The energy industry is changing—fast. The grid is under pressure, policies are shifting, and technology is evolving faster than most programs can keep up. But through all that transformation, one thing remains constant: the customer is still the most important part of the equation.

Customer experience is no longer a “nice to have.” It’s the engine behind program performance, participation, and long-term growth. And for energy programs to make a real impact, customer experience must be built in from the very beginning—not bolted on at the end.

The Experience Is the Program

When we talk about customer experience at Franklin Energy, we don’t just mean a friendly call center interaction or a helpful email. We’re talking about a fully optimized, end-to-end journey—from the first touchpoint to post-installation follow-up.

That includes awareness, education, enrollment, delivery, satisfaction, and even referral.

If any part of that journey feels confusing, clunky, or frustrating, the entire program suffers. Participation drops. Satisfaction wanes. Results fall short.

That’s why we take a system-wide approach to Customer Experience Optimization—one that connects marketing, technology, operations, and transformation from the start.

Want to see this in action? Watch our Summit Down South session for real-world examples, insights, and practical takeaways.

Why It Matters More Than Ever

Customers, whether residential homeowners or large commercial accounts, expect more. They’re used to personalized recommendations, and seamless, digital-first experiences in nearly every part of their lives.

So, when an energy program asks them to decipher complex eligibility rules, track down forms, or wait weeks for updates… they check out.

We’ve seen firsthand how friction leads to drop-off. But we’ve also seen what happens when you remove that friction: people engage, trust grows, and outcomes improve. That’s why our mission is clear: make the experience seamless. When the experience works, everything else follows.

What Seamless Looks Like

Here’s how that seamless experience plays out across our work:

• End-to-End Optimization: We map every step of the customer journey to find and fix confusion, gaps, and drop-offs. Then we fix them—quickly.

• Omnichannel Communication: We meet customers where they are, whether that’s digital, in-person, or over the phone, with consistent and timely messaging throughout.

• Turnkey Program Design: We simplify participation with whole-home assessments, stacked incentives, and easy enrollment for every customer.

• Seamless Internal Alignment: Our marketing, transformation, and program teams work as one—so customers don’t have to navigate silos.

The result? Higher participation, better satisfaction, lower acquisition costs, and stronger energy outcomes.

Customer Experience is the Ultimate Growth Strategy

Here’s the truth: customer experience is not just about customer satisfaction, it’s about growth.

• Make it easier to say “yes,” and participation rises

• Deliver a share-worthy experience, and referrals grow.

• Communicate clearly and consistently, and trust builds.

• And when trust builds, so does impact.

In a world where every kilowatt-hour matters—and programs compete for attention and funding—great customer experience becomes a competitive advantage.

The Path Forward

We’re not here to react to change. We’re here to lead through it. And leading starts with putting the customer first—every time, at every touchpoint.

At Franklin Energy, that’s not just a tagline. It’s how we design our programs, staff our teams, and measure our success.

Customer experience isn’t an afterthought—it’s the foundation.

Because in the energy transition, those who make it easiest to engage will be the ones who move us forward.

There’s a moment in every organization’s journey when all the pieces that have been working side by side finally click into something bigger—something clearer, stronger, and full of potential. For us, that moment is now. We are bringing together experts that span Strategic Consulting, Program Delivery, Product Solutions, and Design/Build services to come together as one unified Franklin Energy. Stepping into this next chapter feels a little like turning the page in a story we’ve been writing together for years.

Throughout our history, our teams have partnered to design solutions, deliver programs, support product strategies, and build clean energy infrastructure across the entire energy ecosystem. While we have operated as separate organizations in the past, the work often intersected. We leaned on one another’s strengths, solved challenges together, and supported the same clients and communities across the country. Now, that natural alignment has become intentional. As one Franklin Energy, we’ve strengthened the foundation that allows us to do even more for the people and partners who rely on us.

Because in this industry, and at this moment, we are truly better together.

The Strength of Many, Working as One

Each part of our organization brings something powerful to the table. Strategic Consulting, Program Delivery, Product Solutions, and Design/Build all play distinct roles—but they share one vision. When these disciplines collaborate from the start, we’re able to design strategies that translate smoothly into implementation, pair customer needs with the right solutions, and build the infrastructure that supports a cleaner, more resilient grid.

Instead of approaching challenges from different directions, we can tackle them through a connected, cross-functional lens. Ideas travel faster. Solutions take shape more naturally. And clients feel the impact of a team that sees the full picture—not just one slice of it.

That’s what Franklin Energy is all about: amplifying the strengths we already had by bringing them together under a shared purpose.

Why Unity Matters in a Changing Energy World

Let’s be honest: this industry isn’t sitting still. Utilities, states, communities, and customers are juggling an unprecedented mix of goals—from decarbonization and electrification to grid resilience and affordability. They’re being asked to achieve more while navigating greater complexity.

Part of our job is to help simplify that complexity. 

When a client comes to Franklin Energy with a challenge, they’re getting a coordinated team that advises, designs, builds, and delivers with clarity. Strategy and implementation don’t compete for attention; they strengthen each other. Innovation doesn’t get lost in translation; it moves with purpose. And communities benefit from solutions shaped with equity, practicality, and measurable outcomes in mind.

Unity isn’t just structural, it’s how we make real progress possible.

What’s Next? 

As we look to the future, I’m energized by what this new chapter makes possible. We’re bringing together the strengths of diverse teams who share a mission, a vision, and a drive to create lasting impact. We’re equipping clients with solutions that are thoughtful, practical, and grounded in decades of experience. And we’re doing it in a way that honors the communities we serve and the clean energy future we’re helping build.

Learn More About Our Integration Story

Together, we’re shaping what’s possible—for our clients, for our industry, and for the clean energy future ahead.

One Partner. Endless Possibilities.

-Terry Sobolewski

CEO, Franklin Energy 

January 22,2026                          

PORT WASHINGTON, Wis. – Franklin Energy, a leader in comprehensive energy solutions, announced today the unification of its strategic consulting, program delivery, product solutions, and design/build capabilities into a single, comprehensive Franklin Energy. The move strengthens the company’s ability to help utilities, governments, and businesses navigate an increasingly complex and rapidly evolving energy landscape with greater clarity, speed, and impact. 

By bringing together its core pillars, Franklin Energy now offers clients a seamless, end-to-end partnership across the full energy program lifecycle. From strategy and planning through implementation, products, and infrastructure delivery, the unified model is designed to reduce complexity, accelerate results, and deliver measurable outcomes at scale.

This decision reflects intentional transformation, driven by growing client demand for flexible, integrated solutions. As our customers face increasingly complex energy challenges, Franklin Energy has aligned its teams, structure, and capabilities to meet the moment—not as a collection of services, but as one cohesive organization.

“We’ve aligned our strategy, operations, and culture around one clear purpose,” said Terry Sobolewski, CEO of Franklin Energy. “Coming together as one Franklin Energy makes it easier for our clients to benefit from our full value—and to partner with us from strategy through execution, without silos.”

With historic levels of investment in energy infrastructure, evolving policy, and increasing pressure to deliver equitable, scalable solutions, clients are seeking partners who can move seamlessly from insight to action. Franklin Energy’s integrated model enhances the company’s ability to deliver coordinated solutions, deeper insights, and long-term value—while preserving the expertise and customer focus that have long defined its work.

“This isn’t about becoming something new,” Sobolewski added. “It’s about showing up as who we already are—clearly, confidently, and together.”

About Franklin Energy

Franklin Energy is a fully integrated provider of comprehensive energy solutions, combining strategic consulting, program delivery, product solutions, and design/build services. The company partners with utilities, governments, and businesses to advance energy efficiency, electrification, decarbonization and load management at scale. Powered by advanced technology platforms and decades of industry expertise, Franklin Energy delivers measurable impact across the full energy services lifecycle. Founded in 1994, Franklin Energy is committed to protecting communities, strengthening programs, and boldly shaping the energy future. Learn more at www.franklinenergy.com.


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Kristi Longballa
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The U.S. electric grid is once again at a crossroads. Utilities and policymakers face the dual challenge of rapid load growth and rising consumer costs. Headlines capture the urgency: “The AI Explosion Means Millions are Paying More for Electricity” and “PJM capacity prices set another record with 22% jump.”

Demand side management (DSM) has long been one of the most effective ways to ease these pressures. For decades, DSM investments have lowered customer bills, held down infrastructure costs, and helped flatten demand growth. Without DSM, U.S. electricity consumption would be far higher than it is today.

But DSM can only deliver on its promise if the savings are accurate, verifiable, and trusted.

DSM’s Promise Hinges on Accuracy

Potential studies consistently show that DSM programs can scale quickly, but too often, evaluation data lacks the clarity regulators and grid planners need. Did the savings materialize? When and where did they occur?

This is where Franklin Energy takes a different approach. Our meter-based savings programs—including pay-for-performance and normalized metered energy consumption (NMEC)—tie incentives directly to real-world usage data. Savings aren’t estimated; they show up on the meter.

Read the Case Study!

That accuracy is backed by engineering depth:

• 90+ energy engineers nationwide, 40% of whom are professional engineers (PE)

• Leadership with engineering backgrounds, ensuring rigor from the CEO down

• Decades of program implementation experience that aligns measurement with real-world outcomes

The result: DSM investments that hold up to regulatory scrutiny and build confidence with utilities, policymakers, and customers alike.

Trust in Data and Technology

Accuracy doesn’t stop at the meter. It extends to how results are tracked, reported, and safeguarded. Franklin Energy maintains a defense-in-depth cybersecurity strategy validated by:

• Top scores in SOC 1 and SOC 2 audits

• #1 ranking in our peer group by BitSight

• 2025 Fortress Cybersecurity Award for AI-enabled system protection

For clients, this means confidence that every data point—from customer usage to program results—is secure, tamper-resistant, and transparent.

Proven Results at Scale

Franklin Energy’s experience spans more than 30 years and 500+ active programs across the country. In the last year, we delivered:

• 2 billion kWh saved

• 1 billion therms reduced

• 5 GW of demand response capacity curtailed

• 250,000+ devices installed or serviced

Those numbers aren’t projections. They represent real, measurable outcomes that are regulator-ready. It’s why our client loyalty scores climb double digits year-over-year and sit firmly in the excellent range.

DSM at a Critical Moment

The challenges of load growth and affordability demand urgent solutions. New generation and transmission projects take years; DSM can scale today. But the path forward depends on more than investment—it depends on trust.

Franklin Energy delivers DSM that is accurate, verifiable, and secure. With meter-based savings, unmatched engineering expertise, and audited technology systems, we ensure DSM delivers low-risk results utilities can count on.

Because in today’s energy landscape, savings don’t just need to be promised, they need to be proven.

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As electric vehicles (EVs) proliferate across the United States, utilities are facing a pivotal moment in grid planning. The rapid deployment of EV charging infrastructure, particularly for commercial and public applications, has introduced new challenges—and new opportunities—for utilities seeking to manage load growth and ensure grid reliability.

At Franklin Energy, we’re fortunate to support utilities on the frontlines of this transformation. From years of implementing and refining transportation electrification programs, we’ve learned that the most effective EV strategies don’t treat grid management as an afterthought. Instead, they weave it into every layer of program design—from incentive structures and siting to contractor engagement and customer education.

In this article, we’ll share lessons from our work supporting New York State Electric & Gas (NYSEG) and Rochester Gas and Electric (RG&E), which have launched one of the country’s most integrated approaches to grid-friendly EV infrastructure development. Their innovative trio of programs, the EV Make-Ready (EVMR) program, the Demand Charge Rebate (DCR), and the Load Management Technology Incentive Program (LMTIP)—developed by the joint utilities of New York in collaboration with the New York Public Service Commission, offer a blueprint for other utilities looking to strengthen grid outcomes while accelerating EV adoption.

Building Charging Infrastructure, With the Right Incentives

The EVMR program dramatically reduces the upfront costs of installing EV charging infrastructure. By covering both utility-side and customer-side upgrades, the program removes major financial hurdles that can stall projects—especially in disadvantaged communities (DACs), which receive increased levels of funding.

Upfront cost, however, is just one piece of the expense equation for customers considering an EV charging investment. Demand charges can dramatically increase ongoing operational costs. The DCR program provides eligible commercial EV charging customers with a 50% rebate on their billed demand charges.

Encouraging Technology Adoption to Optimize Load

The NY PSC and joint utilities recognized that simply increasing the number of chargers wasn’t enough. Without access to data and load management, widespread deployment could result in unpredictable demand spikes and localized grid stress. That’s where LMTIP comes in.

Launched in 2024, LMTIP provides targeted incentives for technologies that actively manage EV charging loads. This includes onsite energy storage, energy storage integrated into EVSE, load management software, and load management hardware. Importantly, it does not prescribe utility-directed control. Instead, it empowers customers and developers to select technologies that fit their use cases—provided they share all data, meet clear technical standards, and deliver measurable demand impacts. Customers are empowered to optimize their own load, and the program gets access to valuable data to support grid planning, evaluate technologies and approaches, and create best practices and recommendations for new charging program prospects.

From Coordination to Cohesion: A Programmatic Approach

Individually, EVMR, DCR, and LMTIP provide valuable incentives. But their real power lies in how they’re combined—and how they’re marketed. NYSEG and RG&E intentionally co-market their EV programs, creating a cohesive narrative that guides customers and contractors through a grid-smart project journey.

This includes:

• Encouraging LMTIP applications alongside EVMR projects, particularly in grid-constrained areas

• Training and certifying trade allies to understand and promote the benefits of load management

• Structuring program eligibility to reward integrated design choices, such as combining energy storage with demand-flexible software

By taking this holistic approach, the utilities ensure that infrastructure deployment and grid optimization go hand-in-hand.

Lessons from the Field: Data-Driven Insights

Over four years of program implementation, Franklin Energy has gathered extensive data and stakeholder feedback. Here are some key insights:

• Timing Matters: Most projects take more than a year from application to completion. This lag creates challenges in forecasting grid impacts—but also opportunities to engage early and influence technology choices.

• Segment-Specific Trends: Hospitality, retail, multifamily housing, and office buildings are leading adopters. Each has distinct usage patterns that affect grid planning. For instance, hotel charging is often overnight and flexible, while retail tends to demand fast charging during peak hours.

• Contractor Consolidation: A small number of developers install the majority of EVSE equipment, creating a powerful channel for education and influence. Engaging these contractors early—and equipping them with the right tools—is critical to scaling smart load management.

• Data Sharing Is Feasible: Stakeholders are willing to share charger usage data, provided it’s anonymized and not burdensome. However, utilities must be prepared to manage a wide range of data formats and intervals.

Grid Benefits Without Tradeoffs

One of the most promising aspects of the LMTIP approach is that it doesn’t require sacrificing customer experience to achieve grid benefits. For example:

• Load management software can modulate charging without noticeably impacting driver convenience.

• Energy storage allows for fast charging while buffering peak grid demand.

• Power-sharing hardware can optimize usage across multiple ports, enhancing uptime while reducing costs.

These technologies are particularly valuable for public and fleet charging scenarios, where demand spikes can be extreme but somewhat predictable.

Planning for Equity and Scale

Both EVMR and LMTIP emphasize equity—not just in theory, but in implementation. By allocating a substantial portion of funding to DACs and offering higher incentives for qualifying projects, the programs have helped to ensure that all communities benefit from clean transportation.

In practice, this means supporting installations in areas with historically limited access to infrastructure, engaging local contractors, and providing educational materials tailored to diverse stakeholders. It also means working closely with site hosts—who may be unfamiliar with utility processes—to set expectations, navigate timelines, and overcome common barriers.

Recommendations for Other Utilities

Based on our experience, here are a few recommendations for utilities exploring similar approaches:

1. Design with Integration in Mind: Align infrastructure and load management programs from the start. Consider how customers will navigate them and remove friction wherever possible.

2. Use Contractors as Multipliers: Equip trade allies with clear, plainspoken resources. Consider small incentives for promoting co-enrollment or educating customers.

3. Embrace Flexibility: Not every customer wants (or needs) the same solution. Design incentive tiers that allow for modular adoption of technologies.

4. Invest in Awareness: Develop case studies, testimonials, and FAQs that demystify the process. Highlight real-world examples and success stories from local communities.

5. Plan for the Long Haul: Charging stations are long-term infrastructure. Ensure that your programs account for lifecycle costs, operational support, and evolving grid needs.

A Model for the Future

The transition to electric transportation is not just about replacing engines—it’s about rethinking how we manage energy. At Franklin Energy, we believe that utilities play a central role in this shift, not just as service providers but as trusted partners and planners. By integrating grid considerations into every stage of EV program design, we can build systems that are resilient, equitable, and ready for what’s next. Because the grid of the future isn’t just smarter. It’s shared, it’s flexible, and it’s built together. The joint utilities of NY model demonstrates what’s possible when vision, coordination, and execution come together.

Ready to strengthen your EV program strategy with proven, grid-smart solutions? Contact us to start the conversation.