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K&A Engineering Consulting, P.C. Secures Two Major Contracts; Projects Record Growth by End of 2020

August 21, 2020


K&A Engineering Consulting, P.C., a utilities consulting firm, is proud to announce it has been awarded program management services for Central Maine Power Company (CMP, a subsidiary of Avangrid) and USAID's Scaling Up Renewable Energy II (SURE II) contract work for Energy II IDIQ. The addition of these two contracts means K&A's 2020 expected annual revenue will top $25 million, up from $11 million in 2019. Equally as notable is that $14 million in growth happened amidst a global pandemic, where many K&A clients scaled back contracts or put work off completely.

The CMP multi-year award is to help them successfully execute interconnection agreements in accordance with Maine's new climate change legislation. Throughout this $28 million, three-year engagement, K&A will be providing planning, scheduling, monitoring, controlling, reporting, mapping, SHEQ1, engineering project management, field construction management, procurement services support and construction and commissioning management services.

The purpose of SURE II is to assist partner countries in increasing the level of and integrating renewable energy and new technology into their electricity mixes using a cost effective, reliable, and environmentally friendly methodology that enables countries to achieve greater self-reliance. This 5-year project, scheduled to commence October 1, 2020, will include work in multiple countries and K&A will be providing professional, administrative, and technical personnel support to meet USAID's objectives.

K&A was formed in late 2016 and serves the electric utilities industry, with a focus on clean and alternative energy, by providing a full range of transmission, distribution, and substation engineering and design consulting services. In 2017, the company became revenue-bearing, earning $1 million in revenue, and has grown exponentially over four years. Looking forward, K&A President & CEO, Purna Kharel P.E., expects revenue velocity to continue to grow aggressively in the coming years. In addition to White Plains, they have offices in Connecticut, Pennsylvania, New Jersey,  Long Island and Illinois.

"We attribute our growth and success to staying true to our culture and mission (employee-first, client-centric), staying hungry and remaining agile," said Purna Kharel, P.E., president and CEO at K&A Engineering Consulting, P.C. "The utilities industry is a huge market and we have been able to establish our name and reputation relatively quickly. We operate at a speed that is uncomfortable for most, we see opportunity, and we attack aggressively."

K&A considers the ability to attract and retain the best talent for the job as vital, thus enacting an "employee-first" culture. The company prides itself on its commitment to diversity, and actively seeks to work with immigration-friendly countries for a broader talent pool from which to choose. There are multiple procedures and review processes in place to ensure each employee is happy and feels fulfilled. This includes K&A's zero tolerance for discrimination, harassment and/or racism toward any fellow employee, clients, and the public at large.

The "employee-first" attitude enacted by Kharel and Vice President of Operations, John Blowers, is what the company attributes to its success throughout the COVID-19 pandemic. Though the work of K&A, which includes project and program management, construction management, and engineering services for utility companies, is considered essential, many clients scaled back contracts or put work on hold. In response, K&A leadership quickly transitioned employees to remote work. Unable to continue more traditional roles for the company, people were given responsibilities and tasks that helped the business grow in other ways. As a result, K&A did not have to lay off a single employee of their 150+ staff during the pandemic.

"We communicated, then communicated, then communicated some more," said Blowers. " We held weekly 'K&A Q&A Sessions,' where our CEO would give a brief update, then open up the floor for dialogue and questions. We called every employee with only one agenda item, 'how are you and your family doing?'"

The COVID-19 pandemic allowed the company to develop new initiatives to further its success. This includes plans for new locations to grow internationally in addition to growth in the United States and Nepal, more service offerings, engaging in corporate social responsibility, and re-engaging in partnerships that were put on hold due to the pandemic.

K&A Engineering Consulting | http://www.kapower.us