Navisun Narratives: Tyler Brogan, asset management analyst
At Navisun, our people are the foundation of every solar project we develop, own, and operate. Through our Navisun Narratives series, we spotlight the individuals whose dedication and expertise help power communities and advance a more sustainable future.
We recently sat down with Tyler Brogan, Asset Management Analyst, to discuss his path into clean energy, what it really means to manage a solar portfolio, and how revenue, operations, and discipline come together to keep projects performing long after they’re built.
You graduated from Northeastern in 2025 with a degree in Environmental & Sustainability Sciences and Economics — how did that combination shape your path into clean energy?
I knew early on that I was interested in sustainability and the environment, but after a year or two studying environmental science, I still wasn’t sure exactly what I wanted to do. Adding economics expanded my options and gave me a broader lens — especially understanding how markets, revenue, and financial decision-making connect to sustainability.
What really pulled me into clean energy was Northeastern’s co-op program. I completed two six-month co-ops, which meant I worked full-time for a year total during college. One of those was at a solar company, and that’s where I got my foot in the door. I really enjoyed the industry because it’s a great combination of sustainability and necessity. Energy is something society fundamentally needs, so being able to work in a field that supports sustainability while also being essential felt like the right fit. As graduation approached, I knew I wanted to continue in clean energy, and that ultimately led me to Navisun.
You’ve worked in both project development and now asset management. What differences have stood out to you between building projects and managing operational ones?
They’re honestly much more different than I expected.
In development, you’re working on projects that don’t technically exist yet. A large part of the job is research and sales — identifying land that will work for a project and ultimately generate revenue, then working with landowners to secure agreements. The focus is on creating new opportunities and getting projects off the ground.
In asset management, the projects already exist and some of the ones I work on have been operational since I was 12 years old. Instead of building something new, you’re making sure what’s already built continues operating smoothly. It’s more about protecting performance, managing revenue, and responding to issues that arise. Development is about growth; asset management is about sustaining and optimizing.
For someone unfamiliar with asset management, how would you describe what you do at Navisun? What does an average day look like for you?
The biggest thing I’ve learned is that no day looks exactly how I expect it to.
Asset management works across departments — finance, development, operations — so my day can shift quickly depending on what comes up. That said, everything I do falls under three main pillars: operational, financial, and commercial.
On the operational side, that could mean investigating why a site is offline, figuring out how to fix it, and determining the timeline.
On the financial side, I’m looking at revenue impacts. If there’s an operational issue, how much revenue are we losing? Does the payment we received from a utility match what we were supposed to receive? If there’s a discrepancy, why? And do we need to recover funds?
On the commercial side, I work with landowners and municipalities. A big part of my role has involved taxes and making sure we’re paying what we owe, on time, without overpaying. Towns can make mistakes, so part of asset management is protecting the company while maintaining good relationships.
So while every day varies, it always ties back to those three core areas.
What does “managing” a solar farm actually mean on a day-to-day basis?
It means ensuring that the project continues to operate as expected, technically, financially, and contractually. That includes monitoring performance, resolving operational issues, verifying revenue payments, maintaining compliance, and managing obligations like leases and municipal taxes. It’s about keeping the project running efficiently and profitably over its entire lifespan.
How do revenue and production analysis help drive smarter decisions across a solar portfolio?
At the end of the day, everything is driven by revenue.
We’re a solar company, and while sustainability is always top of mind, we need to generate revenue in order to continue advancing clean energy. Many decisions come down to: Will this help or hurt revenue, and by how much?
For example, I’ve worked on cost-benefit analyses for entering programs that could increase revenue but require upfront investment. The question becomes: What will we need to spend? What’s the projected return? Is it worth proceeding?
Those decisions can be strictly revenue-based. Production and revenue analysis allow us to make data-backed choices rather than assumptions.
As a 3-season Division I athlete and team captain, how has athletics influenced your work ethic or leadership style?
Athletics has shaped both my work ethic and discipline significantly.
Track and cross country are individual sports where performance ultimately comes down to you. There’s no hiding behind a team result. That instills a strong sense of accountability and work ethic.
What elevated that discipline even further was balancing Division I athletics at Northeastern with academics and full-time co-op work. There were times when I’d have practice at 5:00 or 5:30 in the morning, train for two hours, then work a full 9-to-5 day. It was difficult. There were moments I wasn’t sure I’d get through the season or semester.
But I always did.
That experience built resilience. It set my default mindset: work is supposed to be hard. Nothing is handed to you. That mentality translates directly into my professional life.
What’s been the biggest adjustment transitioning from college to a full-time role in the clean energy industry?
Honestly, the transition wasn’t drastic because I had already worked full-time during college through co-ops. If anything, the bigger transition happened during college.
The main difference now is responsibility. As a full-time employee, my work carries more weight. People rely on me more. The impact of what I do matters more and that’s a good thing. It’s motivating.
What excites you most about working in distributed solar right now?
Right now, what excites me most is learning.
In asset management, you need to understand nearly the entire lifecycle of a solar project. That’s not something you master in seven months. I’m excited to keep building knowledge and experience so that eventually I can confidently answer almost any question about a project or process.
I want to become someone others can rely on and be a go-to resource. I know that takes time, and I’m patient with that growth.
How do you see asset management playing a role in scaling clean energy long term?
From what I’ve heard, the earlier mindset in solar was largely about building as many projects as possible because more projects meant more revenue. But now, there’s a shift toward recognizing that once projects are built, they must be managed properly to maximize long-term value.
If a site isn’t operating correctly, revenue drops. If compliance isn’t followed, revenue can be lost. If taxes or lease payments aren’t managed correctly, costs increase unnecessarily.
Asset management acts as the glue by connecting development, operations, finance, and compliance. As the industry scales, strong asset management ensures projects have a smooth, profitable lifespan rather than just a strong start.
What do you like most about working at Navisun?
The people and the work culture.
I feel very lucky that I like who I work with here. Everyone I collaborate with is professional, supportive, and good at what they do. That makes a huge difference in day-to-day work and makes my job more enjoyable.
Where do you hope to grow over the next few years — technically, professionally, or personally?
Right now, my focus is on learning as much as possible. I enjoy what I’m doing and I’m genuinely interested in continuing to grow. Whether that leads me deeper into asset management leadership, toward development, or more into operations, I’m open-minded.
Once I’ve built more experience, I’ll have a better sense of what direction fits best. For now, growth through learning is the priority.
What do you like to do outside of work?
Sports are a big part of my life. I love running and track and field. Let’s just say watching it in the Olympics is more important to me than the Super Bowl. I also enjoy playing and watching basketball, baseball, and football.
I read every day and play video games with friends as well.
Or what’s something about you that would surprise people to learn?
I was a three-season Division I athlete, which surprises some people. My favorite distance to run is the mile.
And for the first time in my life, I grew a mustache for Movember for Men’s Mental Health Awareness Month. It was supposed to be just for November, but as of February 19, it’s still here.