Tom Brady, the legendary quarterback of the New England Patriots, is widely regarded as the greatest in NFL history. He holds records for passing yards, touchdowns, and multiple Super Bowl wins. But Brady’s success wasn’t a solo effort—it was built within a well-structured team, guided by one of the best coaches, Bill Belichick, and supported by elite teammates and an ownership group committed to winning.
That said, once Brady was on the field, he was the one calling the shots. He operated within a system but had the autonomy to make critical, split-second decisions. Over time, as his experience and success grew, he was trusted to change plays at the line of scrimmage, adjusting strategies in real time to ensure victory.
So, what does any of this have to do with renewable energy development?
The Quarterback of Renewable Energy Projects
Renewable energy projects involve numerous specialists—finance teams secure funding, engineers design systems, civil teams handle construction, and policy experts navigate regulations. Each plays a vital role, much like an NFL team’s linemen, receivers, and coaches. But the success of a project often comes down to one key player: the Project Development Manager (PDM)—the quarterback of the development team.
Like a quarterback, this individual must be empowered, trusted, and given the resources to succeed. The best PDMs operate within a structured framework—sticking to budgets, compliance rules, and corporate governance—but they also need the flexibility to make quick, strategic decisions. Whether negotiating land deals, handling permitting challenges, or managing stakeholder relationships, they must be able to adjust on the fly to keep a project moving forward.
Too often, I’ve seen projects shelved early because a civil engineer says the site is too costly or a finance manager claims it doesn’t pencil out. While extreme cases exist, development isn’t static. The financial landscape, technology, and regulations evolve over a project’s life cycle, often change the feasibility outlook by the time a project reaches Notice to Proceed (NTP). The lesson? Be vigilant, but also aggressive early on—because if you aren’t, your competitors will be.
Leadership and Decision-Making
Just as Brady led his team on the field, a strong Project Development Manager leads a project from concept to completion. This requires:
- Vision and Strategy: Seeing the bigger picture and understanding how each decision impacts the project’s success.
- Adaptability: Navigating unexpected challenges—whether community opposition, permitting delays, or interconnection hurdles.
- Collaboration: Working seamlessly with engineers, financiers, legal teams, and policymakers to align all moving parts.
- Execution Under Pressure: Delivering results despite tight deadlines, shifting regulations, and market uncertainties.
A quarterback doesn’t win games alone, just as a PDM doesn’t single-handedly complete projects. But without a skilled leader in this role, even the best-planned projects can stall or fail.
Lessons from the Trenches
With over 30 years in project development, I’ve worked on more than 5,000 projects alongside countless clients. One of the biggest issues I see in renewable energy is that IPP’s and Development companies handcuff their project developers—overemphasizing policy, finance, and engineering while sidelining the individuals who actually drive development.
Many organizations believe they are good at development but have never truly spent time in the trenches. Without firsthand experience, they either take unnecessary risks or, conversely, become so risk-averse that they pass on viable projects. Development isn’t for the faint of heart—it’s a rollercoaster. The best developers know that what looks like a bad project at first can turn out to be the best one, and vice versa.
Investing in the Quarterback
NFL teams invest heavily in their quarterbacks because they understand their value. Winning franchises structure their entire teams around strong quarterbacks—providing them with the best offensive line, receivers, and coaching staff to maximize success.
Renewable energy companies should take the same approach. To build a winning development team, organizations must:
- Provide Funding & Resources – Ensure PDMs have what they need to acquire sites, secure permits, and navigate regulatory challenges.
- Create a Supportive Structure – Eliminate unnecessary bottlenecks and empower real-time decision-making.
- Trust Their Leaders – Give PDMs the autonomy to make strategic calls based on expertise and field knowledge.
The Parallels Are Clear
Over the past two decades, most Super Bowl-winning teams have had elite quarterbacks leading them. The same is true in renewable energy—top-tier Project Development Managers drive success.
If organizations want to scale their development efforts, reduce risk, and improve project outcomes, they need to start treating their PDMs like franchise quarterbacks. That means giving them the tools, funding, and authority to lead.
Because at the end of the day, while engineering, finance, and policy are all critical, without a great quarterback running the project, the whole team struggles to win.
Joe Tassone Jr. is founder and a principal of onCORE Origination and has over twenty-eight years of project development experience. Visit www.oncoreorig.com for more information.