Brian Langille, Executive Director, CGS Energy

July 2026 — In an interview with Invest:, Brian Langille, executive director of CGS Energy, discussed the organization’s rebrand, infrastructure expansion, workforce challenges, and long-term growth priorities. “We’ve got to make sure that we have a strong safety program,” Langille said.

What key changes over the past year have had the greatest impact on CGS Energy?

The biggest impact has been the fact that we rebranded to CGS Energy. We did that last year after celebrating our 100-year anniversary. We had an intermediate logo that still said Clearwater Gas System, but we decided to drop that name as our DBA and move fully to CGS Energy.

We presented that to our city council, mayor, and city manager. While we are owned and operated by the City of Clearwater, about 75% of our customers are outside the city limits. It made sense to transition so customers across the region can relate better, rather than associating us only with Clearwater.

What recent infrastructure investments or system expansions have been most significant for CGS Energy?

One of the biggest expansions has been our Moffitt Cancer Center project in Pasco County. That was about a 5-mile expansion, and after a couple of years of design and permitting, we recently got gas to their facility and turned it on. That’s over a $5 million investment and will be a major customer for us.

We also planned for future growth in that area, sizing our lines to accommodate 10 to 20 years of development tied to Moffitt’s broader master plan.

Another key project is in Clearwater Beach. We had not upgraded infrastructure there in 25 years, so we are now designing new subaqueous crossings to bring additional capacity from the mainland. AECOM is handling the design, and we expect construction to begin in 2027. Growth on the beach has pushed us close to capacity, so expanding supply is critical.

How are you approaching workforce development and attracting skilled talent?

We work closely with the city’s human resources department for recruitment, and we also advertise through industry groups like the American Public Gas Association and the Florida Natural Gas Association.

It is challenging to recruit in the natural gas industry. It takes a significant investment to onboard employees, and the work requires long-term commitment and specialized training. It takes years to reach the level of expertise needed to operate safely and independently, so we focus on finding the right people and retaining them.

How is CGS Energy addressing reliability and system resilience?

Reliability is a major focus. Projects like the Clearwater Beach expansion are designed to ensure we have enough capacity and avoid issues like low pressure.

We have also seen a big increase in demand for standby generators, especially after the storms in 2024. Many customers want backup power, and we are upgrading meters to support that safely. Since our lines are underground, they are less vulnerable than above-ground electric systems, which helps maintain service continuity.

How does CGS Energy engage with local communities and customers?

We engage through marketing, community events, and programs like the Great American Teach-In. We also participate in neighborhood events and homeowners association meetings.

We offer incentives such as gas main extensions up to 150 feet and appliance rebates. For example, customers purchasing gas appliances like ranges may receive rebates. These programs help educate customers and encourage adoption.

What are your key goals and priorities for the coming years?

The biggest goal is continuing to grow our system. We are only about 15% saturated, so there is significant opportunity to connect customers who already have access to our lines.

We are also focused on expanding into new subdivisions, particularly in high-growth areas like Pasco County. That region continues to develop rapidly, and we expect that growth to continue for years.

System reliability remains a priority, ensuring we have the capacity to meet increasing demand.

Safety is paramount. We’ve got to make sure that we have a strong safety program. We also need to ensure employees are properly trained and equipped to operate safely.

How are you working to reach new customers and support that growth?

A lot of that comes through working with builders and developers. They decide whether gas is included in new subdivisions, which can range from hundreds to thousands of homes.

Commercial growth is more straightforward, as many businesses such as restaurants and hotels rely on gas. However, residential growth is the biggest opportunity, and that depends on early engagement with developers.

We also build relationships through outreach, including hosting key stakeholders during events like spring training. Developer agreements are important, as they commit projects to a high percentage of gas adoption. It is much more cost-effective to install infrastructure during initial development rather than retrofitting later.