The data center market is consolidating. Operators grow through successive acquisitions, often backed by infrastructure funds. Each deal brings customers and megawatts, but also equipment of different ages, mismatched maintenance contracts, site-specific procedures and teams with established habits. Until all of this converges, incident risk remains poorly understood and the figures shown to shareholders are not comparable.
DOES YOUR SITUATION LOOK LIKE ONE OF THESE?
WHAT GETS IN THE WAY AFTER AN ACQUISITION
Maintenance contracts and service levels vary from site to site
As-built files are incomplete or scattered
Indicators (availability, PUE, incidents) are calculated differently
Customers want more power per rack than the halls can deliver
Extension works run on live sites
The operations team is overloaded, or the director's post is vacant
WHAT WE DO
1. A common technical review. Each site is assessed against the same grid: high and low voltage power, backup, cooling, fire safety, monitoring, maintenance, documentation. The result: a risk map that can be compared from one site to the next.
2. A prioritised action and investment plan. What needs fixing now, in six months, in a year, with order-of-magnitude costs to support decisions with shareholders.
3. Common indicators. One set of indicators, defined once with a written calculation method, consistent with the service commitments in customer contracts and with reporting obligations. See what investors expect.
4. Harmonised practices. Maintenance contracts, operating procedures, incident management: converging without becoming rigid, building on what already works at each site.
5. Interim support during the transition. An experienced expert, part time, to keep projects, decisions and the handover from construction to operations moving while you structure or recruit. This is the role of our Readiness Manager.
WHO IT IS FOR
Operators that have just acquired one or more sites, or are preparing a new acquisition. Infrastructure funds and lenders that want an independent view of the real condition of the assets, before the deal (due diligence) and afterwards, to track the integration plan.
TYPICAL SITUATIONS
We acquired three sites with different maintenance practices. Where do we start?
Our shareholders want a monthly dashboard common to all sites.
Our operations director leaves in two months and no replacement is hired.
OUR INDEPENDENCE RULE
We sell no equipment and no maintenance contracts, and take no commission. An expert from our network working for an operator does not carry out due diligence on the same asset for another client.
Further reading: data center acquisitions: harmonising mismatched sites and data center commissioning.
FREQUENTLY ASKED QUESTIONS
What does the technical review of an acquired site cover?
Power supply, backup, cooling, fire safety, monitoring, maintenance and documentation, using the same grid for every site so that risks can be compared.
Can the review be done before the acquisition?
Yes: it is then a technical due diligence. After signing, it naturally continues as the integration plan.
How long does a multi-site review take?
A few weeks, depending on the number and size of the sites. Scope and timeline are agreed in writing before starting.
Do you also support the transition period?
Yes: an experienced expert can support the operations team part time while the organisation is structured or a director is recruited.