessary technologies and enhance our existing process. The other important part is the recent release of federal funding through the IIJA, covering grip topics one, two, and three. These projects focus on deploying technology that enables these realities I have mentioned.

The common themes of these projects revolve around gaining a deeper understanding of the current infrastructure by using tools and systems to bring valuable insights to utility companies. In the next 18 to 24 months, I foresee a significant increase in knowledge related to data analytics and use cases that drive efficiencies in how we operate and manage the grid.

What would be your piece of advice for your peers and aspiring professionals in the industry?

My advice to my peers and aspiring professionals in the industry is to embrace interdisciplinary learning. In this modern grid, it is not just about electrical engineering but also about understanding data analytics, computer science, and cyber security. My message is to broaden your skillset. Prioritize continuous learning and be a part of an organization that encourages the development of your technical acumen and allows you to keep up with the latest trends.

We, as an engineer, tend to be risk-adverse and pragmatic. So, it is crucial to take calculated risks, learn from the failures, and create an environment that allows your contributors to learn quickly. Remember that in our industry, providing access to energy is vital for society, so your work matters. This realization can bring genuine joy as you show up as your best self.