Just wanted to share a success story about the value of building good relationships with utility staff. I've been working with the same Eversource (Connecticut Light & Power back then) account manager for about three years now. Always professional, always responsive to my questions, never made him feel like I was trying to attack the utility. Well, last week he called ME about one of my clients. Turns out there was a meter multiplier error that had been going on for eight months - they were under-billing by about $5,000 per month. He caught it during a routine review and wanted to give me a heads up before they issued the back-billing. Because of our relationship, he was able to work out a payment plan that won't kill my client's cash flow. Sometimes it pays to be the "friendly" auditor rather than the adversarial one.
Eversource account manager saved me $40K - relationship building works!
Vince, that's a great story and exactly why I always preach the relationship approach. FirstEnergy folks here in Ohio respond much better when they don't feel like you're coming at them with guns blazing. Sounds like your account manager really went above and beyond - most utilities would just drop a back-bill on the customer without any warning.
That's fantastic, Vince. Cleveland Electric Illuminating (now FirstEnergy) has a few account reps like that, but they're rare. How did you build that relationship initially? I've got a couple utility contacts but nothing like what you're describing. Most of them just see me as someone making their job harder.
Frank, it started small. I always made sure to thank them for their help, even when they couldn't resolve an issue in my favor. When I found legitimate errors in the utility's favor, I'd call and let them know rather than just staying quiet. I also made sure to understand their internal processes and deadlines - never called at month-end when they're swamped, always provided documentation in the format they preferred. Little things that made their job easier.
Vince, did you ever worry about getting too "friendly" with utility staff? I mean, we're supposed to be representing our clients' interests, not the utility's. Sometimes I feel like there's a fine line between building productive relationships and compromising our independence. How do you handle that balance?
Yuri raises a good point about maintaining independence. I think the key is being professional and fair, not necessarily "friendly" in a personal sense. JEA folks here know I'll fight hard for legitimate client issues, but I won't waste their time with frivolous complaints. That seems to earn their respect without compromising my position as an advocate.
Yuri and Beth both make valid points. I guess I'd say I'm "professionally friendly" - courteous, respectful, and fair, but always clear about my role as a client advocate. When I find errors in the utility's favor, I report them because it's the right thing to do and it builds credibility. When I find errors in my client's favor, I fight just as hard to get them corrected. The key is being consistent and honest in all dealings.
This is exactly the approach I try to take with PPL here in Pennsylvania. Being adversarial might feel satisfying in the moment, but it usually backfires in the long run. Utility staff talk to each other, and if you get a reputation as difficult to work with, it makes every future interaction harder. Plus, as Vince's story shows, sometimes they can actually help you in ways you wouldn't expect.
Great discussion. Alabama Power has a few reps who I've built similar relationships with over the years. One thing I've learned is that turnover can kill these relationships quickly. When your main contact leaves and you have to start over with someone new, it can set you back months or even years. Worth investing in relationships with multiple people in the department when possible.
Albert makes an excellent point about turnover. I've had great relationships disappear overnight when key people moved on. Now I make sure to introduce myself to backup contacts and stay on good terms with supervisors too, not just the front-line staff I work with most often.
This whole thread is gold. Working with PG&E out here in California, I've seen both sides - what happens when you have good relationships versus when you don't. The good relationships definitely pay dividends over time. Thanks for sharing the success story, Vince. Nice to hear positive outcomes in this business!