Best Practices of a Successful Energy Advisor

When utilities talk about being a “trusted energy advisor” for commercial and industrial (C&I) customers, they often jump to the newest tools and programs. But according to key account expert and APPA partner Erick Rheam, that’s where many utilities go wrong.

“The number one thing utilities should do if they want to be considered a trusted energy advisor is stop trying to be an energy advisor,” Rheam said. “Don’t force a solution on the customer. Step back and ask: What do I know about them? What problem do they really need solved? Can I solve that problem with my resources?”

Utilities need to prioritize being a partner first, advisor second. Every key account is unique—even those with similar bills or usage patterns. Rheam says the ability to understand the person they’re working with and advocate for their needs is what sets successful energy advisors apart. 

From Service Provider to Trusted Partner

What separates utilities that are trusted partners compared to those seen as just service providers? Rheam says it comes down to advocacy. 

“As an energy advisor, you’re not serving a company but a person,” he explained. “Find out what they need help with and advocate for them. If you’re having tense conversations at your own utility because you’re standing up for your customer, you’re doing your job right.” 

This type of advocacy requires going beyond reactive, transactional interactions. Instead of only showing up with a bill or when there’s an outage, you should always look out for small but meaningful ways to connect as an energy advisor. Simply asking how a customer wants to be contacted during an outage or checking in to understand their broader business goals will build trust and set yourself up to be a successful energy advisor. 

Five Best Practices for Stronger C&I Programs

Rheam has identified five key pillars of success that consistently set the best C&I programs apart: 

1. Have a clear, concise plan. It doesn’t need to be long but an intentional program plan that works best refreshed annually. 
2. Secure a dedicated budget line item. Without it, “you don’t really have a program,” Rheam said. 
3. Get aligned with leadership. Both energy advisors and supervisors must answer the question “what does success look like?” in the same way. 
4. Earn business community support. If you’re not confident most of your key accounts would attend a utility-sponsored event, that’s a red flag your relationships need work. 
5. Commit to follow-up. Each key account should have a defined next action to keep the momentum going. 

All together, these practices create clarity, accountability, and trust both inside the utility and with your C&I customers. 

Use Data to Build Meaningful Relationships

Technology and data can be powerful tools, but only if they serve the customer’s actual needs. Rheam says a successful energy advisor should know exactly how much of their customers’ monthly operating costs the utility bill accounts for—for every account in their portfolio. “If you’re offering to save a key account 15% on a bill that only represents 3% of operating costs, no one cares,” he said. 

Instead, energy advisors should use load profiling and other tools to uncover insights that matter to a customer’s business operations. Reviewing data together helps customers see patterns they may not understand—like air conditioners running at the same temperature for 24 hours. This helps key account managers position themselves as true educators and partners, not just service providers. 

Why Programs Stall and How to Reengage

Even strong C&I programs can lose momentum. Rheam outlined five common reasons why a program might stall: turnover in key account manager roles, lack of customer interest, changing leadership priorities, resource limitations, or simply not knowing how to run a program well. 

The good news? Any stalled programs can be revived, and the key is authenticity. 

“Be transparent that you let the program slide,” Rheam advised. “Reestablish relationships, clarify your why, and get leadership back on board. Then get back in the field—meet with accounts, talk about their five-year plans, and walk away with action items you will actually follow up on.” 

The Skills of a Great Energy Advisor

Ultimately, programs are only as strong as the people running them. Rheam highlighted a few key traits that distinguish successful advisors: 

• Attitude: They have a spirit of service and a willingness to operate at the speed of the key account’s business, not their utility. 
• Ownership: They take responsibility for their program’s shortfalls and successes instead of just pointing out the problems. 
• Communication: Clear, concise, and effective across emails, phone calls, and site visits. But one common mistake Rheam pointed out is their only communication via email— “emails are used to transfer information only; you cannot build relationships over it.” 
• Critical thinking and creativity: The ability to identify problems, design solutions, and think like their business customers is crucial. Rheam suggests utilities should invest in training to help their energy advisors hone their critical thinking skills. 
• Execution: Organization, focus, and follow-through. “Being more productive, and being trained to be more productive, could make a huge difference,” Rheam explained. 

“Utilities need to invest in their advisors,” Rheam emphasized. “Teach them to interact as humans with humans in ways that add real value.” 

Final Advice: Get Out in the Field

When asked for his single best piece of advice, Rheam said, “Make it a point to get out and sit down with your key accounts. Have meaningful conversations about what they struggle with and how you can help. Find out their needs, wants, desires and build personalized plans from there.” 

For utilities aiming to become successful energy advisors, the path is clear: stop pushing solutions, start advocating for customers, and commit to being present, proactive, and authentic. That’s how utilities move from service providers to trusted partners.