In this Q&A, Justine Gordon, Markus Keller and Silvia Rapallo from Egon Zehnder’s Global Infrastructure Practice field our questions on scaling fast, securing scarce talent and why ethical, adaptable leadership now matters as much as technical know-how.
1. Due to the rise of AI, data centres are currently in massive demand. What leadership traits are most critical for navigating this kind of rapid growth?
As AI use and data centre demand surges, effective leadership is crucial in order to manage rapid growth. Leaders must be able to demonstrate adaptability across various growth stages, shifting from a hands-on approach in early phases to a more specialised focus as operations mature.
Strategic vision and execution are also key, including the ability to manage stakeholders, select optimal data centre locations and implement strong financial strategies.
Technical proficiency remains a core trait, with leaders needing a solid grasp of operations, IT infrastructure and cybersecurity to remain profitable and reliable.
Finally, ethical leadership and integrity help build trust and credibility, particularly during times of rapid transformation.
2. As data centres grow, how should management roles evolve? What leadership qualities do you believe will define the next generation of data centre leaders?
As data centres grow, internal management roles must evolve to meet the new operational demands of the organization and plant. In the foundational stage, leaders will need to establish financial sustainability and operational stability. They must be able to understand operational and facility management, be adept at managing IT infrastructure and cybersecurity and utilise strong financial oversight in order to drive profitability and growth.
As data centres scale to meet growing demand, management roles become more specialised, with executives focusing on areas like compliance and technology integration in order to support larger facilities and meet greater client expectations.
Qualities that will define the next generation of data centre leaders include adaptability, emotional intelligence and a growth mindset. As technology evolves – particularly with the rise of AI and cloud services – leaders must remain agile, continuously learning and guiding their organisations through change.
The ability to inspire, develop and retain talent will be just as important as managing systems and facilities. Ultimately, data centre leadership is transitioning from a purely technical domain to one that demands well-rounded, forward-thinking executives capable of aligning people, processes and technology toward long-term growth.
3. What unique challenges do data centre leaders face when trying to scale operations?
Data centre leaders face a distinct set of challenges as they attempt to scale operations in today’s evolving digital landscape. One of the most pressing issues is the severe talent crunch and retention struggles. Nearly 60% of data centre operators report difficulties in finding qualified candidates, and more than half face challenges retaining them. This is especially concerning given the high capital expenditure per full-time employee compared to other industries, underscoring the need to find and retain talent.
Alongside staffing concerns, leaders must navigate increasing operational complexity. As data centres grow in size and number, so do the intricacies of maintaining efficient performance while keeping pace with technological advancements and fluctuating market demands. Leaders must stay agile and forward-thinking, continuously adapting strategies to keep their organisations competitive.
4. As the talent landscape becomes more competitive, how can data centre organisations attract and retain strong leaders?
Leaders must take a multifaceted approach in order to ensure organisational resilience and adaptability. This includes recruiting from adjacent fields like IT, telecommunications and energy management, which provides access to professionals with transferable skills, innovative approaches and diverse perspectives. Building a compelling talent proposition goes beyond compensation – it involves offering leaders a sense of purpose, growth, and impact.
Organisations need to raise awareness of the critical role data centres play in powering the digital economy and position leadership roles as opportunities to drive innovation and shape the future of infrastructure. This visibility can help the sector stand out to top-tier candidates who may not have previously considered working with data centres as a career path.
To retain strong leaders, companies must foster an environment that supports continuous learning, cross-functional collaboration and leadership development. Providing clear paths for advancement, exposure to strategic decision-making and the chance to solve complex challenges can help keep top talent engaged.
5. What do you see as the biggest disruptors shaping the future of data centre operations?
The biggest disruptors shaping the future of data centre operations stem from both technological and organisational shifts. Foremost among these is the rapid rise of AI and advanced digital applications, which are dramatically increasing the demand for data processing, storage and network capabilities. These advancements are not only driving exponential growth in data centre infrastructure but also raising the bar for operational efficiency, scalability and innovation. As a result, leaders must adapt quickly to stay competitive, implementing new technologies and architectural models that can support increasingly complex workloads.
Another major disruptor is the evolving talent landscape. With a limited pool of qualified professionals and intensifying competition for skilled labor, attracting and developing top talent has become a strategic imperative. Ultimately, great leadership will create growth opportunities and attract great talent.
