Survey, design, permit, install, inspection, interconnection, PTO: the order is fixed.
The city and the utility set the pace on two of the steps. You set it on the rest.
The money arrives in milestones tied to these events, not at signing.
The sequence, and who controls each step
The order is fixed. What changes is how long each step takes and who is holding it.
- Site survey. The surveyor records the home as it is: roof, framing, panel, main breaker, meter, shading. The first place a sold job turns out to be a different job. You control the scheduling.
- Final design and plan set. The design becomes a permit-ready package. If the survey contradicted the sale, the redesign happens here and resets what follows. You control this.
- Permit. The city or county reviews and issues it. You control what you file. You do not control the queue.
- Interconnection. The utility reviews the application to connect to the grid. A separate reviewer and a separate queue from the permit. Confusing the two is where "I thought that was approved" comes from.
- Installation. The crew builds it. The step you are best at, and usually the shortest on the calendar.
- Inspection. The inspector checks the installed system against the approved plans. Field changes that diverge from the plans fail here.
- PTO. The utility grants permission to operate. Until it lands the system does not legally produce, and on TPO projects the last slice of your payment waits for it.
Why two jobs sold the same day finish weeks apart
Almost every step holds a queue you do not control, and queues do not run at a constant rate.
- A permit office slows in a seasonal surge.
- A utility backlog grows when a policy change pulls demand forward.
- An inspector's calendar differs from one jurisdiction to the next.
Project duration is not a property of the job. It is the job plus the jurisdiction plus the moment.
Planning as if jobs take a fixed number of weeks is wrong in both directions. The fix is knowing, on any given day, which jobs are waiting and on whom.
What you control
Two things, and both compound across every job.
- The quality of what you submit. Plan sets that match the survey, as-builts that match the approval, complete interconnection applications. A rejection costs more than the review time: it sends you to the back of the queue.
- How fast you react. A correction notice that sits unread for four days is four days you added. Nobody decides to ignore it. It lands in one inbox while that person is busy.
You do not control the queues. Once a complete, correct application is in, the clock belongs to the reviewer. Effort spent chasing a utility is mostly wasted. Effort spent making sure nothing sits in your own building pays on every job.
Where the money sits in all of this
On TPO projects the payment schedule rides on this same sequence, and it does not pay evenly.
- Contract pays nothing. You front design, permitting, equipment and labor.
- Installation pays the bulk, after the financier approves the package.
- PTO releases the holdback.
The two longest waits, permitting and interconnection before the install and PTO after it, are both stretches where you carry the cost. Across dozens of open jobs, those overlapping waits set how much cash is tied up on any given day.
Read next: How R11 keeps every stage of a job on one record, contract to PTO ↗