Earlier this year, Energy Central dispatched our annual call for nominations for power professionals leading the way in Innovation, and we're proud to announce the 5 winners and 4 honorable mentions, which you can read about here. This week, we'll be spotlighting each of those winners after conducting interviews to learn more about their great work.
Please help us celebrate Elizabeth’s and the other champions' successes by reading some of the insights garnered from these exclusive Innovation Champion Interviews.
It’s a common refrain in the power sector to describe the power grid as the most complicated and also the most important ‘machine’ that humans have ever built. This sentiment rang true in previous decades, but even more so in today’s landscape where digitalization, modernization, expansion, and so many more evolutions to the grid are taking place. Tracking the opportunities that present day innovations create in the world of optimizing and making more effective the grid is no small feat, given the pool of stakeholders continues to grow, technologies constantly advance, and many utilities are simply trying to keep up with it all. But, of course, the power sector does have leaders in the space who aren’t waiting for innovation to come to them but are spearheading the next generation. Duquesne Light Company (DLC) is one such company, and they are led in those efforts by Elizabeth Cook, Director of Advanced Systems and the Grid Modernization Program.
In this featured interview for the 2023 Innovation Special Issue, Energy Central recognizes Elizabeth as a Champion of Innovation. Elizabeth was nominated by an industry peer for her litany of accomplishments, including the development of the Smart Electric Energy District (SEED) concept, implementation of Dynamic Line Ratings (DLR), electrification research, and industry collaboration to conceptualize a Smart Grid Chip (SGC).
With this award of an Innovation Champion comes the following spotlight interview, where we had a chance to discuss what goes into this spirit of innovation and what future opportunities still lay ahead.
Matt Chester: Congratulations on being selected as one of our Champions of Innovation for 2023! Can you tell us a bit about your role in the utility sector and how you got started in this space?
Elizabeth Cook: I'm currently in my 19th year in the electric utility industry. I started my journey after obtaining a degree in electrical engineering, joining Mitsubishi Electric Power Products as a power system engineering consultant. It was an exciting opportunity right out of the gate, as my primary role involved collaborating with various utilities to conduct studies that would assist them in optimizing their operations.
In the initial phase of my career, spanning six years, my focus was on pre-specification and equipment sizing. This entailed building models and running studies to analyze transients, determine ratings and capabilities, and establish optimal equipment connections. Most of my work during this time revolved around transmission systems.
However, my path eventually led me to delve into large system studies, particularly in power flow solutions and load and generation connections. One of the notable projects I worked on involved analyzing cluster generation queues in California when wind farms were being introduced. It was an eye-opening experience as our studies played a crucial role in assessing the feasibility of these initiatives. These endeavors also turned me into a 'road warrior,' constantly traveling and working with utilities across the United States. While I thoroughly enjoyed my job, I realized it was taking a toll on my family, as my children began to inquire about my whereabouts.
At this juncture, an exciting opportunity presented itself at Duquesne Light Company, my local utility in Pittsburgh. I joined as a senior manager of transmission planning, essentially assuming a role I had been supporting for the past six years. While we did have a transmission system in place, it had originally been designed to cater to the now-defunct steel industry. As a result, my expertise and studies proved invaluable in terms of assessing and improving our transmission infrastructure, aligning it with modern requirements and regulations.
However, my curiosity soon led me to explore the realm of distribution grids. I started asking questions and realized there was a significant need for data and models within our distribution system. This realization fueled my drive to become heavily involved in building the technical infrastructure necessary to gather data, construct models, and run studies. By doing so, we aimed to unlock insights that were previously unattainable.
This quest for knowledge and data became my mantra. Recognizing the power of information in making quantifiable decisions regarding complex systems, I became passionate about utilizing this capability to drive transformation and enhance our understanding of the distribution grid. Simultaneously, I pursued further education, completing my master's degree in 2011 and subsequently enrolling in a doctoral program. In 2020, I successfully defended my dissertation, which focused on data analytics and machine learning algorithms. Specifically, I leveraged the data collected from the smart meter technology we fully implemented in 2018 to study voltage correlations and identify system topology. The journey was truly enlightening, as I discovered that machine learning, data analytics, and data science are essentially elegant expressions of the language of mathematics. It involved taking mathematical concepts to their highest level and utilizing powerful computational systems to execute simulations and gain insights.
The identification of system topology through my research was a significant turning point. I championed this concept within the organization, emphasizing the newfound possibilities and igniting a shift in mindset. By showcasing what we had achieved, I encouraged others to dream about the multitude of potential applications that lay before us. This mindset shift has laid the foundation for many of the projects we are currently undertaking.
MC: You were nominated by a peer in this industry for various types of projects you helped bring to DLC, from the SEED concept to the implementation of DLR to the Smart Grid Chip. Can you give us a quick idea on what these various projects entailed and how the environment at DLC supported your efforts to push these forward?
EC: When I entered electrical engineering school, it was mainly because my father assured me that it would lead to a job. However, upon graduating, I had limited understanding of what my role would entail or where I would be working. Through fortuitous connections and relationships developed during my college years, I landed a position at Mitsubishi Electric. As I embarked on this career path and started a family, I encountered numerous inquiries about how I managed to balance it all. It was the energy and enthusiasm shared by my first boss and mentor during our business trips that ignited a fire within me. I began seeing the transmission grid through the eyes of a curious child, connecting the dots and comprehending the intricate interplay of its components.
This sense of wonder and realization became the driving force behind everything I pursued in the utility space. Attending my first conference as a utility employee, I was disheartened to hear someone refer to us as DOUGs: "dumb old utility guys." That remark sparked a determination within me to be a catalyst for transformation, rather than succumbing to the status quo. This mindset laid the foundation for various projects I initiated at Duquesne Light Company, supported by the dynamic and forward-thinking environment fostered by the organization.
One notable project I championed was the implementation of dynamic line rating (DLR) for transmission lines. In the past, our industry had relied on static values to calculate the capacity of transmission facilities, overlooking the dynamic nature of the system. This discrepancy didn't align with my mathematical perspective, particularly in large-scale systems. Inspired by other utilities pushing the envelope in this area, I initiated the work on DLR at DLC. Establishing an Innovation Council, I presented a compelling business case to internal stakeholders, challenging them to think differently about the grid we knew so well.
Another significant endeavor involved leveraging smart metering data to enhance our system planning capabilities in the distribution domain. When I transitioned to distribution planning, I discovered a lack of comprehensive data and models within my team. This prompted me to embark on a journey of data gathering, model building, and creating insightful ‘aha’ moments. By delving into the impacts of distributed energy resources and organizing a lunch and learn session on the topic, I was provided the opportunity to lead the Distribution Planning Team, which I allowed myself to embrace model building and running studies. Where I found a large need to assess the systems holistically to prioritize system reliability and resiliency needs.
Unlike traditional approaches to grid resiliency planning, DLC decided to take a multidimensional view by looking at the intersections of infrastructure and community. This effort was done by partnering with UrbanFootprint. The platform aimed to better understand the customers usage by evaluating energy burden and assessing the impacts of changes on the community. This sparked the inception of the SEED (Smart Electric Energy Districts) concept in 2017. The SEED concept revolved around assessing the grid holistically, incorporating grid information, socio-economic factors, and customer energy burdens. It aimed to empower DLC to proactively address the challenges brought about by the evolving energy landscape and prepare the grid for electrification and the rise of electric vehicles (EVs).
Additionally, recognizing the potential of energy storage as a vital tool to manage load and accommodate the changing energy paradigm, I advocated for its inclusion in our toolbox. This perspective challenged the conventional approach to grid design and enabled us to adapt to emerging technologies. By embracing this mindset, we positioned ourselves as energy advisors for our customers, working collaboratively to ensure that all customers were served effectively during the transition.
Furthermore, the Smart Grid Chip initiative emerged as a partnership between DLC and Utilidata, in collaboration with NVIDIA. Through my engagement with industry contacts and sharing my dissertation research on algorithm architecture, I caught the attention of NVIDIA's architect. This led to a fruitful collaboration that explored the possibilities of an open-source platform and the untapped potential it held. The Smart Grid Chip project aimed to unlock new use cases and deliver significant value to the industry, ultimately supporting our journey towards a net-zero future. Currently, we are actively involved in a pilot program to demonstrate the capabilities and benefits of this technology.
MC: How does the embrace of innovation at DLC impact the end customer? Do your customers know about these myriad of opportunities, are they polled to identify which ones they would be most interested in, or do they simply benefit from the potentially unnoticed benefits (like reliability, prices not going up, integration of cleaner energy sources, etc.)?
EC: In my newest role leading the grid modernization program at DLC, I've come to realize the importance of effective communication and the challenges associated with it. We operate in a highly regulated industry with a unique business model, which makes it crucial to communicate our initiatives to both internal and external stakeholders, including our customers.
We have implemented systems to gather customer feedback through surveys, allowing us to segment our customer base and understand their varying needs and interests. Some customers simply want reliable electricity without thinking much about the utility, while others are passionate about green initiatives and technological advancements. To effectively communicate with these diverse segments, we strive to break down complex topics and tailor our messaging accordingly.
When introducing innovative ideas or initiatives, we must navigate the regulatory landscape and prove that they are prudent investments. This often involves striking a delicate balance between upfront costs and long-term cost savings. We recognize that implementing new technologies or approaches may initially require additional investments but can lead to cost reductions in the long run. However, until we can demonstrate these benefits, it becomes a catch-22 situation.
We strive to gradually share our innovative initiatives with customers, considering their diverse needs and interests. The challenges lie in finding the right balance between affordability, reliability, sustainability, and regulatory compliance. By effectively communicating the value and potential benefits of our innovations, we aim to navigate these complexities and ensure that our customers can reap the benefits, even if they may not always be fully aware of the intricate processes and advancements taking place behind the scenes.
MC: Something we want to ask all of our champions: what does innovation mean to you, especially when it comes to the utility sector? And how do you ensure it finds its way into the DNA of your teams rather than just being a buzz word?
EC: To foster innovation, it requires a combination of tenacity, conviction, and managing energy effectively. It means showing up as our best selves and recognizing that not everyone will think like us. To promote innovation within the utility sector, it is essential to understand this diversity and find various avenues to connect with individuals on a personal level.
Obstacles should not be seen as barriers but rather as opportunities along the path. Many people tend to quit when faced with obstacles, but as leaders, we must embrace challenges and view them as integral parts of the journey. Every day becomes a churn, constantly pushing us forward.
Establishing a clear North Star is crucial. Full situational awareness, extending to the edge, can serve as a guiding motto for every business unit and project. By creating awareness among individual contributors, we break down the concept of innovation into tangible actions. It's important to go beyond using the word "innovate" and provide employees with practical examples of what they can do. Additionally, connecting their actions to the value they bring to those they serve helps reinforce the purpose and impact of their work.
As a public utility, continuous communication and education are vital. By structuring and leading employees to think innovatively, we encourage them to execute their tasks while creating value. This fosters an internal awareness of the great work being done and inspires everyone to show up with their best efforts.
Innovation within the utility sector is particularly challenging due to the obstacles we have imposed on ourselves over the years. Breaking down these barriers and fostering awareness among employees is crucial. It involves education, continuous sharing of information, and empowering individuals to be part of the innovation process. Innovation can take many forms, and it doesn't always require grand, lofty goals. It's about developing new ideas, concepts, and products, and allowing employees to tap into their creative essence to solve problems and create value.
One aspect of innovation that poses a challenge within the utility sector is risk aversion. As utilities, we tend to be cautious about taking risks. However, true innovation requires embracing risks and being willing to accept failure as part of the process. It is essential to cultivate a culture where calculated risks are encouraged and failure is seen as an opportunity for learning and growth.
In summary, innovation in the utility sector is a process that involves developing new ideas, structuring teams to execute on those ideas, and creating value for both the organization and its customers. It requires leadership, effective communication, education, and a willingness to take risks and learn from failures. By embracing innovation and integrating it into the DNA of our teams, we can drive positive change within the utility sector.
Read about the other Innovation Selections here: https://energycentral.com/o/energy-central/energy-central-announces-our-2023-innovation-champions
Check out the full Innovation Special Issue here: https://energycentral.com/topics/tags/special-issue-2023-06-innovation-power-industry