GenPro Energy Solutions: Building Community-Scale Energy Infrastructure with Discipline and Vision

GenPro Energy Solutions, an energy infrastructure company based in South Dakota, is dedicated to delivering thoughtfully engineered renewable systems with accountability and measurable results. It focuses on making clean energy adoption practical and financially sound for the communities and organizations it serves.

The company’s journey began in 2006 as a distributor of solar water pumping technologies, an early entry into renewable applications in agricultural and rural settings. Founder Dwight Patterson established the business around emerging clean energy tools that addressed on-the-ground needs. “In those early years, we were students of the market,” Patterson says. “We listened to customers and learned where renewable technology could solve operational challenges. That mindset of curiosity and discipline still guides us.”

In 2008, GenPro expanded its capabilities beyond distribution into hands-on project execution. Residential solar and small wind projects followed, alongside a growing electrical services portfolio. As LED lighting technology matured, GenPro undertook large retrofit initiatives. These experiences strengthened the company’s operational systems and deepened its construction expertise.

By the mid-2010s, broader market signals pointed toward community-scale solar as a compelling opportunity. In 2016, GenPro broke ground on a community solar project in Lexington, Nebraska, marking a decisive move into larger, grid-connected systems. Over time, GenPro systematically refined its market focus, intentionally exiting most generator installations and traditional lighting work to concentrate on community-scale solar and aligned energy infrastructure. Today, the company’s portfolio reflects a disciplined commitment to scalable, grid-connected renewable energy solutions positioned for long-term market relevance.

This evolution coincided with a structural shift in how GenPro approaches project delivery. The company transitioned from niche distribution and selective contracting to a fully integrated engineering, procurement, and construction (EPC) model. From site preparation and road construction to mechanical installation, electrical integration, and commissioning, the work is executed by in-house teams.

Chief Operating Officer Rocky Morrison views this integration as foundational. “We believe alignment happens naturally when civil, mechanical, and electrical teams collaborate from the earliest design conversations,” he explains. “Decisions are informed by the realities of construction, not just drawings. That cohesion supports efficiency and consistent execution in the field.”

GenPro’s projects begin with feasibility modeling and engineering analysis tailored to site conditions and interconnection requirements. Internal teams coordinate with engineering partners to evaluate production forecasts, racking systems, terrain considerations, and grid integration. Because these disciplines operate within one organization, adjustments can be made quickly when field conditions evolve. Once construction begins, crews mobilize with defined timelines and structured cost controls, enabling projects to progress from ground preparation to commissioning within compressed schedules when conditions allow.

Financial discipline forms another pillar of the company’s identity. GenPro operates with a conservative capital structure and a deliberate approach to overhead. The goal is to support operational flexibility across market cycles. Detailed dashboards track labor, equipment, procurement, and schedule metrics daily. “Predictability is built through preparation,” says CEO Sara May. “Our teams understand the financial objectives of every project before we break ground. That clarity allows us to align performance in the field with the owner’s expectations.”

As the firm has expanded its operations, it has also deepened its investment in its people. From a modest early team, the workforce has expanded substantially to include a broad network of field operators, electricians, heavy equipment specialists, engineers, and project managers deployed across numerous states. According to Patterson, many began their careers through GenPro’s apprenticeship programs in electrical work and heavy equipment operations, which combine self-led instruction with immersive field experience on large-scale solar sites.

Compensation structures and advancement pathways are designed to reward performance and long-term commitment. Project-based incentives share efficiencies achieved in the field with team members, reinforcing collective accountability. Healthcare support increases with tenure, and leadership roles often emerge from within the organization. May’s own progression, from governmental affairs to finance leadership and ultimately to CEO, illustrates that trajectory. “Opportunity expands when people demonstrate initiative and alignment with our values,” she says. “Career growth here is connected to contribution.”

Community engagement is integrated into operations through local hiring, engagement with regional suppliers, and support for educational and conservation initiatives. According to GenPro’s leadership team, the goal is to bring economic activity to rural areas where solar development intersects with agricultural land use. Chief Administrative Officer Lee DeLange emphasizes that these relationships matter. “We understand the need to be stewards of the land,” he says. “We see energy projects as a key component of investing in those communities long term.”

As electricity demand accelerates across key U.S. markets, GenPro is executing a disciplined expansion of its EPC platform, scaling capacity without compromising operational rigor. Workforce development remains a strategic priority, ensuring that growth is underpinned by skilled labor, standardized processes, and repeatable execution frameworks. At the same time, the company is evaluating complementary technologies that enhance grid resiliency and position its infrastructure solutions to meet the evolving technical and regulatory demands of modern energy systems.

May remarks, “Energy infrastructure is essential to modern life. Our responsibility is to build systems that perform reliably and create value for owners and communities. For us, growth means extending that capability thoughtfully.”