Utility capacity research as a standalone paid product, or stay a general pre-development shop
Consider a case where a landowner asks a pre-development consultant what it would cost to find out whether 60 acres could get 40 megawatts of utility capacity. Without an existing price for that kind of work, a consultant might spend three days on it, calling the utility's economic development contact, pulling the interconnection queue, reading available substation load data, and producing an eleven page report. A client paying without hesitation, and then referring the same work to two neighbors, is a signal worth taking seriously about where the business could go. That kind of moment forces a real choice about positioning. Specializing in power and water capacity diligence for landowners and site selectors means a small number of clients, a high fee per engagement, and a demand driver tied to the digital infrastructure buildout absorbing enormous capital right now. Few firms in most markets sell this as a standalone product, which is the appeal. The risk is just as real: it's one demand story, the expertise built is valuable in a boom and potentially awkward outside it, and utility staff turnover means half of any relationship built there is with people who eventually move on. Staying wide, doing entitlement tracking, zoning packages, survey and environmental coordination, and feasibility binders for whoever is building, means lower fees per engagement but more clients and work that exists whether the project is a medical office shell, a manufacturing pad, or a self storage building. Healthcare and public sector work in particular tends to hold up better than most sectors through soft patches. One path builds a business with a moat and a single customer type. The other builds a business with no moat and steadier, more permanent demand.
If you were building this service business, which way would you go?
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