Kao Data Critical Careers : simplebooklet.com

54FOREWORData centres are the backbone of our digital world. They keep businesses running, connect people across continents, power lifesaving technologies, and enable the innovation that shapes and safeguards every part of modern life. Yet, as critical as the technology and infrastructure is, it’s the people who design, build, operate, and innovate within these facilities who truly make the difference.That’s why I’m so proud to introduce Critical Careers: Women in Digital Infrastructure. As Kao Data’s Chief People Ofcer, this project is especially close to my heart as it celebrates the achievements of women in this vital industry and shows the many different faces of success.Our aim was simple: to shine a light on the stories of remarkable women—across all ages, backgrounds, disciplines, geographies, and career stages—who are thriving in digital infrastructure. Recognition in our industry often comes through ‘Top 10’ or ‘Top 100’ lists. While these moments of celebration have their value, they can’t always capture the countless, impactful contributions of women whose dedication and talent quietly power the heart of our industry. Through honest, inspiring interviews, we share the stories of both well-known leaders and the many women whose names may be less familiar, but whose impact is just as meaningful.Digital infrastructure as an industry is still in its early years and its story is still being written. There are no well-trodden paths. Instead, there is a collaborative spirit that isn’t afraid to ask “what comes next?”. he women in this book are pioneering an industry and doing so while bringing their full, authentic selves to work. What’s emerging is a community dened by belonging, possibility, and purpose.One of the themes that came through loud and clear is how much this industry values diverse perspectives. Digital infrastructure isn’t just about technology; it’s about creativity, resilience, agility and a willingness to adapt and grow. The women featured here have taken all kinds of paths to get where they are, proving that there’s no single route to success in this eld. Whether they came from engineering, real estate, law, marketing, human resources or completely different industries, each one found a place where their skills and passion could thrive.What makes these careers so “critical” isn’t just the technical expertise—it’s the bigger mission that so many women spoke about. Whether it’s building sustainable infrastructure or driving innovation that will connect underserved communities, the impact of their work reaches far beyond the data centre oor.As you read through these stories, I hope you feel the same sense of inspiration and possibility that we did putting this project together. Whether you’re just starting out, thinking about a career shift, or already working in the sector, I encourage you to see yourself in these pages and to imagine what your own future in digital infrastructure could look like.Thank you for celebrating these incredible women with us. The future of our industry is brighter because of them—and because of all those who will follow.D TKalay MoodleyChief People Ofcer, Kao Data

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76CONTENTSAndrea Stosic ........................................ 8Barbara Sacha .......................................12Bijal Mehta ............................................16Candace Kumi ...................................... 20Catriona Shearer ................................... 24Charlotte Blackburn .............................. 28Claire Ayles ........................................... 30Cláudia Alves ........................................ 34Dame Dawn Childs ............................... 36Elvira Van Bruggen ............................... 40Emma Fryer .......................................... 44Julie Callagee ....................................... 46Kirsty Harrower ..................................... 48Kyla Small ............................................. 52Libby Milne ........................................... 54Lisa Rhodes ......................................... 58Liz Scott MBE ...................................... 60Lizzy McDowell .................................... 64Luisa Cardani ....................................... 68Melanie Kiely ....................................... 72Michelle Wallace ................................. 76Natalia Lopez Tobar ............................ 80Nkemjika Asiegbu ............................... 82Rayanne Dy ......................................... 86Sheliza Mensah .................................... 90Shelly Landsmann ............................... 92Soumaya Graine .................................. 94Sreemathi Chandrashekaran ............... 98Tara Overton ..................................... 102Joyce Wady ....................................... 104

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98y experience has been unexpectedly positive. I’ve been pleasantly surprised by the level of support I’ve received, predominantly from male colleagues, which is noteworthy given the industry’s male-dominated reputation. I never felt that my gender was a barrier to opportunities or that I was at a disadvantage. Perhaps it’s also a reection of my perspective, but I haven’t really encountered any limitations based solely on being a woman. I’ve been fortunate to work with very open-minded and supportive people who have always encouraged me to pursue my ambitions as they recognised my drive and potential. This positive environment has reinforced that, in my experience, what truly matters is the quality of ideas, the work itself, and technological breakthroughs, rather than any other factor. It’s been a reafrming journey, and it’s great to see that the focus is rightly placed on competence and innovation. ’m originally from Croatia, where I completed my bachelor’s and master’s degrees in electrical engineering, specialising in power systems and high voltage. After working in Croatia for a year and participating in a student exchange and internship abroad, I moved to the UK for a graduate job.Initially, I worked in the building services industry, but I felt that I wasn’t fully utilising my engineering background. Eventually, I discovered an opportunity within a consultancy I worked for that had a specialised department for critical systems and data centres. Intrigued by the relevance to my studies and the high-power demands of data centres, I decided to learn more and soon transitioned into that department.I ended up working remotely for the team based in London, handling projects for well-known hyperscale clients. Working with hyperscale clients was exhilarating. I loved the fast-paced environment and the fact that age didn’t matter here—if you had a good idea or the right answer, people listened. It was incredibly refreshing and fullling.There’s a part of me that wishes I had discovered the data centre industry earlier as I could have gained even more experience by now. But you can’t change the past; you can only inuence what happens in the future. I think by sharing our experiences, we can encourage more women to consider this exciting eld right out of university, giving them a head start in their careers.What has been your journey into digital infrastructure? Have there been any moments that have reinforced your decision? fter that initial switch to data centres, everything seemed to align perfectly; I was able to utilise my potential and knowledge much more effectively, and even accelerate my learning curve. What’s truly fascinating about this eld is the rapid pace at which it evolves. Every day brings something new—whether it’s a novel application of existing technology, advancements in equipment, or breakthroughs in sustainability. These developments require us to constantly rethink and strategise, ensuring we’re not just following old practices without understanding why, but actively seeking the best solutions. Moreover, the opportunity to work alongside driven, intelligent people has been incredibly rewarding. It’s a community that values deep diving into details and appreciating the preparatory work involved in proposing innovative solutions. No one ever questions the time spent researching or exploring alternatives; instead, they appreciate the thoroughness and commitment to nding the best path forward. What has surprised you about being a woman in the industry? Andrea StosicMAIEMEA Electrical Engineering Manager, NTT Global Data Centres

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1110What are the most exciting opportunities in the data centre industry right now?What do we need to do to attract more female engineers? think the key is raising awareness about the career opportunities available in this eld, highlighting how dynamic and rewarding these roles can be. It’s important to emphasise that success is really about the effort you put in. It’s not about anything else, at least in my experience.Technical operations might seem demanding, and sure, life stages and family commitments play a part, but these are considerations that should be managed just as they would be for anyone. Traditionally, women might not be aware they could have a successful career in design engineering and technical operations. There’s been a historical view that engineering is more suited to men, and that women have different, perhaps less technical, career paths available. We need to change this perception. The eld of digital infrastructure is booming with development and investment—it’s a hot topic. It would be a real shame if women missed out on these opportunities just because of outdated ways of thinking. here are several exciting opportunities in the data centre industry right now, particularly around sustainability and community engagement. There is so much work being done on exploring alternative and more efcient ways of powering data centres. It’s not just about nding new energy sources but also optimising the use of the energy we currently produce, whether through advancements in electrical and mechanical infrastructure or through software enhancements. We’ve seen in recent years that data centres often receive negative attention due to their energy consumption, yet the demand for digital services continues to grow. Addressing this paradox by developing alternative ways to power data centres and enhancing grid efciency could signicantly mitigate such criticisms. The push towards sustainability, particularly in terms of cooling and electrical systems, opens up myriad avenues for innovation. I’m also excited by the opportunity for data centres to positively impact the communities in which they operate. This includes not only improving how data centres can contribute to local communities but also involving these communities in the development process. For example, bringing in apprentices can provide invaluable early career exposure, educating young individuals about data centres, their operations, and their signicance in the digital infrastructure. I’m truly happy to be able to mentor young and driven people and help shape their career journeys. This not only benets individuals but can catalyse community development, creating a domino effect of positive changes. There’s a lot of potential to make a positive difference not only within the industry but also in the broader societal context. We’ve only just begun to tap into what’s possible in terms of community impact, and there’s so much more to explore and implement that could truly transform how data centres are perceived and how they operate. By sharing our experiences, we can encourage more women to consider this exciting eld right out of university, giving them a head start in their careers. TIAndrea Stosic

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1312Barbara SachaPartner, CundallWhat I enjoy the most is the sheer pace of change.What has been your journey into the data centre industry? oming from a family of mechanical engineers, pursuing a technical career felt like a natural choice, and I had a strong foundation in maths and physics. I studied building services engineering and started my career in construction, working on large-scale projects across residential, hospitality, and healthcare sectors in the Middle East for a decade. These projects were fast-paced, multidisciplinary, and required complex engineering solutions, which prepared me well for what came next. In 2017, I moved to London and, by chance, found myself in the data centre sector when I joined Cundall. The company was looking to build out its design management function for large projects, and my experience in leading diverse, high-intensity projects t perfectly. Since then, I’ve been deeply involved in data centre design management, overseeing all aspects of the process and growing a strong team within Cundall’s critical systems division. Now, mechanical, electrical, and design management are at the heart of what we do, driving the sector forward. Looking back, while I didn’t plan for this career path, the transition into data centres made perfect sense. C

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1514o succeed in this industry, the ability to embrace large-scale projects and adapt quickly is key. Strong organizational skills are essential, whether you’re managing a team, working as an engineer, or coordinating with clients.No matter your role, being able to juggle complex tasks and work with diverse teams is crucial. Many women naturally excel in logistics and management, which can be a huge advantage in this industry. Being open to the technical side is equally important. Even if you’re not in a purely technical role, having an understanding of the engineering aspects allows you to engage in meaningful conversations and make informed decisions. Whether in project management, marketing, or any other function, a willingness to learn and engage with the technical side of data centres will set you apart and drive success in this space. What are the skills that are essential for success in this industry? What do you enjoy about the industry? hat I enjoy the most is the sheer pace of change. When I rst started, what was considered a massive project—30 MW—was quickly overshadowed by the push for 100, then 250 MW, and now even that isn’t seen as particularly huge. The way we’ve had to adapt, rework processes, and rethink how we support clients as their needs evolve has been a constant driver of growth for me. Another major shift was the introduction of AI and liquid cooling, which completely changed the landscape again. Suddenly, reference designs had to evolve, and there was this new challenge of guring out how to deliver projects at a whole new level of efciency and scale. That reinvention—of engineering solutions, of processes, of how we manage and execute projects—has been a dening part of my career journey. ne of the biggest turning points for me was moving into the data centre space from other industries like hospitality and residential. In those sectors, everything was driven by architecture and interior design—that’s what sold projects. Engineering was important, but it was always in the background. Data centres ipped that dynamic entirely. Here, engineering leads everything. The conversations with clients are deeply technical because, most of the time, they’re mechanical and electrical engineers themselves. The level of detail required, the precision, the expertise—it’s on a completely different level. And that’s what makes this industry so compelling. It’s not static. It’s not predictable. It demands constant learning, constant innovation, and that’s what keeps me engaged. WOTCreating a CommunityWD began as a small, organic gathering of women in the data centre industry who saw a gap—there was no dedicated, London-based community for women in this space. In early 2024, a handful of us came together, not with a grand plan, but with a shared desire to create something tangible that would genuinely improve our work lives. It wasn’t about business development or just another networking event; it was about building real connections, relationships, and making the industry feel a little less isolating.We committed to quarterly events that welcomed women at all levels, especially those new to the industry—not just senior leaders. As we’ve progressed in our careers, the lack of diversity has become more noticeable. Early on, you’re focused on learning and nding your place. But as you advance, the responsibility to shape the industry grows, and the gaps become harder to ignore.When I entered the industry, I was learning everything from scratch. It was a steep curve, but a supportive culture helped. Still, the further I went, the more I saw the need for something like FWD—not just for women at the top, but for every woman to feel seen, heard, and supported.We’re still evolving, still exploring new formats, but at its core, FWD is about one thing: creating a community where women in data centres—regardless of experience—can build meaningful connections and support one another in making this industry feel more like home.rom what I hear at FWD events, there’s a strong desire among younger women for more mentorship and role models in the industry. They want to see people who are similar to them ahead in their careers, making it easier to envision their own path forward. Mentorship, whether it’s gender-based or otherwise, plays a key role in helping them navigate their professional journeys. For experienced, more senior women in the industry, the focus is often on the value of connecting with others in similar roles—there’s a sense of camaraderie in these spaces that makes networking feel more genuine and less like a formal task. The ability to have meaningful, semi-work-related conversations with other women is something I personally really enjoy. It feels more relaxed and authentic compared to the often more business-heavy conversations we have at broader industry events. F F

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1716Bijal Mehtacome from an architectural background and have spent about 20 years working in architecture. My rst data centre project happened while I was completing my degree. I worked with Imagination Technologies designing a data centre as part of my nal case study piece. This was something I could lead independently, helping me showcase my skills as an architect.In the years that followed I’ve worked on projects for a variety of different industries and purposes. For the London Olympics I supported the IT team to deliver results, timing, and scoring rooms for the test events in 2011. I’ve also worked on schools, student accommodation, science labs, and retail. All of which require meticulous attention to specications and must integrate considerations like re safety, acoustics, and structural integrity.More recently, working with MCa in Nottingham, I worked with Kao Data to deliver KLON-2. That project was like my baby as I was involved from start to nish and something I was very proud of. Today I’m working for RPS to lead a multidisciplinary team on the design of a hyperscale data centre campus. Whilst doing the day-to-day, I assist the team with feasibility studies for prospective DC sites. Data centres bring their unique set of challenges and opportunities, so it’s an exciting industry to work in. What has encouraged you to stay working with data centres?How did you come to be in the digital infrastructure industry?ne of the things that is fascinating about data centres is the challenge of designing for a forward-looking industry. Every building needs to meet certain criteria, longevity being one of them. Due to the rapid changing pace of technology, the level of precision and foresight required in the planning and construction of data centres is so much greater than other builds. The lifecycle of a typical data centre project, ranges from 12 to 18 months, requires not just meeting present needs but also anticipating future demands. This aspect of the job—ensuring the infrastructure is robust, secure, and adaptable long into the future—is particularly compelling. It aligns well with my architectural expertise, pushing me to blend creative design with practical functionality.Data centres are often seen as the fourth utility, essential to modern life, which adds a layer of signicance to my work. They are critical to everything from cloud computing to streaming services, making them indispensable to modern society. This motivates me to ensure these facilities are not only functional but also sustainable and secure.Additionally, working in this eld often places me at the intersection of client expectations, contractor capabilities, and public perception. Whether I’m liaising with clients to guide the construction process or engaging with communities and planning committees, the role is dynamic and impactful and keeps me continuously learning. Associate Director, RPS TetratechOIData centres are often seen as the fourth utility, essential to modern life, which adds a layer of signicance to my work.

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1918s women, we inevitably encounter challenges, but I see these challenges as opportunities for growth. For instance, while I was pregnant with my second child, I was working part-time and was not in a lead role but was still heavily involved in signicant projects. I was presenting a large specication document I had compiled, and a contractor’s representative openly questioned whether they would have to work with me, directly challenging my role in front of my colleagues and boss, who, disappointingly, did not support me at that moment. This was not an isolated experience and I have encountered many other disrespectful behaviors and each has taught me to become more resilient and effective at coping with these situations.Instead of dwelling on the negativity, I focus on what each experience can teach me. It has taken a lot of courage to continue to believe in myself and my potential, but in persisting in the profession, I have gained the respect and trust of the teams that I have worked with. I have worked hard and tried my best to make myself available to every opportunity. What challenges have you faced? A LBuilding a forward-looking industryne of the challenges you encounter in creating and designing for forward-looking industries like data centres is navigating evolving policies and sustainability concerns. For instance, recent government policies have started recognising data centres as signicant heat emitters, which could potentially lead to new taxation measures. This is still a developing area, but the implications are signicant because it shows government interest in the environmental impact of data centres, which are often seen as cash-rich enterprises.On the sustainability front, there is an increasing focus on Scope 3 emissions, which include the embodied energy—the energy required to produce the materials used in construction. Choosing the right materials can substantially affect both the longevity and operational costs of a facility. For example, the right cladding materials not only contribute to the building’s efciency but also serve as a visual statement of the facility’s commitment to environmental responsibility.Working with hyperscalers has revealed their strong desire to integrate environmentally friendly practices. They are increasingly interested in solutions like district heating networks and are focused on reducing emissions and being acoustically sensitive to neighboring communities. This aligns with a broader trend towards ensuring data centres contribute positively to their surroundings.Another fascinating aspect is the potential for future-proong by designing data centres to coexist with other types of infrastructure. For instance, integrating data centres with industrial spaces or leisure facilities could not only optimize energy use but also serve the community more holistically. Colocating data centres with industrial warehouses could be mutually benecial due to similar security and transportation needs. This is rarely seen, but it represents a potential area for innovation in how data centres are conceptualized and built. This kind of integrated planning could help overcome the challenges of plugging into existing infrastructure networks, which often proves complex.Oife experiences give you humility, and also the ability to be open and curious, without fear. This continuous cycle of learning, adapting, and applying new knowledge is vital not just for navigating professional challenges but also for personal growth and development. For any newcomer into the industry I would emphasise how important it is to be present, be visible and believe in yourself. Working in challenging environments, there is a risk of perhaps becoming too tolerant or desensitised to such disrespect, which is why I nd mentorship and community opportunities so valuable. Engaging with mentors and peers not only helps navigate these challenges but also provides a platform for mutual learning and support. Mentorship has shown me that professional growth involves both teaching and learning—gaining insights from the experiences you share and the feedback you receive. It’s about moving forward and evolving for not just women but all colleagues in the industry.

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2120What advice would you give to someone looking to make a career transition? totally understand the fear of diving into something completely unknown and having to start afresh. But if you’re considering a career change, honestly, my advice is to just go for it. If you are genuinely drawn to it, don’t let the fear hold you back. It is going to be tough, and you will have those moments of doubt where you wonder if it’s really for you. I’m a bit of a perfectionist myself, and I understand how daunting it can feel to begin something when you are in unfamiliar territory. But it is important to remember, perfection is not the goal from the outset, it’s about taking those small steps towards your aspirations. The industry is surprisingly welcoming, with a lot more diversity in roles than you might think. You don’t have to be a tech whiz; there’s room for skills in HR, project management, marketing—you name it. The industry is growing rapidly, it’s practically begging for new talent, particularly female talent, from various disciplines. With the world moving towards smart technologies and buildings evolving into ‘smart buildings,’ the demand for digital infrastructure is just skyrocketing. So, take that leap! More often than not, you will land somewhere better than you expected, and you will nd yourself growing into new roles you never even considered. The key is to be open to learning, ask lots of questions, and be okay with starting from the ground up. Everyone appreciates a newbie who is eager to understand and contribute, rather than pretending to know it all. Dive in, embrace the learning curve, and you might discover that what seemed daunting becomes your greatest adventure. What are the strengths you’ve noticed of successful women in the industry?rom what I’ve seen so far, the women in this industry are very intelligent - not just book-smart but really savvy in handling discussions. They often take a measured approach, actively listening, absorbing information, and then gently guiding the conversation, suggesting alternative views or probing deeper into the issues. It’s almost like they are playing chess, making moves that benet them and by extension, the project’s success. I’ve also found that women in the industry demonstrate a key skill for managing the ner details that others might overlook, whether its ensuring documentation is clear or questioning how a message will be received. They bring this ‘female touch’ to their roles, enhancing organisation and communication. For example, in my training role, my fresh perspective often helps clarify communications meant for clients who aren’t as technically well versed. It turns my inexperience into an asset, ensuring messages are accessible to all stakeholders. Overall, the strengths of these women extend beyond job skills, they are about how they navigate their work environments and assert their presence with condence, even in subtle ways. They are not just participating; they are leading and reshaping their spaces, commanding respect through their competence and strategic thinking. These qualities set a benchmark for what effective leadership looks like in this eld. Assistant Project Manager, LMGHow did you join the digital infrastructure industry? he way I got involved in the digital infrastructure industry happened organically through exposure during my previous role at a University Technical College, UTC Heathrow. At the time, I was managing an initiative called the Digital Futures Programme, designed to bridge the gap between students and a career in the digital infrastructure industry. My role involved organising workshops and inviting industry professionals to campus to give students a real insight into what happens inside data centres. There was a strong focus on revealing the exciting but unseen career paths available for the younger generation within the sector. I knew that staying in education wasn’t my endgame and whilst on my search an opportunity presented itself at LMG, which opened the door to a trainee position in project management. The transition has been seamless. LMG’s commitment has equipped me with a diverse skill set which has enabled me for future success, through various courses. It has not been just about mastering the technical details but also honing my skills in project management. The training has given me the essential tools and techniques that will be critical to my success moving forward. Candace KumiT FI

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2524his was kind of a lightbulb moment for me and I wanted to do something to change that. I created panel practice sessions aimed at getting more women on stage at these industry events. These sessions were designed to make it easy for women to say yes to opportunities that they may have turned down in the past. As women we have a bad habit of saying no because of a self-imposed sense that we’re not ready. So, we give women a chance to practice panel discussions and hone their public speaking skills, each with the support of a different industry expert offering guidance. The secondary benet is that we are creating and sharing a ready-made list of female speakers for industry event organisers. This initiative has not only helped many women nd their voice in the industry but also connected me with some of the most passionate and driven individuals, both women and men, who are committed to fostering diversity and dynamism within the digital infrastructure sector. Engaging with such motivated and like-minded professionals has solidied my love for this fast-paced, ever-changing industry. I’m not just building a career; I’m actively participating in reshaping the industry’s culture, making it a place where everyone can thrive and contribute.I can’t imagine leaving now—I’m having way too much fun!What drew you to the digital infrastructure industry? What were the pivotal moments that encouraged you to stay in the industry?his is the only industry I’ve ever stayed in. Initially, my career pattern was to dive into a new industry, absorb as much as I could for a couple of years, and then move on once I felt I had learned what I needed. However, the digital infrastructure industry has captivated my imagination. It’s complex, constantly evolving, and the pace of change is both immense and exhilarating. It is addictive for someone like me who thrives on continuous learning and dynamic shifts in the landscape.One other aspect of this industry that I think is truly unique is the incredible support among women. I’ve worked in ten different industries, and I’ve never experienced such a focused effort from women helping other women. It’s not just refreshing but actually quite motivating. When I rst joined this industry and attended events in London, I noticed a different vibe—women went out of their way to welcome newcomers, learn their names, and include them in conversations and activities.The events themselves showcased an increasing number of female speakers who brought diverse perspectives and made the conversations more engaging than the more homogeneous panels I had seen elsewhere. Despite this, I still observed frustrating limitations. Even as more women took the stage, the increments were small, and often, men still dominated the most inuential panels.he digital infrastructure industry is my third career pivot. Initially, I started in sales, progressing from eld sales to sales and marketing directorships. I developed a knack for handling challenging accounts and situations because I had an innate ability to say no, but then quickly nd an alternative that worked for both the company and the client. This skill in reframing situations led me into turnaround roles, where I focused on merging parts of a business or improving protability.After several strenuous assignments, I realised I needed a change from the all-encompassing environment of business turnarounds to something more operational. Despite my extensive experience, making the move into a direct operational role proved challenging as no one would interview me because I didn’t have direct experience in the role. Frustrated but determined, I decided to go the self-employed route, gaining project management qualications and engaging in various consulting roles that ranged from sales and leadership training to more traditional consulting projects across several industries.Catriona ShearerGlobal Consulting Lead, JLL T T Ty freelance work reinforced my love for building sustainable systems and solutions, something lasting and impactful, which was hard to achieve in the transient nature of consultancy. Just as I decided to return to a corporate role, COVID hit, derailing my plans temporarily, but there was a bright side. During this period, a friend contacted me with the perfect opportunity; a role managing data centres, perfectly aligning with my desire to build something substantial in a more stable setting. Despite my lack of a technical background, my previous experience with Schneider Electric where I managed power systems sales and delivery, provided me with a foundational understanding of data centres.The rst day I ever stepped foot into a data centre, was the day they handed me the keys and essentially said, “This is yours now.” I dove in headrst, quickly learning the specics and growing a nerdy love for data centres. M

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2726What are unique perspectives women bring to the industry? What has surprised you about being a woman in this industry? omen inherently bring a unique set of skills to the data centre industry, primarily our agility and creativity. We’re raised to constantly adjust and adapt, transforming ourselves and our surroundings to t the mould expected of society. This upbringing doesn’t just make us exible; it makes us exceptionally creative. We’re essentially trained from a young age to think outside the box and navigate complex social dynamics. Joyfully and rather inevitably there comes a point in life when many women decide they’re done bending to please everyone else. It’s a powerful realisation that being perpetually accommodating doesn’t serve us very well. From there, we often adopt an approach where we do what we believe is right, regardless of others’ opinions. This attitude, which varies in intensity from woman to woman, leads to empowered women who are not only ready to make bold choices but are also equipped to live with them. In a eld like data centres, where the industry desperately needs these very skills—agility, creativity, and a strong capability to manage intricate workplace dynamics—women excel. We aren’t just participating; we’re transforming the industry. We bring a nuanced understanding of how to navigate and inuence tech environments that are often rigid and resistant to change. Like I’ve mentioned earlier, there’s this wonderful culture of mentorship among women in tech. It’s like we see each other, recognise the journey, and extend a hand to help. This is why women in data centres are such a force. We not only navigate the space with a blend of trained agility and creativity but also build supportive networks that empower more women to enter, succeed, and reshape this eld. he thing that surprises me the most has very little to do with being a woman. Even though it’s been a long time since I rst noticed it around 2015, there’s still a prevailing attitude that without a technical or engineering background, you’re somehow less qualied. It’s as if a large portion of the industry still sees an engineering degree as the ultimate credential, the be-all and end-all. Many rms are so engrossed in the engineering side that they overlook the broader business management aspects which is where non-engineering skills add enormous value. We operate data centres with strict processes and protocols, which naturally attracts people who excel in structured environments and are resistant to change. But this creates a paradox: we demand strict adherence to protocols yet wonder why there’s resistance to dynamic business management. This means that the industry needs people who can bridge the gap between the technical details and business strategy. Most people would hesitate to let a stereotypical chief engineer speak directly with a stereotypical chief investor, they’re just too different. The skills that make an engineer exceptional technically are not the same as those needed to handle a demanding investor focused solely on nancial returns. Their goals and training are worlds apart. Although perhaps a clichéd example, it is one which underscores the value of bringing in people from different backgrounds who can offer new perspectives and approaches. How do you see the role of women evolving? How do we attract a diverse group of people from other industries?e’ve got to fundamentally rethink how we’re doing business. The bias favouring individuals with traditional data centre backgrounds needs to be changed. We need to start valuing a broader array of skills and characteristics that people from different sectors can bring to the table. It’s about recognising the transferable skills that can be just as benecial in our eld. We also need to design roles that cater to people from a variety of backgrounds. Taking a role like head of operations, for instance, the requirement to be on-call 24/7, 365 days a year can be grueling. While someone from broadcast media might be accustomed to such demands, someone from a more structured 9-to-5 industry might struggle without proper support and gradual integration. As part of this transition we need to do a better job of giving newcomers a bigger picture understanding of why the industry operates the way it does. Ultimately, to attract and retain a diverse workforce, we can’t just focus on recruitment or training in isolation. It has to be a multi-layered approach to be successful. This requires a deep, hard look from data centres at their core operations and values. Are we really built to support and thrive with the diverse workforce we envision? We need a holistic change that touches everything from role design to leadership styles, in order to create an environment where everyone can thrive. hile women’s roles are evolving, there are still some signicant changes needed that would truly diversify and enrich the industry. Right now, the industry operates with a very rigid structure—you design it, you equip it, you operate it. However, we don’t apply the same thoughtful design to our roles, especially not in a way that attracts a diverse workforce. For instance, the typical 12-hour shift model just doesn’t t the reality of many women’s lives. We’re not considering that inclusivity in role design that could open up the talent pool for jobs that are in desperate need of being lled. What we need is a fundamental change to those same concepts. We can’t just slot diverse candidates into pre-existing roles and expect them to thrive without providing managers the training and tools they need to support these team members effectively. Most of the managers in the industry haven’t been trained to manage a diverse workforce which can lead to a workplace that feels like ‘us versus them.’ This lack of preparation runs the risk of ultimately driving good talent away. By investing just a fraction of the time and resources that we dedicate to the technical aspects of our operations into our people, the entire landscape of the data centre industry could transform dramatically. It’s about time we reframe our approach to be as innovative with our human resources as we are with our technical solutions. T W W W

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2928bsolutely, I would encourage any younger women or anyone considering a career shift to denitely go for it, especially if they’re looking into the data centre industry. It’s an incredibly exciting and dynamic eld that’s growing rapidly. There’s a place for everyone here, and we are in dire need of skilled experts. The industry offers substantial support for those who are new, helping them learn and grow. It’s not easy, but it is fascinating and very rewarding. You’ll meet a diverse array of people at all levels, and every role is crucial to the end goal: building and operating a functional data centre that remains robust under pressure. This goal requires a variety of skills from critical suppliers to customer management and everything in between. If you’re interested, the industry has a lot to offer, including real opportunities for career progression. If you’re proactive and engaged, you can really move up in this eld. The community within this industry might be vast, but it feels small because everyone tends to know each other, which creates a familial atmosphere. This is benecial because it means networking is effective and you often cross paths with the same professionals, enhancing stability and growth opportunities. However, this also means new talent is essential to bring fresh perspectives and ideas. Many companies, including NTT where I worked, are implementing apprenticeship programs in collaboration with local technical colleges to attract and train the next generation. These programs are a fantastic way for newcomers to gain entry and build a career in this high-tech and essential industry. So, if you’re considering it, I would say, take the leap. The industry needs more young talent, more innovators, and more diverse perspectives to continue to thrive. hat has really made me want to stay and pursue a career in the data centre industry is the deep sense of interdependence and teamwork that’s essential for success. In this eld, everyone—from suppliers to team members across various departments—must collaborate closely. We can’t afford situations where a payment delay to a supplier leads to a service disruption. Everyone must consistently perform their roles effectively because the whole operation depends on each individual’s contributions. This interdependency fosters a strong camaraderie among team members. I really appreciate the teamwork involved, where everyone is looking out for each other. It’s about more than just doing your job; it’s about being proactive, like passing along critical information to a colleague who needs it or helping someone out with a task. This sense of being part of a team, where everyone plays a crucial part and supports one another, really appeals to me. It makes the work environment dynamic and rewarding, and it’s a major reason why I’m motivated to continue my career in this industry. Charlotte Blackburn What has made you want to pursue a career in the industry? What advice would you give to women looking at making a career shift? Can you share your journey into the data centre industry?hat drew me to this eld initially was the operational excellence aspect of the work, which I found really interesting. In data centres, you’re constantly on high alert because so many things need to function perfectly at all times. The risk of something failing is signicant, and managing these risks effectively requires a tight-knit team and a dynamic approach. This environment, where operational excellence is critical, and the pace is fast, really appealed to me. I enjoyed the team spirit and the dynamic nature of the industry, which is rapidly evolving and attracting a lot of interest. In 2019, I joined Gyron, which shortly thereafter became part of NTT Global Data Centres due to a major merger. However, as NTT transitioned into a vast global entity, I felt the need to be part of a smaller, more agile organization where I could have a more impactful role. That’s when I moved to Kao Data. Kao Data is still in the earlier stages of its growth, and that’s exciting because it allows me to be more involved and help shape the direction of the company. The opportunity to join Kao Data came at just the right time, and I was very happy to accept it, looking forward to contributing to and growing with the company in this vibrant industry. W WContracts & Procurement, Kao Data A

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3130Claire AylesOwner, Eleven Hundred AgencyHow did you get into the tech industry? started with a degree in geography, which had nothing to do with tech—it was just my favorite subject. My rst job after university was as a trainee chartered accountant, but due to a recession at the time, my start date was delayed. I ended up doing temp work in a role at BT working on internal comms around sustainability and recycling. After going back to accountancy to begin my trainee role, I realised very quickly it wasn’t the right t for me. The experience at BT helped me recognise that I was good at comms, so I decided to pursue a career in PR. I ended up in tech PR, largely due to the timing—the dot-com bubble was in full swing in 2000, and there were plenty of tech PR jobs. On the face of it, it wasn’t glamorous work compared to consumer or travel PR, but that’s how I stumbled into the industry. It was a steep learning curve, especially since it was B2B tech, which was complex and specic. But getting that job with Johnson King was a life-changing moment for me.What changes have you seen in the industry during your career?t’s fascinating to me to see the change in how data centres are perceived by the public and covered in the media as it reects the industry’s maturity. In the early 2000s, the data centre sector was very technical and dry. Data centres were largely seen as a utility but invisible to the general public. The communication around them was deliberately unashy—focused on their reliability and security. The goal was to make them appear as efcient, safe, and necessary, but unremarkable.Then, around 2008, I started working with Equinix as a client, as the narrative began to change. Data centres were beginning to position themselves as more than just service providers. We started talking about how data centres played a critical role in specic verticals—like how nancial services companies needed to co-locate together for latency issues or how cloud-based companies were building hubs to maximise connectivity. As early as 2011, we began to see another shift as sustainability emerged as a key theme in the industry. The narrative around data centres turned to address sustainability concerns and the need to make these facilities more energy-efcient. IAIs data centres became more ubiquitous, so too was the need to explain their critical role in society. This dramatically changed the way the industry is talked about in the media. The conversation is no longer just about technology; it’s about the broader societal and environmental impact. For example, when the Russia-Ukraine conict caused uctuations in electricity markets and made power much more expensive, data centres’ energy consumption became a hot topic. Similarly, issues like housing scarcity and the balancing of land use for data centre expansion versus housing development became important conversations. It’s incredible to think that these issues, which once felt far removed from the world of data centres, are now intertwined with the industry’s growth. The role of data centres today is no longer just about providing racks and connectivity. It’s about enabling entire economies to function, facilitating cloud computing, supporting businesses in every vertical, and even addressing global challenges like energy consumption and sustainability. The stories we tell about data centres have evolved from being about the nuts and bolts of technology to much larger, more impactful narratives that encompass the environment, politics, and global economies. The industry has become far more exciting, relevant, and crucial to the world’s digital future.

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3332think it’s a bit less about the perspective we bring, but rather what we help do once we are there. In many areas of tech, particularly those inuenced by a male-dominated perspective, innovation often doesn’t account for the needs of women or other groups. AI development has historically been driven by men, who think about male problems which creates a bias in the models. This leads to technology that doesn’t fully serve everyone. Women’s involvement in infrastructure development—whether for rural communities or the developing world—has been shown to empower women with greater economic autonomy. Providing internet connectivity in remote areas can enable women to work from home and gain nancial independence. Simply put, we need diverse voices in leadership and innovation. The changing world requires a changing industry, and we can’t afford to overlook groups like women, people from different socioeconomic backgrounds, or various communities. The future of tech needs a broader, more inclusive approach, especially when it comes to ethics, AI, and the biases that are embedded in our systems. Technology underpins everything we do, and we need to ensure that it reects all of us.What are the unique perspectives that women bring within technology?The future of tech needs a broader, more inclusive approach, especially when it comes to ethics, AI, and the biases that are embedded in our systems. I

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3534CláudiaAlves hold a degree in chemical engineering and initially pursued a career in the oil and gas industry, managing operations of renery plants. As one of the few women managing large teams, often upwards of 50 to 70 men, I quickly adapted to the predominantly male-dominated environment. This early career experience shaped my approach to leadership and team dynamics. While I was there I was managing 24/7 critical operations, coupled with an important focus on risk management. After about eight years in petrochemicals, I was approached via LinkedIn for an opportunity with Google. They were setting up a new data centre in Denmark and recruited me to oversee the technical operations from the ground up, starting with construction and moving through to fully operational status. Once the Denmark operations were running smoothly, I was ready for a new challenge and shifted my focus to Google’s third-party facilities, particularly colocation centres. I relocated to Italy to support the expansion of our cloud services, managing datacentre operations in across Italy and Spain. During this time, I also pursued an executive MBA to learn more about business management and nance. This education helped pave the way for my current role, where I blend my extensive technical expertise in data centre operations with my passion for business negotiation and investment nance . This mix of skills has proven essential in my role, allowing me to effectively contribute to and lead within my current team. What unique qualities do women bring to the industry? What drew you into the data centre industry? ne of the key strengths women often contribute is practicality combined with a direct and focused approach. This can streamline discussions and decision-making processes, making it easier to zero in on the core aspects of any issue or project. Women also tend to be natural problem solvers. In many cases, women at the table focus on resolving issues rather than competing for credit. This orientation towards xing and improving rather than merely winning can lead to more sustainable and constructive outcomes. Overall, the presence of women in the data centre industry brings a balance that is essential for holistic problem-solving and innovation. By integrating different perspectives and approaches, teams can achieve more balanced and effective solutions, ultimately driving the industry forward in a more comprehensive and thoughtful manner. Strategic Negotiator, Google How have you overcome challenges as a woman in the industry? nitially, like many women—as well as other individuals who might feel introverts or less condent—I had to build my self-condence through thorough preparation and understanding. Knowing your material inside and out naturally boosts your condence and equips you to back up your points with solid facts. As I gained more experience and recognition, I found I didn’t need to prepare quite as extensively as before, becoming more efcient over time. However, the challenge of continuous learning and being prepared never stops. I believe stopping to learn is one of the biggest mistakes we can make. Education and continuous personal development are the best investments one can make, not necessarily through formal education but through a proactive approach to learning and development. Another subtle yet persistent issue is in meetings, where I’ve observed a tendency for men to direct their questions to other men, even when a woman might be the more knowledgeable person on the topic. This can be particularly frustrating when technical questions are redirected to men by default. Managing how this affects you personally is crucial; it’s about not getting upset but nding proactive ways to assert your expertise. At Google, we are fortunate to have a very inclusive culture where even high-level managers emphasize inclusivity. There are still moments when attention may inadvertently shift away from the woman speaking. In these instances, it’s about gently reorienting the conversation and ensuring that everyone’s contributions are equally valued and recognized. Most of the time, these oversights are not malicious but rather a result of unconscious bias. Educating and gently correcting these behaviors can lead to more inclusive and effective interactions. IOI

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3736Dame Dawn ChildsCEO, Pure Data CentresTell me about your career journey and how it led to your role todayWhat sets the data centre industry apart from other industries?y career journey has denitely not been a straight line to the digital infrastructure industry. I started in the Royal Air Force, dedicating 23 years as an engineering ofcer managing maintenance teams for key aircraft like the Hercules and C-17. This role was crucial for maintaining the UK’s air transport capabilities and overseeing surveillance operations that kept strategic assets in prime condition. After my military service, I transitioned into civilian life, taking a key role as the head of engineering at Gatwick Airport. Here, I was responsible for the upkeep of extensive infrastructure, from runways to terminals, translating my skills from military aircraft to the complexities of civilian airport management. I then moved to Merlin Entertainments, stepping into the role of engineering director at a critical time when the company was overhauling its safety protocols following a signicant incident. My job involved managing maintenance and safety across 130 theme parks in 27 countries, which taught me how to handle crisis situations and standardise safety processes on a global scale. From theme parks, I moved to the National Grid, where I focused on modernising operations within the UK’s essential gas and electricity infrastructures. This role demanded a strategic approach and deep engagement in operational efciencies critical to everyday life. My most unexpected career move came when I was approached by Pure to join the data centre industry. I wasn’t a technical person in the traditional sense, but my extensive experience in large-scale engineering and infrastructure management made me a perfect t. I started by establishing key processes and training teams, eventually taking over as CEO when the founder departed.he data centre industry has stood out to me for its unexpectedly inclusive and dynamic culture, even within a traditionally male-dominated eld. In previous roles, I often felt sidelined in environments—places where decision-making and technical discussions were dominated by men. The data centre industry, despite not being perfectly diverse, shows a genuine, proactive effort to support new talent and advocate for broader inclusion.This push for diversity isn’t just about checking a box; it’s driven by the rapid growth of the industry itself, which demands the full spectrum of talent to keep pace with the enormous number of projects in the pipeline. One of my earliest introductions to this ethos was at a women-only industry networking event in Monaco. Surrounded by 30-40 brilliant women from a variety of companies and roles, I felt immediately welcomed, valued, and empowered. Each of us were able to be seen and heard in a space that could otherwise feel isolating.It’s not unusual to be one of a handful of women at an industry conference, but that wasn’t the case here. This genuine support and encouragement—coupled with the industry’s recognition that it simply cannot afford to limit itself to one half of the population—has made it possible for me to break through previous glass ceilings. The combination of a high-growth environment and a community that actively champions diversity sees women represented at every level of digital infrastructure. MT

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3938see the role of women in the industry growing signicantly—there’s no other way forward. We’re in such a high-growth phase that increasing diversity isn’t just a nice-to-have, it’s essential; we literally won’t have enough people otherwise. Like how we’re driving the green transition, we need to pull our diversity efforts along with us. We’re shing in only half the pond if we’re not fully inclusive, and that’s not enough to meet our needs. It’s also important to think about how we can improve the way we communicate what the industry is all about. Each company in our sector needs to lean in and help with that. Plus, we’ve got to do a better job explaining the variety of job roles that exist, because there’s still a lot of confusion there. People often think it’s all about engineering, but that’s not the case. We have a broad spectrum of roles, and understanding that is key.We also need more initiatives that integrate into curriculums globally, making the data centre industry as familiar to people as the auto industry is. After all, data centres are a critical part of daily life—arguably more so than cars, considering our reliance on digital services. So, it’s about normalising this industry in education to help grow and diversify our workforce effectively.What enabled you to make that leap into the CEO role? What perspectives do women bring to the table in leadership positions? was probably an initial roadblock when the opportunity to be CEO at Pure came up. I wasn’t sure I was ready, and thought I lacked the industry-specic experience to lead a data centre company. In the past, I’d been told repeatedly, “We don’t see you in that role yet,” or “Maybe in ten years, once you’ve built up more experience.” That created a mental barrier for me, and I wasn’t putting myself forward for those kinds of opportunities. This time, the investors and board came to me and suggested I put my name forward. They saw something in me that was different—a candidate with a broad range of experience that went beyond just the data centre sector. They recognised that while I might not have the deepest technical background in data centres, I had a proven track record in leading large-scale operations, crisis management, and infrastructure projects across various industries.I also learn and adapt quickly and that set me apart from other candidates. After arriving at Pure, I not only picked up industry knowledge quickly, but I could see the big picture of what a data centre company needed to build and operate successfully. I was also fortunate to be surrounded by a team with exceptional depth in areas where I might have had gaps. Our collective expertise meant we had all the bases well and truly covered.think a big asset we have is our ability to understand others. This skill is key when you’re in leadership because when things aren’t going as planned, or someone’s upset, being able to dive into their perspective can help sort things out faster and more effectively. It also helps us bring everyone along with us on the journey,. We apply a mix of logic and thoughtfulness that not only addresses the problem but also keeps the team cohesive and motivated.Over time, I’ve learned it’s not about having all the answers right away, especially when you hit those senior levels. Early in my career, at places like Gatwick Airport, I realised you’d burn out trying to know everything in a new sector. That taught me to trust my team’s expertise, allowing us to collaborate and nd the best paths forward together. And that trust—it’s crucial because what’s the point in hiring brilliant people if you’re just going to micromanage them? It’s taken me a while, but letting go and trusting the team is one of the most empowering things you can do, both for them and for yourself.Where is the role of women heading within the industry? I IIThe combination of a high-growth environment and a community that actively champions diversity sees women represented at every level of digital infrastructure.

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4140Elvira van Bruggen Regional Director Site Acquisition, Microsoft What has been your journey into the data centre industry? What are the moments that reinforce your decision to stay? y journey into the data centre industry really stemmed from a lifelong interest in real estate. Since I was very young, I’ve always been drawn to the idea of owning property - something that began as early as primary school. After secondary school, I studied to become a broker and eventually worked in a bank where I handled nancing, followed by various roles in real estate management companies, including as an asset manager and portfolio manager. Despite my success, I felt I wasn’t advancing as I wanted, so I returned to school to complete my post-bachelor and then a master’s degree in real estate. My career pivoted when I joined an event organization for the high-end furniture industry as CEO, which was a blend of real estate and international business that I really enjoyed. However, the real estate crisis hit and it forced some tough decisions. Wanting to work in a larger, more international context, I discovered a position at Digital Realty. Despite initially doubting whether I could transition from real estate to data centres, I became a property manager and quickly moved up to manage larger areas like the Netherlands and France, and later on, contributed to our efforts in Germany. What this role helped me discover is that I really enjoy the data centre industry. It is highly commercial and highly technical. While it is somewhat of a niche industry, it has a good future outlook. It’s less volatile than other real estate sectors I had worked in. After several years, I transitioned to Softlayer, now IBM Cloud, which gave me a new perspective from the customer side of operations. Eventually, I joined Microsoft, where I’ve been involved in all the detailed aspects of lease agreements, technical global programs and operations, helping me to see the big picture and strategise effectively for our future needs in the industry. For anyone entering this eld, I’d say it’s important to see beyond the initial roles and understand how vast and interconnected the data centre ecosystem is. From negotiating leases to managing site operations and engaging with global teams, the skills you develop here are extensive and deeply relevant to the ongoing tech-driven transformation of business landscapes worldwide. hat really motivates me are the rapid developments in the technology industry. You need to continually learn and grow, staying focused on market trends. Just taking a short break, like when I had my daughter in 2017 and was out for four months, I felt the industry had already shifted signicantly. It highlighted for me how dynamic this eld is—you can’t afford to lose focus even for a moment. What I particularly appreciate about working at Microsoft is that we’re surrounded by some of the best in the industry. There’s a wealth of knowledge and expertise around me, which makes it an incredibly enriching environment to be in. It’s cool because every day presents a new learning opportunity from colleagues who are just as passionate and knowledgeable. Despite the fast pace of development, the industry also offers a stable environment. We’re all in it for the long run, making substantial investments to ensure we remain at the forefront. It’s not about quick gains but about sustainable growth and innovation. Deciding where to focus can be challenging, whether it’s on new cooling technologies, ber network developments, leasing models, or metro strategies. You can’t possibly keep up with everything alone, so it’s crucial to build a team where together, you can make informed and strategic decisions. This teamwork and collective expertise aren’t just valuable at Microsoft; I’ve seen it at Digital Realty and with other lease providers too. We bring immense collective value, which would be a signicant asset to any company. M W

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4342How do you see the role of women evolving in the industry? What are the characteristics of the women you admire in the industry?think many of us women really underestimate the impact we make and the value we bring to the table, particularly in the data centre industry. Reecting on my own experience, it took me almost a decade to realize the breadth and depth of my network and the high regard in which I’m held. This realization was eye-opening and somewhat humbling. It often makes me wonder if they’re really talking about me, which illustrates how much we might undervalue our contributions. Moving forward, I see the role of women in the data centre space evolving signicantly, but it requires us to be more vocal about our achievements. We need to share our accomplishments more openly and make ourselves visible. We can’t rely on the assumption that our hard work will be noticed without advocacy on our part. If we want to climb the ladder, we need to be bold and brave, actively communicating our successes. This isn’t just about self-promotion; it’s about ensuring that our contributions are recognised and valued, which is crucial for advancing within the industry. From a broader perspective, I would like to see more women in leadership roles within the data centre space, inuencing policy and strategic directions. Additionally, fostering an environment that supports women through mentorship programs, networking opportunities, and career development initiatives is vital. We need structures that not only recognize the unique challenges women face but also actively promote their professional growth.This support can help bridge the gap between recognising our own value and having that value recognised by others in the industry. he women I admire in the industry all share a few distinctive characteristics. Primarily, they have a very strong focus on what they want and are relentless in their pursuit of these goals. They don’t let setbacks deter them nor do they allow anyone to tell them it can’t be done. These women know exactly what they want in their careers and make very well-considered choices that might not always make sense to the outside world but are right for them. They focus less on how things appear (the optics) and more on the outcomes they are striving to achieve. This approach sometimes involves tough decisions, but they manage to navigate these challenges effectively to achieve their objectives. Another admirable quality is their ability to be both serious about their work and great fun to be around, which adds a human touch to their professional image. There is also the storytelling aspect of their leadership—how they articulate what we are doing, why we are doing it, and the impact it has—is crucial. This ability to communicate not just the what, but the why, engages and inspires those around them. All these qualities—determination, strategic decision-making, approachability, and excellent communication—are what make these women outstanding role models in the data centre industry. They not only achieve their goals but also pave the way for others in the industry, demonstrating what is possible through hard work and focused leadership. The value of data centres to societyhe contributions of data centres are profound and diverse, extending far beyond what many typically consider. For instance, the technology that allows individuals with ALS to communicate using only their eye movements is powered by data centres. This capability transforms lives, offering a voice to those who have lost their ability to speak—a true testament to the impact of data centres intertwined with AI. Looking back on my experience on the lease provider side, our data centres supported essential services like 911 emergency calls. The thought of such services failing highlights the critical nature of maintaining robust and reliable data centre operations. It underscores the responsibility to keep these facilities running smoothly, from ensuring power continuity to meticulous maintenance of the physical space. After all, you never want a stray broom to cause an accident in an emergency situation—such details might seem small but are vital in the grand scheme of things. Data centres facilitate almost every aspect of modern life, from routine transactions like grocery shopping, where your payment goes through a data centre, to enabling supply chains that support online shopping. It’s not just about browsing social media or watching videos online; it’s about supporting fundamental services that people rely on every day. Moreover, the role of data centres in advancing healthcare, highlights another layer of their societal impact. These advancements are not only enhancing efciencies but are truly saving lives by enabling smarter, faster medical responses. ITT

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4544Emma Fryer Can you share your journey into the data centre industry? onestly, if you had asked me back in my late teens about my future career, “data centre” would not have made the list. Yet, here I am, thoroughly enjoying this sector. I stumbled into it quite by accident, like many others have as well. For years, I navigated the complex landscape between a highly technical, rapidly evolving, and somewhat secretive industry, and the media and policymakers on the outside. I spent seven and a half years at TechUK as an Associate Director. My role was to advocate for the UK data centre sector with the government and other stakeholders. My efforts were categorised into three primary areas: resisting harmful regulatory developments, easing burdensome compliance requirements, and facilitating effective communication between policymakers, the media, and the industry. This involved spearheading policy dialogues on diverse issues such as cybersecurity and generator emissions, regularly brieng the media, and producing a wide range of thought leadership and regulatory guidance materials. I led signicant policy initiatives, such as the Data Centre Climate Change Agreement. I also secured key worker status, protection for construction sites and quarantine exemptions for our staff during COVID-19. Now, as the Director of Public Policy for Europe at CyrusOne, I bring all my past experiences into a role that perfectly suits this stage in my career. I’ve often said this is my last job—a role I aspired to and one that, perhaps in another industry, I couldn’t have reached in just 12 years. In this industry, policy experts are rare, making me a scarce asset, regardless of being male or female. Throughout my time here, I’ve felt highly valued. I truly believe this is a sector that cherishes its female staff. ooking at how women t into the data centre industry, honestly, I don’t see myself as a woman in a man’s industry. It’s more about what we bring to the table. We are not here as a nod to diversity quotas, but genuinely peer-to-peer with men, earning the same level of respect. I see no sign of this slowing down.What I would like to see change is the approach to tokenism. For instance, I get why it’s disappointing to see an all-male panel at events, but I’m not a fan of forcing a 50/50 split just for the sake of optics. It’s important that women who are on panels are there because they’re the right people for the discussion, not just to balance the gender ratio. Being used as a token—just a face to t a diversity slot—helps no one, least of all the women who end up feeling like they’re out of their depth.The focus really should be on outcomes, not just activity. It’s not about how many meetings we attend; it’s about the impact we make. At CyrusOne, my job involves anticipating and inuencing regulations to avoid unnecessary burdens on the sector, just as it was at techUK. This is about making real changes, mitigating the tough parts of regulations, and sometimes, doing the cleanup work when things go awry because of misunderstandings about those regulations.I think women might have a knack for maintaining an external viewpoint that’s crucial for explaining our industry to those outside it. This involves understanding how to communicate what we do in a way that makes sense to people who aren’t insiders. Are women better at this? Maybe. I’ve managed to retain this perspective, always questioning how others see us, which is vital. It’s about understanding and communicating not just within our sector but beyond it, ensuring we’re transparent and that our work is understood by the wider public. How do you see the role of women evolving within the industry? think it’s fundamentally about recognising value. This industry is inherently practical—if you show up and deliver, you’re valued highly, and being a woman, you tend to stand out because we’re still a rarity. For instance, early in my career, I was involved in negotiating a complex agreement for a tax concession in the UK for data centres based on efciency improvements. It was a tough sell, as our industry couldn’t be measured in traditional industrial terms for output like weight, which bafed many. Yet, we managed to work out a solution and secured the concession, which was a bit of a miracle. This not only boosted the sector’s competitiveness but also provided invaluable data on the colocation sector in the UK.This achievement early on signicantly shaped my position in the industry. It was a massive team effort, led by the UK Council of Data Centre Operators, and included many key gures. The success of this initiative, and the fact that those in government at the time were receptive, certainly helped. My approach has always been about making complex information accessible and engaging, using analogies to explain the intricacies of our industry to laypeople. This not only involves explaining the technical aspects but also demonstrating the sector’s relevance and importance in everyday terms. It’s important that we not only inform people about complex topics but engage them enough to read through to the end. What do you think drives that attitude across our industry?H LIDirector of Public Policy Europe, CyrusOne

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4746Julie Callagee What has been your path into digital infrastructure? How is it now having a seat at the table? What has surprised you about being a woman in digital infrastructure? hat stands out most is the collaborative and welcoming nature of the community. It’s an industry where people genuinely respect expertise, and once you’ve proven yourself, you’ll nd supportive colleagues alongside you. Right now, the industry is experiencing a period of abundance driven by AI which is reshaping tech on a scale not seen since the invention of the PC. This abundance fosters collaboration—even among competitors—because there’s a shared understanding that the opportunities are vast, and success can be mutual. Partnerships are forming in ways that encourage innovation and progress. Our industry also reects some of the bigger challenges we are facing as a society. There is a dedication to sustainability, DEI, and collaboration reects the collective values of many in the eld. Personally, I’ve found that aligning my job with companies committed to sustainability and DEI has been crucial to how I feel coming into work each day. It’s deeply rewarding to be part of a company that is not only the backbone of modern technology but also cares about people and the planet. hat surprised me the most was realising I didn’t need to conform to being “one of the guys” to succeed or belong. Early in my career, coming from male-dominated elds like construction and CPA work, I took pride in being accepted as part of the group, often hearing, “You’re one of the guys.” At the time, I thought that was the only way to be successful in such environments. Over time, though, I’ve come to understand it isn’t about tting into the existing mold—it is about showing up as my authentic self. It’s fantastic to be a woman, and women bring valuable perspectives and strengths to the table. That realization became even clearer when I started participating in women’s groups and collaborating with other women in the industry. That highlighted for me the importance of creating inclusive spaces where women aren’t just accepted but are fully embraced and valued. When there’s only one woman on a team, it can feel isolating. But as teams grow and more women enter the space, there’s a shift in dynamics that opens doors for greater collaboration and inclusion. That’s why I encourage women to get involved in supportive networks—they reinforce the idea that women belong here, which then creates more opportunities for others to join. Let’s make it a horseshoe instead of a circle so more people can join the group.y journey into the industry actually began in a way I never could have anticipated. I started as the controller for a construction company, which, at the time, felt far removed from where I’d ultimately land. But looking back, it turned out to be a perfect foundation for my role as CFO in the data centre industry—after all, data centres are deeply intertwined with construction. However, I was looking for something more dynamic and global, something that aligned with my aspirations for a fast-paced, exciting career. That’s when I decided to pivot into technology, driven by what people were calling “this thing called the Internet.” I saw a job posting for a position at Lycos, an internet search engine company. Although there wasn’t a position suited to me, I took a chance and sent my resume with a letter explaining why I wanted to be part of their team. That bold move paid off—they created a role for me, and that’s how I began my tech career. Later, a former coworker from Lycos recruited me to join Verne Global, a company that was still in its infancy—a mere concept. When I joined Verne, I was the rst accountant there, juggling everything from paying the rst bill and running payroll to hiring the rst team members. It was incredibly hands-on and I was exposed to so many facets of the company as I was there from day one. M WWCFO, Atmosphere Data Centres

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4948Kirsty HarrowerPartner, Norton Rose FulbrightTo succeed in this industry, the ability to embrace large-scale projects and adapt quickly is key.What has been your journey into digital infrastructure? ike many others in this industry, I ended up here almost by chance. When I rst qualied as a real estate lawyer, my focus was on traditional assets like ofces, retail, and industrial spaces. Back then, data centres weren’t really part of the conversation—nobody in real estate was talking about them. That changed when I joined a law rm with a specialized data centre team. At rst, I didn’t fully grasp what data centres were or why they mattered, but I was intrigued. I started working on customer-side agreements for global telecom companies, and that experience became the foundation of my understanding. Over time, I was drawn deeper into the industry, and my work now spans the entire life cycle of data centre assets—from site acquisitions and head leases to customer contracts, nancings, and site disposals. What I love about this industry is how dynamic it is. It’s fast-paced, constantly evolving, and always pushing the boundaries of innovation. The intersection of real estate, infrastructure, technology, and energy keeps me engaged, and there’s always something new to learn. It’s an asset class with an enormous ripple effect, touching nearly every aspect of modern life. But more than the work, it’s the people that make this industry so special. The collaboration, energy, and shared sense of purpose are incredible. The energy within this eld is unmatched, and the individuals I’ve worked with bring a level of excitement and innovation that makes every day rewarding. L

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5150few years ago, it wasn’t uncommon to see all-male panels at conferences and hear predominantly male viewpoints. But today, there’s a growing recognition of the value that diverse perspectives bring. Women are being included more intentionally in conversations, and their voices are being heard, which is a very encouraging shift. Industry groups like Women’s Tech Forum and Women in Telecoms and Technology are no longer just social networks—they’re becoming platforms of inuence. These groups are helping amplify women’s voices and pushing for meaningful change within the industry. It’s great to see more female leadership emerging, especially in senior executive roles, though there’s still a noticeable gap at the c-suite and board level. That’s an area I hope we see real progress in as more opportunities arise in the coming years. There’s also been a noticeable increase in the number of women entering the industry recently, which is fantastic. It’s important for women like myself who have been involved with the industry for a number of years to support this momentum by mentoring and making ourselves available. Whether it’s meeting for a coffee or offering guidance, these small efforts can make a big difference in fostering the next generation of female leaders. How is the role of women in the industry changing? What advice would you give younger women about the industry? he advice I’d give to younger women coming into the industry is simple: don’t let the vastness of it intimidate you. The digital infrastructure space is a fascinating convergence of disciplines—real estate, technology, energy, construction, and more—and while that can feel overwhelming, it also means there’s something for everyone. And don’t worry if your interests evolve. Maybe you start exploring data centres and discover the physical construction side isn’t for you, but then you stumble upon something like subsea cables or network infrastructure and nd your passion there. There are so many different disciplines within the digital infrastructure space that I truly believe there’s something for everyone. lso, stay curious. The industry moves so quickly, and there’s always something new to learn. Attend conferences, ask questions, and keep challenging yourself to explore. You never know what might spark your interest or lead you down an exciting new path. This is a dynamic, fast-paced space, and that’s what makes it so rewarding to be a part of. This is a bit more generic, but one thing I’ve noticed is that women often feel like they need to tick every single box before they apply for a role. If they see 10 requirements on a job spec and they can only meet 9, they might hesitate, thinking they’re not qualied enough. Meanwhile, research shows that men are more likely to apply even if they’re missing a few qualications. My advice? Don’t wait until you feel 100% ready—just go for it. The industry is full of people who genuinely want to see you succeed and are willing to help you along the way. AT A

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5352Why did you choose a data centre for an apprenticeship? hoosing an apprenticeship in a data centre was an easy choice for me. Having a family connection in the eld gave me an early idea of what data centres are all about. After meeting the team at Equinix and seeing their operations up close, I realized how much potential there is in this eld.I’m starting off aiming for a technical role as I enjoy being hands on with the work. That type of role allows me to get into the thick of things on the ground. But what’s great about data centres is the variety of paths you can take. If down the road I decide to switch things up, moving into a design role or another technical area within the same industry seems pretty straight forward.The hands-on, practical work is what really drew me in. I wasn’t interested in just sitting at a desk all day. I wanted to be involved in something where there’s always something new to solve. And understanding how these places keep running nearly non-stop, how everything connects and works together—that’s just fascinating.Plus, there’s always new tech coming into play, which keeps the job interesting and fresh.What do your day-to-day activities look like?What advice would you give to encourage someone to join the industry?f I were to offer advice to someone considering this industry, I’d tell them to be persistent. It can get tough, but sticking it out really pays off in the end.The support you get is also a huge part of why this is a great eld to get into. It’s not just the help from your company, which is already great, but there’s also this sense of community among apprentices and other colleagues. Everyone really wants you to succeed, and there’s always someone to turn to if you have questions or need a bit of guidance.As an apprentice, you’re not going through this alone. At my company, for instance, there are 24 of us, so you’re surrounded by people who are in the same boat as you. If you’re struggling with something, chances are someone else is too, and you can gure things out together.And a piece of advice that’s stuck with me is pretty simple but important: just do your best. You might not get everything right the rst time, and that’s totally ne. It’s all part of the learning process. Just keep trying your best, soak up as much as you can, and keep pushing forward. That effort will make a big difference.y day-to-day activities in the data centre can really vary, which keeps things interesting. On some days, I might be involved in installation work, and this can differ quite a bit from one site to another, especially since we operate across multiple sites. Some of these sites are being expanded, so they have contractors on site, and I often work alongside them.I also spend a lot of time shadowing technicians, getting involved in tasks like isolations, writing permits, and conducting daily checks. It’s a very supportive environment, and everyone is really keen on helping each other succeed. There’s a strong culture of asking questions and learning as much as we can on the job.We do rotations too. For example, I’ve just nished a stint with our projects team and am currently with the critical facilities team. Here, the focus shifts more towards maintenance—looking after the building, addressing any issues that arise, that kind of thing. The projects side, on the other hand, is more about installation work, which is great for both my college course and my future career, giving me hands-on experience with the installations.If I had to pick a favorite part, it would be the installation work. I really enjoy the hands-on aspect of it. Plus, just understanding how a data centre operates is fascinating—how the whole building runs, and how we manage to keep things going even if there’s a power loss. It’s all quite intriguing and rewarding.Apprentice, EquinixCMIKyla Small

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5554think what’s surprised me most is just how strong and positive the relationships are. Coming from construction and working on more generic projects, it often felt competitive, and respect had to be earned over time. But in digital infrastructure, especially on data centre projects, it’s been a completely different experience. People have been welcoming from the start, and there’s a genuine openness to collaboration. The intensity of working so closely together on these projects has actually fostered really strong bonds, which has been such a pleasant surprise. Another thing that stands out is how supportive the environment is for learning and growth. When I started, I was asking a lot of questions, and not once was I made to feel rushed or silly for doing so. That willingness to share knowledge and invest in the next generation of talent has been incredible to experience. Even people you might perceive as being part of the “old boys network” are not gatekeeping at all. Instead, they’re open to mentoring and actively want to see others succeed, which has been a refreshing change. What’s been particularly inspiring is seeing women thriving in senior positions. While they’re still a minority, those who are here are really excelling because they’ve been given the space and opportunities to succeed. It’s not a competitive or cutthroat atmosphere—it feels more collaborative and empowering. There’s a shared sense of encouragement and recognition that we’re all part of the same industry, working toward shared goals. Libby MilneProject Manager,Buro Foury career has been a mix of trial, error, and a lot of guring things out along the way. I started down the education path with sixth form. I then studied archaeology for a while. Went to college and switched to business studies, but none of these options felt right. Eventually, I earned enough UCAS points to start a sports science degree, but I left after two months. Afterward, I worked retail jobs and spent time abroad, which gave me some clarity about what I wanted—and didn’t want—in a career. When I came back to the UK, I had a conversation with my dad, who worked in construction. He took me to an open day at a construction site, and that’s where something clicked. I got to see all the different roles and innovations—BIM, sustainability, 3D modelling—and it caught my interest. I spoke with university lecturers and nearly went into civil engineering but was advised that project management might be a better t for my skills. I started studying project management, and in my nal year, I split my time between university and working at a consultancy. My projects were mainly in life sciences and defence research, but then my company suggested I try working on a data centre project. I had no idea what a data centre was at the time, but I gave it a shot—and a couple of months in, I was hooked. I joined the data centre team full-time, and now I focus entirely on these projects. At rst, it was overwhelming—guring out what a data centre even is, understanding all the components, and then building one. But once I got the hang of it, I found I really enjoyed it. The thing I nd fascinating in talking to others in the industry is that there is no set career path into it. There aren’t university courses or clear training programs—most of us stumble into it without even knowing what it is. But that’s part of what makes it exciting. You learn on the job, and every day brings something new. Looking back, I never imagined I’d be here, but I’m so glad I found my way here. What has surprised you about being a woman in this industry? How did you get involved with digital infrastructure? That willingness to share knowledge and invest in the next generation of talent has been incredible to experience. MI

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5756What unique perspectives do women bring to a role like yours? hat has really stood out to me is how much more productive and focused conversations can be. Women, in my experience, tend to stay on point and avoid rehashing topics that have already been resolved. For example, I’ve worked with women on my projects who are excellent at keeping discussions moving forward. If something has already been addressed, they don’t let it circle back unnecessarily. I’ve noticed this trait more broadly among women in the industry too. It seems like it’s about keeping things efcient and forward-looking. This has also helped me learn that there’s value in being clear and vocal, even when you already know the answer. Early on, I’d keep quiet if I knew something, thinking it didn’t need to be said. But I’ve since realized that for optics and team alignment, it’s important to state it so everyone knows you’re on the same page. Both of these characteristics really elevate the way teams operate and communicate. What advice would you give your peers about joining the industry? What do you hope to see for women in the industry? hat I’d love is for the culture at the top to change, and I think that will only happen when we have more women in those really senior decision-making roles - CEOs and board level. When women are at the top, the culture shifts. It stops being about the same patterns, the same dynamics trickling down, and it becomes something new, more inclusive, and better for everyone at every level. I do think it’s starting to happen. Slowly. But it is happening, and I hope that in the next ten years, we’ll see more women breaking into those roles. Not every woman wants that position, and that’s okay—it’s a tough space to navigate. But there are so many women out there who are ready and capable, and I hope they get the chance to step into those roles. I also think it’s so important that those already at the top—whether men or women—be more intentional about passing down the skills and knowledge needed to succeed at that level. Sometimes people treat leadership as this mysterious “art” that can’t be taught, and that’s just not true. If there’s something I need to know, tell me. Show me. Don’t let it retire with you. Shadowing, mentoring, and sharing those skills shouldn’t just be for juniors—it’s something that needs to happen at every level so the next wave of leaders is ready to step up. And personally, I’d love to aspire to that someday. I know I don’t have all the skills yet, but I want to keep learning. I want to see more pathways to get there for myself and for other women in the industry. It’s about making sure those doors are open and that the knowledge isn’t locked away, but passed down intentionally. That’s how we’ll get more women to the top—and I can’t wait to see it happen. f I were trying to encourage someone to join the data centre industry, I’d start by sharing my own journey and how much I’ve grown since entering this space. It’s not just about professional development—it’s about personal growth, too. Being part of this industry has given me more clarity, condence, and support than I ever expected. I’ve had managers who genuinely listen, give me space when I need it, and encourage me to explore opportunities that excite me. That kind of encouragement has made all the difference. There is so much exibility and opportunity as well. You’re never stuck in one role or path. I’ve seen people move from being project managers to working on the client side or even transitioning into supplier roles like power generation. It’s not about being locked into one thing—it’s about gaining skills and opening doors to other possibilities. Even if you don’t stay in the data centre world forever, the experience and growth you’ll gain will set you up for so much more. And honestly, this industry moves fast. It challenges you, but in the best way. I look back at where I was a year ago, and I barely recognize that version of myself. The responsibilities I have now? I never imagined I’d be handed them so soon. It’s amazing to see how far you can come when you’re in an environment that pushes and supports you at the same time. So my advice? Take the leap. The opportunities, growth, and exibility you’ll nd here are worth it. Even if you’re hesitant, you’ll surprise yourself with how much you can achieve and how much you’ll grow. It’s denitely a path worth exploring. WWI

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5958believe success in any part of the tech industry requires perseverance and tenacity. Perseverance to know when to push forward and when to step back. Tenacity can be a bit more tricky as a woman because it can be easily misinterpreted, but it is absolutely critical. I also think women also bring a heightened sensitivity to nonverbal cues, which can guide strategic decisions and interactions, as verbal acknowledgment can often come too late. Soft skills are vital for leadership—building cohesive teams, making informed decisions, and understanding the broader business problems to nd solutions. Women excel in balancing these skills with a more inclusive and intuitive approach to decision-making, often considering broader factors beyond rigid metrics. I’ve also found that humor and resilience are also key. The ability to laugh amidst challenges helps navigate an industry that can sometimes feel rigid. While technical skills are essential, success often hinges on the ability to bridge the gap between technical expertise and business needs—something women are uniquely adept at through our combination of analytical and empathetic problem-solving approaches. then went to Verne, a data centre operator, where I integrated my knowledge of networking, physical infrastructure, and the emerging cloud models. Redundant networks had become an expectation as companies like Equinix were beginning to offer network connectivity as part of their value proposition. During that time I also saw the rise of hyperscalers like Google and AWS marking a new era in the industry. In essence, my journey has taken me from managing small, outsourced setups to navigating hyperscaler environments and global trends. The industry’s constant innovation and intersection with cutting-edge technology has kept me deeply engaged. Over the years I’ve developed a real passion for this ever-changing industry. What skills are essential for success in the data centre industry? How important is mentorship for women in tech? entorship has been instrumental in my career and continues to shape my career journey today. For instance, at my current company, one of the rst things I did was approach the CIO for North America to be my executive sponsor and mentor. I also actively seek guidance from other executives to help me navigate challenges and address barriers that I may face. I’m also a mentor myself, supporting both men and women. Currently, I’m mentoring three Millenial and Gen Z individuals. Mentoring them has been a learning experience for me as a Baby Boomer, challenging me to adapt my approach to be more effective in understanding their perspectives and priorities so I can provide the best guidance possible. Sometimes, mentorship goes beyond the workplace; I still reach out to former mentors for advice. I might call a past mentor and ask for his or her perspective on reframing my thoughts for a particular situation that I’m grappling with. Mentorship is a dynamic and essential part of personal and professional development in the tech industry and I highly encourage anyone at any stage of their career to embrace it. Senior Director, NTT DATA ServicesLisa Rhodesy career in the data centre industry has truly spanned the entire “food chain” of data centres, reecting how the eld has evolved over time. I began as an IT VP managing an outsourced data centre during a pivotal period when applications were transitioning from mainframes to local area networks. This shift fundamentally changed where applications resided and who managed them. From there, I was encouraged by my vendor suppliers to move into the carrier side of the business, selling network connectivity to data centres. This role shifted my focus to the redundancy and security of networks, which were critical concerns before redundant data centres became the norm. Can you share your journey into the data centre industry? MIIM

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6160Liz Scott, MBEan I confess that I never really had any intention of ending up in digital or tech? I spent all my formative years in nance and strategy consulting helping massive multinationals on everything from M&A to global tax planning and restructuring. I moved into an Innovation Director role about 12 years ago though, and after spending some time on digital transformation internally and for large corporate clients I ended up on a project with what was Tech North back then, and their startup community. I was immediately absolutely hooked. I couldn’t believe how ambitious the founders were, how collaborative the ecosystem was, and how fast impressive companies and products that would change and improve so many aspects of our lives were being built and developed. When Tech North and Tech City teamed up to create Tech Nation as a national organisation centred on helping startups and scaleups right across the UK to thrive, I was lucky enough to be asked to join. My rst role there was building and then looking after a national team, and a network of about 4.5k high potential scaleups. Being involved in developing the startup ecosystem that had started in silicon roundabout, and then took hold right across the UK was so interesting. I went on to look after international programmes, the global tech talent visa and commercial partnerships, and developed a deep understanding of the role ecosystem development plays in creating the right conditions for startup growth. Once again, that relationship between hard infrastructure and programmatic support was important – all the bits of the jigsaw in an ecosystem need to be present and working well if our startups and scaleups are to thrive. Were there any pivotal moments that encouraged you to stay in the industry? What are you really excited about for the industry? What initially drew you to digital infrastructure? t will sound a bit corny, but it really is the people I get to work with in this industry that make me stay. The founders are not just running businesses; they’re mostly on missions to change the world.I’m lucky enough to be working day in and day out with innovators and founders who are tackling some of society’s most challenging issues – improving health outcomes, addressing the climate emergency, ensuring inclusive access to education. I could spend so long telling you about the specics, but the headline is that I feel really honoured to get to play a small part in some of these innovations having a real-world impact. Another factor is the level of collaboration and openness that I’ve found in the industry. It really is unmatched. I spent a lot of years in quite formal corporate environments and remember clearly loving into tech and loving the fact that all the hard work was done in quite a different and deeply collaborative way. The novelty of that still hasn’t worn off and I really enjoy the culture of introductions. Everyone is so keen to share someone who’s been helpful to them and might be able to help you. ’ve got a really long list of these on any given day but let’s focus on a couple; Firstly, we’re making real strides in helping small and medium-sized businesses integrate AI into their operations, which is super exciting. The AI Opportunities Action Plan really hit the nail on the head, highlighting the importance of AI Adoption as well as AI Innovation. So, whilst it’s amazing that we’re creating and growing new AI-rst startups and products, we’re also recognising how important it is to help all businesses harness AI for growth and productivity. We’ve therefore recently launched AI Empower – helping Greater Manchester SMEs move from AI curious to AI empowered. We were massively oversubscribed for the programme but it’s great now to be working with businesses from sectors like construction, media, professional services and social care to AI accessible and useful in their day-to-day operations. Secondly, I’m thrilled about the broadening discussion around AI skills. Previously, the focus was heavily on technical skills like data science and machine learning. These are vital but only part of the picture. It’s great to see that the conversation is moving on to consider how AI can be woven into the majority of roles, not just the tech specialists. We see that quote a lot (attributed to a variety of people!) “AI won’t take your job but a person using AI might”. So, starting to see a focus on how we help people become AI enabled in their jobs is important and timely. And what excites me the most? The sheer innovation that’s bubbling up! Every time we put out a call for new projects or programmes, I’m amazed by the fresh ideas that emerge —whether it’s from our PhD community or nascent startups. The continual emergence of new applications, the expanding role it plays in different sectors and the opportunities to work across disciplines now (think, AI meets material Science meets biomedical devices – mindblowing!) keeps things incredibly exciting. There’s no danger of the pipeline of ideas and talent running out – so it’s our job to harness as much of that as we can. CEO, Turing Innovation Catalyst CII

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6362AI innovation in Manchester feel incredibly fortunate to be spearheading the development of an AI ecosystem right here in my hometown of Manchester. We’ve had a thriving broader tech ecosystem for years but proactively embracing the opportunity AI presents is newer and strategically important.We’ve had some local AI success stories with the likes of Peak and Matillion ying the ag and scaling globally, but now it’s about bringing an entire ecosystem together – understanding what’s working, what’s still needed, and using our convening power to ll gaps and advocate for what’s next. It’s also interesting to be doing this against a backdrop of a mature combined authority with a robust devolution deal. The coordinated investments that can be made across boroughs and the unique datasets the city region has across health, transport etc provide us with a pretty special opportunity to think about the role AI innovation could play in public services to really make people’s lives better. There’s obviously a lot to do – and carefully – when it comes to how to properly bring all of this to life, but the ingredients are right here; a well-developed and ambitious tech ecosystem, a huge pool of innovators and entrepreneurs, a well-established and forward thinking combined authority, and a global city brand. I’m lucky enough to be working day in and day out with innovators and founders who are tackling some of society’s most challenging issues.ILiz Scott, MBE

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6564y journey into the data centre industry was completely unexpected. Before this, I was stuck in the photocopier industry, which was honestly miserable. It was during COVID, and while I tried to make the best of a bad situation, the job was draining, and my self-condence took a real hit. Out of nowhere, six days before my wedding, I got contacted by a recruiter about a job in the data centre industry. I had never even heard of a data centre let alone knew there was a whole industry, but I wasn’t happy where I was so I gured it wouldn’t hurt to give it a shot. Two days before my wedding, I had my rst interview at Kao Data and everything just clicked. I got married, went on my honeymoon, and came back to a second interview that felt like fate. At the time, I didn’t even know what the data centre industry was, but looking back that leap of faith was the best decision I could have made. The industry is so supportive of women, and it has such a forward-thinking, opportunity-focused vibe compared to the archaic environment I came from. The women (and men) I’ve met have been so supportive, and it’s made me feel like I truly belong. I absolutely love what I do and I’m so grateful that the data centre industry found me. If I had known about it earlier, I would have chosen it in a heartbeat. Lizzy McDowellHow did you get into the data centre industry? hat has surprised me the most is how there’s really no difference in being a man or a woman in the industry. In my previous roles, I often felt an exhausting dynamic as a woman of being judged on my appearance or treated very differently. But here, it doesn’t matter if you’re a woman, a man, or anything else—we’re all just people doing a job. I’ve never once felt singled out because of my gender. Everyone is treated equally, and it’s just about the work and the value you bring. In an ironic sort of way, there’s all this support for women in the industry, which I appreciate, but it also feels unnecessary because it’s not something I’ve personally felt was lacking here. I’ve been in industries before where this type of support was crucial, where women were genuinely made to feel less than. But in this space? The support is there, but it’s not because women are being held back—it’s because we’re all striving to make the industry even better. It’s honestly been like a breath of fresh air. What has surprised you about being a woman in the industry? M WDirector of Marketing, Kao Data

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6766hat I love about the industry is that it’s really encouraged me to be ambitious. For a long time, women were made to feel that being ambitious was a negative trait, but in this space, it’s celebrated. I’ve seen amazing women in leadership roles, as keynote speakers, making critical decisions for their organisations. This speaks volumes about how far things have come and where the industry is heading. As for where I’d like to see the role of women go in the future, I think it’s crucial that women continue to shape the future of work and society. We have different perspectives and attributes, and that’s what makes us so valuable. Diversity in the workplace leads to solving more problems, as diverse perspectives bring unique solutions. For example, I’m dyslexic, and I bring a perspective that someone who doesn’t have that experience might never understand. But that’s what’s beautiful about each of us—as women we’re not trying to be men in dresses or follow an old-school path. We’re embracing our uniqueness, and that diversity makes us better. I hope in the future, women are even more recognised for the diverse skill sets we bring to the table. What advice would you give to encourage others to join the industry?y biggest piece of advice would be to look beyond the surface. The data centre industry might not seem glamorous at rst—it’s heavy on construction, engineering, and technology.But don’t let that put you off. This industry is fundamental to how society, culture, and technology will progress. It’s exciting because we’re literally creating the foundation for what the future will look like, and no one really knows exactly where it’s going, which makes it thrilling. It’s an industry that offers great opportunities. If you can nd a career within digital infrastructure that ts you, I wouldn’t hesitate to recommend it. The money’s good, the respect you get is solid, and you have this front-row seat to what’s coming next in tech and society. You get to see how all these different industries and technologies connect, which is something not many other elds can offer. So, my advice is, don’t dismiss it. No matter what you’re interested in, there’s probably a place for you in digital infrastructure. It’s a fast-paced, ever-evolving eld with a lot to offer. I absolutely love what I do and I’m so grateful that the data centre industry found me. If I had known about it earlier, I would have chosen it in a heartbeat. Where would you like women’s roles to go in the industry?W MLizzy McDowell

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6968Luisa CardaniHead of the Data Centres Programme, techUKCan you share your journey into the data centre industry? What has surprised you the most about the industry? eing relatively new to the industry and primarily working alongside it, I’ve been most surprised at the longevity of careers within the industry. It’s hard to leave this industry once you’re in—it’s fascinating, and the people are incredible. There’s a shared passion that reminds me of those in critical roles, like the military, doctors, or teachers. People in this eld endure the demands, scrutiny, and rigor because they genuinely believe their work matters. The industry also has a unique mix of camaraderie and expertise. It’s full of highly specialised individuals who can discuss topics like PUE for hours with almost academic enthusiasm. At the same time, there’s a sense of community—many professionals cross paths repeatedly over decades, working together at different points in their careers. came from a data privacy background, working in various government roles focused on the economy, digital technology, and data protection. My work included signicant projects like the Brexit Trade Agreement and laying the groundwork for the UK’s post-Brexit data protection legislation. While I enjoyed shaping data privacy policies, I often felt like I was missing part of the equation. It’s like discussing AI ethics without fully understanding the technology—it’s all theoretical without a grasp of the systems behind the screen. Coming to Tech UK, I knew data centres were critical to the digital ecosystem, but my understanding of digital infrastructure was more focused on telecoms, networks, and satellites. As I researched the sector for the role, I was struck by how fascinating and essential data centres are, and I hoped the role would be as dynamic as the industry seemed. It’s been an exciting and eye-opening journey into a eld I’ve come to deeply respect. lexibility and adaptability are critical in the data centre industry. I speak to senior leaders in the industry regularly and many of them would struggle to describe their careers in terms of a singular profession. They have navigated diverse roles throughout their careers. Ultimately they benet by gaining a helicopter view of the entire process. That strategic insight allows them to balance technical expertise with commercial and operational awareness. This exibility provides an ability to address challenges creatively, even in roles that evolve from engineering efciency to sustainability leadership. Success in this eld often comes from maintaining a balance between technical mastery and the creativity to question norms, nd better ways to operate, and embrace innovative approaches. A constructive and critical mindset is invaluable — challenging the status quo and reimagining processes with sustainability and efciency in mind. What I’ve seen is that the industry thrives on problem solvers and forward-thinkers who combine practical skills with a touch of a “rebel spirit.” There’s a tremendous opportunity to align industry efciencies with meaningful outcomes, such as carbon reduction, renewable energy adoption, and building a circular economy. This should strongly resonate with younger generations who want to contribute to more than just technological advancements—they want to be at the forefront of securing data and compute while doing so in a way that respects the planet and people. What qualities are essential for success in the data centre industry? IB F

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7170omen bring unique strengths to the data centre eld, often offering perspectives that complement the industry’s demands. While I hesitate to generalise, research shows that women frequently excel as strategic thinkers, capable of seeing the bigger picture and anticipating future challenges. We tend to take calculated risks and excel in planning—qualities that are invaluable in a eld requiring precision and foresight. Additionally, women often feel the need to prove ourselves in male-dominated spaces, which can drive us to deliver exceptional results. This determination allows us to contribute innovative ideas and effect positive changes, whether in company culture or operational strategies. Despite the initial appearance of being a male-dominated industry, I have found the data centre industry to be incredibly welcoming. It’s often down to the individual and company, but really it is about valuing the expertise. If you’ve proven yourself you’re in. Once you’re in the team, you’re in the team and you’ll stay regardless of age, gender, ethnicity, etc. Success is a shared victory regardless and creates a camaraderie that helps women thrive and lead in this critical eld. How do you view the landscape for women in tech moving forward? What advice would you give to young women about coming into the industry? What unique perspectives do women bring to the data centre eld? hope to see continued growth in diversity and inclusion across the sector. While the challenge of increasing diverse STEM graduates remains, there are ample opportunities to bring diversity into different areas of the industry. For instance, many of us in the eld—including myself—didn’t come from engineering backgrounds but have found meaningful roles that contribute to the sector’s success. Looking forward, I would love to see more women in top leadership positions, including CEOs. Currently, there are only a few women in these roles, largely due to historical factors—there simply weren’t many women in the industry decades ago to rise through the ranks. However, as more women enter tech, this dynamic can and should change. It’s true that some roles, like those on construction sites or involving unsociable hours, may naturally appeal less to women due to logistical or personal considerations. But advancements in technology, such as assisted robotics in construction, are breaking down physical barriers, making these jobs more accessible to women. As workplace cultures evolve and tools improve, the potential for women to take on these roles increases signicantly. Overall, I’m optimistic about the future. Women bring enthusiasm, fresh perspectives, and diverse skills to the table, and the industry is starting to recognise the value of these contributions. The journey toward greater inclusion is just beginning, but the momentum is promising. Why wouldn’t we want to tap into all the potential that women bring to the tech world? f I could give advice to my younger self or other young women considering this industry, it would be to think beyond the perceptions of what a career in digital infrastructure could look like. For instance, you don’t need to be a computer scientist or a coder to thrive in tech. Those roles are valuable, but there are so many other paths within the industry that are equally critical and fascinating. If you’ve ever wondered how the Internet works or marveled at the technology behind your devices, you might nd it inspiring to learn that behind it all are data centres—a kind of “magic room” where the Internet lives, looked after by people ensuring everything runs smoothly. Once you dive deeper, you’ll discover the science and innovation that make it all possible. This industry offers exibility and variety. Whether you want to stay in one location or move across cities and continents every few years, both are possible. You could work on-site or remotely, depending on your preference. There’s room for different lifestyles and ambitions. Ultimately, the key is to demystify the industry. Digital infrastructure doesn’t mean just wearing a hard hat and working on a noisy construction site—it encompasses diverse roles, environments, and experiences. It’s exciting, dynamic, and full of opportunities for those willing to explore it. WI I

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7372Global Head, Site Selection & Expansion Strategy, Oracle What drew you to the digital infrastructure industry? Were there any moments that encouraged you to stay in the industry? genuinely love this industry. It blends my expertise in real estate and contracts with exciting innovations like cloud technology, AI, and software development. Being a part of building the infrastructure that powers AI technology has captured my imagination and I can’t imagine doing anything else. One of the major turning points for me was deciding to move from a career in law to one in business. Coming from a background where I was the rst in my family to go to college and law school, this decision was huge. I chose law initially because I wanted a stable career that would allow me to support myself nancially. But after working in law, I realized that my heart was more drawn to the business side of things. Even though I knew I had a lot to learn, the change felt right. Moving from Boston to Seattle was another big step for me. It opened up so many new opportunities and broadened my perspective in ways I had never imagined. Every major change I’ve made, despite the uncertainty, turned out to be incredibly rewarding. These experiences taught me the value of stepping out of my comfort zone and embracing new challenges. Now, I always encourage others to go after what they want—because even if it doesn’t turn out as expected, there’s always something valuable to be learned. fter law school, where I initially focused on criminal law, family law and litigation, I discovered a passion for real estate law while working at a general practice rm. This interest in negotiation and large transactions guided my transition to American Tower, where I managed a team and handled signicant acquisitions, doubling the company’s infrastructure asset portfolio. This role not only honed my leadership skills but also deepened my expertise in transactional law and technical infrastructure. Subsequently, a recruiter approached me for a role at T-Mobile, leading to a 13-year tenure where I took on various legal and business responsibilities, from enhancing tower portfolio valuations to facilitating major mergers like the MetroPCS & Sprint integrations. At T-Mobile, I expanded my skill set further into cloud technology and IT, supporting digital transformations and learning about the infrastructure underlying modern telecommunications. hat has surprised me the most is the feeling of being out of place when it comes to the lack of women in this industry. I’ve often found myself the only woman in a room, and sometimes noticed that I felt excluded from certain conversations. Initially, I thought it was from a lack of knowledge or expertise. Over time, I realized that it wasn’t about my abilities but rather about the natural ease with which my male colleagues, who were more frequently in the eld together, communicated and connected. This networking and relationship-building among them often translated into professional advantages that weren’t necessarily accessible to someone like me. I saw this play out in a very tangible way by watching the career progression of my male peers. I noticed that despite similar levels of hard work, promotions came more readily to them, highlighting the importance of politicking and building a network beyond just completing job tasks. It wasn’t until I joined the Women’s Leadership Network at T-Mobile, that I truly began to understand the nuances of navigating the corporate landscape. The network provided me with invaluable insights and mentorship, helping me develop the soft skills and strategic relationships necessary to advance my career. What has surprised about being a woman in digital infrastructure?transitioned into a business executive role as Director of Network Engineering & Operations, where a led a team of engineers, TPMs and real estate professionals optimizing T-Mobile’s asset portfolio. Later, I joined Microsoft’s Cloud Operations & Innovation department, where I established a Lease Centre of Excellence and led the Portfolio Management Organisation, securing Microsoft’s leased data centre portfolio for the long-term. In 2024, I moved to Oracle to lead the global site selection organisation—a role leveraging my leadership and commercial negotiation experience. This industry demands a proactive approach to career development, a willingness to embrace change, and an eagerness to learn from each new role. My advice to anyone entering this eld is to seize every opportunity, continuously expand your skill set, and remain adaptable—an approach that has proven essential for success in the dynamic and rapidly evolving landscape of digital infrastructure. AIIWMelanie Kiely

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7574believe that while younger women entering the eld today might face different challenges, it’s not necessarily easier for them, but they do have more resources at their disposal. Early in my career, there were key individuals, both women and men, who signicantly helped pull me up and create opportunities that were crucial for my advancement. However, the challenges I faced as a young professional were quite pronounced. For example, dealing with outdated expectations about appearances in professional settings, like the courtroom, was a common hurdle. I recall superiors insisting I wear a skirt suit rather than a pantsuit and a judge criticising me for my ear piercings, reecting a stark power imbalance and a conservative perspective on professional decorum aimed particularly at young women. These experiences were not just about personal style but indicative of the broader cultural and structural biases that affected my professional trajectory. Navigating career expectations post-motherhood presented another set of challenges. Colleagues and executives often assumed I would not return to work after having children, questioning my commitment to my career simply because of gendered assumptions about roles and responsibilities. Superiors often would comment on me being “attractive” and wanting to know if marriage was on my horizon. These instances highlighted the subtle yet pervasive nature of social biases that women often confront in the workplace. Today, younger women have greater access to information and networks early in their careers, which can help them navigate these biases more effectively. The conversation around gender equity has become more open, and there is a stronger support system within many organisations aimed at fostering diversity and inclusion. While the tools and resources may have improved, the need to assert oneself and command respect in professional settings remains a critical skill. Learning to stay focused on one’s agenda and manage interpersonal dynamics effectively is still essential for success, and it’s something that every generation needs to master in their own context. What changes would you like to see for women in the industry? Do you think younger women have more opportunities today? ne change I’m particularly passionate about is accelerating the pace at which women are promoted to leadership roles. I also really want to see women who achieve these positions actively work to elevate other women. This mentorship and support can help create a powerful ripple effect that challenges and ultimately changes the existing dynamics. Throughout my career, I’ve observed a mix of responses from women in power; some are incredibly supportive, while others, possibly feeling isolated or threatened, might not advocate as strongly for bringing more women into leadership. It’s easy to see how this can come from a place where women feel they must compete for limited spots at the top rather than work together to expand those opportunities. I’ve also seen how women are often judged more on their past performance rather than their potential, a standard that differs notably from how men are typically evaluated. I believe we need to start placing more women in leadership roles, even if they don’t meet every traditional criterion of ‘readiness.’ Everyone learns on the job, and women are no exception. They deserve the chance to grow into these roles with adequate support and the grace to learn. I would also like to see more exible work environments. The shift towards requiring more in-ofce presence can be a barrier to women, especially those balancing family responsibilities. Hybrid models that allow for a mix of remote and in-ofce work provide a practical balance, enabling women to manage professional growth alongside personal commitments. Such exibility is crucial not only for maintaining diversity in leadership but also for fostering an inclusive environment that accommodates different lifestyle needs. try to be the mentor I wish I had during my early career. My mentoring style mirrors the honesty and directness I appreciated from my mentors. They didn’t stick to a sanitized corporate narrative but addressed real challenges like unconscious bias head-on, providing practical advice on how to navigate such issues effectively. With my mentees, I pass this on by being direct about common pitfalls. When I see mentees diminishing their own authority with their speech or apologizing unnecessarily. I point these out because they are issues I’ve confronted in my own career. My current boss is excellent at helping me rene this aspect of professional communication, emphasizing the need to assert oneself without pre-qualications that undermine one’s expertise. I also mentor a diverse group, from young professionals without children to working mothers. I discuss the harsh realities of balancing leadership aspirations with personal life, especially how challenging this can be without compromising on either front. While I hope for and work towards a corporate environment that better supports work-life balance, I’m candid about the current landscape and the intensive demands of executive roles. How do you view the current landscape of mentorship for women in tech? IOI

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7776hat’s really kept me hooked in this industry, honestly, is the diversity around my role. Initially, I did so much marketing around data centres that I felt like I had very little more to add. But Digital Infrastructure Ireland (formally Host in Ireland) came knocking, and it pulled me back in. It’s this vibrant community of folks doing incredible stuff with their businesses, both in Ireland and globally. It was an opportunity to work on new exciting projects that had a meaningful impact for our partners, the industry and the initiatives we work on including impactful environmental projects in DC’s for Bees. Digital Infrastructure Ireland has this unique energy that’s hard to nd elsewhere. It’s a male-dominated eld, but the events and gatherings feel different, they are welcoming and warm. There’s a very unique feeling that is associated with Digital Infrastructure Ireland, it feels like you are walking into a room full of potential friends. Everyone is there to welcome you with warmth and generosity and it’s a comfortable place to be, no matter who you are. Watching the industry evolve has been incredible too. From the early days at Digital Realty, where we struggled to get any media attention because no one knew what data centres were, to seeing data centres hit mainstream media with coverage in big publications like BBC, The Guardian, and The New York Times—it’s been a journey. The industry’s prole has skyrocketed, and while public understanding still has a way to go, data centres are denitely part of the public consciousness now. So, it’s the growth, the community, and the chance to make a real difference that have kept me in this industry. It’s small yet mighty, and the spirit here? It’s overwhelmingly positive. That’s why I’m still here. What has kept you in the industry along the way? What has been your journey into the data centre industry? What has surprised you about being a woman in digital infrastructure? hat surprised me the most is just how comfortable it feels. You might expect it to be a bit intimidating given it’s a very male dominated eld, but the level of comfort is just something else. The attitudes are changing and both men and women of different generations are contributing to this shift. While it’s a topic that often leans heavily on gender, the truth is, in Digital Infrastructure Ireland, the difference in treatment based on gender just isn’t there. Everyone is generally treated the same, and that’s been a refreshing and surprising aspect for me. It’s not just about the individuals either; it’s about the culture that Digital Infrastructure Ireland has nurtured. There’s this ‘no arsehole’ policy, pardon the expression, but it’s true. It reects a commitment to maintaining a respectful and inclusive environment. This isn’t just lip service; it’s deeply embedded in how things operate here. The community focus is huge. There’s a concerted effort to ensure diversity, to make sure different voices are not only heard but also valued and given space. This isn’t just about having a token presence; it’s about making everyone feel genuinely welcome, Everyone has earned their seat at the table and feel part of something bigger. y journey didn’t necessarily start in digital infrastructure as the sector didn’t really exist when I started my career. I was initially working in nancial services, software and then telecoms. I wanted to go for a more senior role in marketing communications and it just so happened to be for a data centre company, Digital Realty Trust. During the interview, the hiring manager started explaining the nuts and bolts of data centres. And I was sitting there thinking, “Wow, this whole world exists that I’ve never considered before and it’s actually fascinating!” It was a career game changer for me. The role was just supposed to be a step up, but it happened at a time when the world economy was in crisis and one of the only industries not suffering was data centres. I started to see how this industry was the invisible back bone to our society. hese large, unassuming buildings, housing the compute that runs hospitals, banks, entertainment, schools, business and more. This infrastructure was critical to how we live and work every day. It was eye opening and intriguing. I’d always leaned towards B2B sectors, but this was different. I found myself enthralled by the whole data centre scene, which was something totally off my radar before that. Digital Realty was at a really exciting growth phase then; they were quite small, around 150 people, but already had a market cap of about 3 billion, which was insane to me at the time. During my three and a half years there it was a lot of intense growth and learning. So yeah, I literally fell into this industry by chasing a senior role and ended up being captivated by the complexity and scale of digital infrastructures.WWTMMichelle Wallace COO, Digital Infrastructure Ireland and Founder, A Better Work

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7978he biggest challenge has always been balancing childcare, maternity leave, and the gaps they create in a career, but that’s not unique to this industry. I’ve always had a project going, even while on maternity leave so my condence and connection to work never fell off a cliff. Having said that, juggling childcare with a growing career, especially in the early days of motherhood was a huge weight. Early on, I was cautious about discussing my kids too much at work, worried it might impact how I was perceived professionally. As I got older, I got more sure of my capabilities and I’m better able to have condence in the outcomes and impact of my work. I’m more assured to be myself, warts, mistakes, and all, but I know that comes from experience, authority and my own mindset and it’s not the case for all. The sentiment is shifting across many industries too, not just ours, which is a huge help. Now, it’s common to discuss family openly at work, which is a huge change. Arranging meetings for 9.15am around the school run or staying home for a sick kid is now as likely to be a man in the workplace as it is a woman. Younger generations of men and women are prioritizing better life balance, which helps normalize these conversations and level the playing eld. Work exibility has been a game-changer, too. I’ve had the opportunity to work from home long before it became a standard practice, which has been invaluable. And it’s not just me—this exibility is something that benets everyone and is increasingly demanded across the board. It’s especially supportive of women and minorities, balancing the scales more than ever. his is a funny one because I believe in the individual vs their gender and that everyone brings their unique qualities to the table. In general, women might be perceived as less risk-averse and perhaps more oriented towards fostering harmony, but it’s essential to remember that these traits aren’t universal to all women, nor are they absent in men. It’s really about what each person brings to their specic role. In my own experience, I’ve seen how having a mix of people from different backgrounds, genders, and ethnicities can signicantly enhance the dynamics within the data centre industry. It’s not so much about generalizing what women or men might bring, but rather appreciating the value of thinking differently - cognitive diversity. The more varying voices get the opportunity to input, the more innovative and effective solutions can be.If you have a diverse looking group of people, educated in the same types of universities, sitting in the same meeting rooms and companies year after year, that’s not diversity of thought. People of different backgrounds, experiences, emotions, risk proles, up-bringing – that’s where we can get real diversity. Being conscious of including people who think differently—whether that’s due to gender, ethnicity, or any other factor—is crucial. When we consciously diversify our teams, it brings a broader range of experiences and perspectives that challenge the status quo and push the boundaries of what we can achieve in data centres.This isn’t just about having diversity for the sake of it; it’s about leveraging that diversity to enrich our strategies and outcomes. What are the challenges you’ve faced as a woman in the industry? What are the unique perspectives women bring to the industry? ’ve always been ambitious. I wanted a family, a good life and I wanted to have a successful thriving career, so I set out to create my own experiment on how to create an entirely exible team delivering outstanding work.Just because people have different family responsibilities or life circumstances that make working in a 9-to-5 corporate environment challenging, doesn’t mean they aren’t smart, brilliant, and capable of producing highly impactful work. I’ve always valued exibility and have worked somewhat remotely for about 18 years. This helped shape my approach to building my own team where we have a fully remote, exible environment. This setup, though uncommon, has proven to be highly effective with a team that produces a large volume of very high quality, impactful work. The key to our success comes from roles designed around our strengths, clear expectations and robust peer accountability. Each team member knows what’s expected of them. We have expressed operating principles that drive behaviours that make it crystal clear what we value. They understand they’re accountable not just to me, but far more importantly to each other. We have core hours and non negotiables, yet we maintain exibility around these core hours to accommodate different lifestyles and responsibilities. We also focus on understanding and respecting personal boundaries and life cycles in a way that supports not only our teams but the business to thrive. Recognising that not everyone is in a constant state of growth and that people have periods where they need to maintain rather than expand their responsibilities has been crucial. We’ve created an environment where team members can ask for help and support each other, making it possible to deliver excellent work outside of the traditional structure. Making Work Better T TI

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8180Natalia Lopez TobarLease Admin Process and Standards Lead, IBM, ColombiaCan you share your journey into the data centre industry? What are the biggest challenges you’ve faced as a woman in the data centre industry? ome of the biggest challenges I’ve faced have revolved around navigating the prevalent cultural attitudes here in Latin America. The culture can be quite chauvinistic. Being in a leadership role added another layer of complexity, as it often meant I had to assert myself in situations where my decisions were not readily accepted.For instance, when I would make a decision, there was often immediate pushback or debate, not necessarily because of the decision itself, but because it was coming from me—a woman. I noticed that if a male colleague had given the same directive, the reaction might have been different. Thankfully, I had a fantastic colleague who supported me tremendously. Whenever I made a call on something and it was questioned, he would reinforce my decision by reminding the team that it was nal. His support helped me push initiatives forward and maintain authority within the team. We became great friends, and I think his respect for me and his willingness to back me up made a signicant difference.Overcoming these challenges wasn’t easy, but knowing what I was getting into when I chose this career path helped me prepare mentally and emotionally. Being aware of the potential pushback made me more resilient and taught me how to assert my expertise and leadership more effectively, despite the challenges.eventeen years ago, I began working at IBM in Colombia where I was responsible for overseeing the infrastructure setup for our data centre projects. This role involved ensuring that everything from the access oors to the CRAC units was correctly implemented.When I initially received the interview call from IBM, I was surprised. They were aware of my background in civil engineering, yet that was precisely what they required. Once I joined, I quickly grew to understand the complexity of the data centre environment, extending beyond traditional civil engineering to encompass critical electrical and electronic systems.During this time my skills extended beyond traditional engineering, introducing me to the technical and operational demands of data centres. It’s been a rewarding journey, transforming my professional outlook and opening new avenues in the tech-oriented sector of global real estate.knew I wanted to be an engineer, but wasn’t sure which type. In Colombia, where I studied, there were two main universities to consider. One allowed you to defer choosing your specic engineering discipline until after you’d started, giving you time to explore basic subjects like physics that all engineers need. The other university, where I ended up enrolling, required you to choose your eld of engineering right from the start.They offered four types of engineering: systems, industrial, electronic, and civil. I went through a process of elimination with each option. It was almost like saying, “Not this one, not this one... Okay, let’s go with this one.” Looking back, I’m really glad I chose civil engineering. Even though I don’t always do typical civil engineering work now, it’s been an important element throughout my career. What I love most about civil engineering is the tangible aspect—you can actually see and touch what you’ve built. Whether it’s imagining and constructing a house or any other structure, you see your work come to life, and its success is a direct reection of your skills. It’s incredibly rewarding. So, while it might have started from a place of uncertainty, my choice led me to a eld I genuinely love.What attracted you to civil engineering in the rst place?S SIRemember that while the journey might be challenging, your presence and persistence are what will drive change.

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8382How did you get your start into digital infrastructure? Are opportunities for success different for women in your eld?wouldn’t say the opportunities for success are inherently different. Sure, there might be some unconscious bias in the engineering world, but I’ve also been fortunate to have direct line managers who provide me with the same opportunities as anyone else on the team. I’ve learned the importance of stepping up in a proactive manner. From my days as a lecturer to my research associate roles and in the industry, I remind myself to approach my managers and proactively seek opportunities. It’s crucial because not everyone naturally recognises their biases. They might think they’re offering the best opportunities equally, yet some imbalances can still exist. So, I try to demonstrate my abilities and capabilities by ensuring any task I am assigned is delivered as accurately as possible while still proactively asking for opportunities to take on new challenges. This approach has served me well over the years, along with being dynamic and quick to learn, even when tasks are daunting and push me out of my comfort zone. It’s through these actions that I’ve managed to carve out my path and push for growth in a eld where I might not otherwise stand out as different. riginally, I was deeply involved in academia and research within mechanical engineering, specically focusing on thermouid engineering and computational uid dynamics (CFD) modeling. After completing my PhD, I transitioned from academics, where I had lectured and conducted research, into the industry. My rst role in the data centre industry was with Katrick Technologies in Glasgow, a startup dedicated to developing green technologies including an innovative cooling solution for data centres. I joined the thermal engineering team as an analyst where I was responsible for carrying out thermal analysis, CFD simulations, developing thermal system tests and using results to inform system improvements. Overtime, I progressed from the analyst role to a Thermouid and Analysis Engineer role where I took on more responsibilities in a passive cooling project. The project was pioneering a two-phase ow system which used low GWP refrigerants to efciently convert liquid to gas at near-ambient conditions, optimizing heat extraction from data centres. As a Thermouid and Analysis Engineer, my responsibility involved not only simulations and theoretical modelling; but real, hands-on testing of the technology in a live data centre. We faced daily challenges in integrating our cutting-edge technology with conventional cooling systems, pushing the boundaries of what was technically feasible. Every day brought new problems to be solved, from adjusting system parameters to enhance efciency and troubleshooting on-site at data centres. The hands-on experience was useful as I got to apply rigorous scientic analysis into practical problems. It was a leap from the research-based work in academia to the dynamic, problem-solving environment of digital infrastructure, where innovative solutions are tested and implemented in real-time. The role set the foundation for my continuous development in the data centre industry, blending my background in thermouid engineering with the pressing needs of modern data infrastructure. Nkemjika AsiegbuSenior Thermouids Engineer, IceotopeWhat advice would you give to young female engineers about the industry? would denitely advise my younger self and any young women entering the eld to get involved in the data centre industry as early as possible. It might seem like a narrow eld from the outside, but it’s actually a vast playground for growth, skill development, and even leadership roles. Initially, when considering engineering careers, sectors like aerospace, automobile, and oil and gas come to mind because they’re the well-known engineering elds with lots of expertise. Data centres should be added to that list. Many don’t realise the breadth of opportunities within data centres until they’re actually involved in the industry. It’s not just IT and electronics engineering based roles; it encompasses a wide range of engineering disciplines, including thermouid engineering, product design, manufacturing, chemicals and materials sciences. For young women, understanding that this eld can offer a fullling career path with substantial personal development and career advancement is crucial. It’s also important to grasp all aspects of their education—like how integral thermodynamics, heat transfer and uid mechanics can be, even if you’re primarily interested in product design. This knowledge often comes on the job, but being aware of it early can give you a signicant advantage. Essentially, keep an open mind to all sectors, including data centres, and be proactive in seeking opportunities to learn and grow within this diverse industry. OII

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8786Rayanne DySales and Account Manager, APAC, Data Centre Solutions, CBRE Directline How did you get into the data centre industry? t’s been a pretty unexpected journey, to be honest. I graduated with a double degree in mathematics and computer science, so naturally, I started off in a very technical role—working in the background at a company checking credit scores and the like. But I quickly realised that kind of work didn’t push me, so when a headhunter approached me about a sales role at a system integrator, I gave it a shot—even though I had no background in sales at the time.That job really kickstarted everything. I spent eight years in that company, moving from basic Cisco installs all the way to software like ArcGIS. Back then, ve megawatts in a data centre was a big deal—which is funny now, looking at how much the industry has evolved. Eventually, I left that role, spent six years in barcode and automation tech and then stepped away to focus on raising my son.When I was ready to re-enter the workforce, I didn’t want to return to sales right away. I actually studied project management to better understand the part of the business I had always clashed with in my sales days. That course gave me a new perspective, and just as I started job hunting again, I was approached by a data centre company.I wasn’t sure at rst, but then a former colleague encouraged me to explore it. He explained how the industry had exploded and how the role I was considering was right in the heart of it. Now I’m part of CBRE’s Data Centre Solutions team, focused on the white space across APAC. I get to work across markets like Indonesia and Malaysia, Singapore and Hong Kong.I never expected to be reading schematics or pointing at drawings again, but here I am, and it’s genuinely fun. The learning never stops, and that’s what keeps it exciting.What has surprised you being a woman in the data centre industry?Have you encountered any challenges being a woman in the industry? o be honest with you, not really. At least not in the sense of being treated differently because I’m a woman. I’ve been fortunate to work with really supportive colleagues and clients. A lot of the clients I deal with are hyperscalers or large global MTDCs, and honestly, they don’t care whether you’re a man or a woman. They just want to know if you can deliver—and that kind of fairness is something I really appreciate about the space.For me, the real challenge hasn’t been about gender, it’s been about motherhood.This industry never stops. It’s 24/7. There’s no real “off switch.” And that’s the part that’s been hard, especially over the past few months. Even when I’m home, I’m still on the phone, still checking in, still managing things. My son hears me on calls at night, during meals, on weekends. It’s constant. There’s no such thing as protected family time unless you really force it. It’s different from other professions where you can say, “I’ll come back to this later” or “I’ll pick it up when I’m ready.” In digital infrastructure, the work is time-sensitive, the deadlines are intense, and things are always moving. So the challenge isn’t being a woman—it’s balancing the demands of the job with the demands of being a mum.I know I’m not the only one who feels this. It’s something that comes with the territory, but it’s also something I think we need to talk about more, especially as more women (and mothers) join the industry.hen I rst entered the data centre industry, I didn’t really think much about being a woman in this industry. I’ve always considered myself pretty gender-neutral. I wasn’t the type to focus on whether a role needed “strong women” or anything like that. I just saw myself as a professional doing the work.But that changed after this one event I attended in China. I sent a photo from the event to a friend who isn’t in the industry, and she pointed out, “You know you’re the only woman in that photo out of 75 people, right?” And I looked at it again and thought “Wow, she’s right.” I’d just come back from another event, a big conference in Bali, and it was the same thing. That’s when it really hit me: women are really under-represented in this industry.Before that, I hadn’t noticed because I’ve been lucky to work with great colleagues. I’ve never personally felt biased against, which is probably why I didn’t realise how rare it still is to see women in the room. But once you notice, you can’t unsee it.I don’t know exactly why the gap is still so wide—maybe because the industry is so rooted in mechanical and electrical engineering? But this is a new age. Things should’ve shifted more by now. I attend vendor trainings designed for presales and post-sales teams. And I always remind people—there are women pulling cables, doing splicing, and getting hands-on in the eld. Maybe they’re still few and far between, but they’re out there.ITW

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8988uriosity has always been my guiding principle. This industry changes so fast, and if you’re not constantly learning, you’ll get left behind. It’s not just the technology that’s evolving, it’s the structure of the business, the way we build, the way we partner, everything. So staying curious and keeping that hunger to learn is essential.The second one is exibility. You have to be able to adapt quickly. Things don’t always go to plan, especially in data centres. Timelines shift, requirements change, new challenges come up—being exible and resilient really helps you stay in the game.Another big one is being a team player. This isn’t an industry where you can go solo and gure everything out on your own. It’s too complex. You need strong collaboration across teams, partners, and even regions. Building a data centre involves a lot of different players, and bringing it all together takes communication, coordination, and a willingness to listen.Which brings me to something people don’t always talk about—people skills. Even though we’re in a very technical, machine-driven industry, it’s still about people. Especially on the infrastructure side, a lot of the work happens on-site, and how you engage with others really matters.his might surprise some people, but I think as a woman, we have an edge in our “motherly instinct”. Someone pointed it out to me once and it really made me stop and think. It’s that natural tendency to check in on people, not just professionally, but personally too. I’ll ask, “How are you doing?” or “How’s your workload?” and genuinely mean it. It’s not just small talk. And honestly, I don’t see that kind of check-in happening as often with the men I work with—not in the same way, at least.Some people might nd it unexpected, especially if they’re more introverted. They might think I’m prying into their personal life, but really, it’s just about connecting. And that connection helps me understand where they’re coming from. Because if someone’s feeling supported, they’re more likely to stay motivated and meet the deadlines—and that’s the reality in this industry.Another thing I’ve noticed is that women often feel a stronger drive to x things. Even if it’s not in our scope, or we don’t have the answer yet, we’ll still try. We care enough to step in, to support, and to keep things moving. That kind of proactive care makes a big difference, especially in a space like data centres, where things move fast and the work is high pressure.he best advice I can give to someone coming into this industry is to have an open mind and a real willingness to learn. You’re going to hit roadblocks, especially with the things you don’t know, and you need to be willing to learn how to get through them. Unlike more traditional careers like programming, where you study the language in college and apply it in your job, the data centre industry doesn’t really have a set path. There are no standard university courses or programs that teach you “how to build or operate a data centre.” So when I rst started, I was literally looking for a manual or guide that would give me an overview. But there wasn’t one. And I quickly realized why: because this industry is just so broad, and it’s still evolving.So if you’re coming in, just know you’re not supposed to know everything right away. Be okay with that. You have to be hungry to learn, ask questions, and pick things up as you go. The learning is hands-on, and it never really stops.It’s also what makes this industry exciting. You grow every day, and the more open you are to learning from everyone around you—whether it’s engineers, contractors, or vendors—the faster you’ll nd your footing. What skills do you think make people successful in this industry?What do you think you bring that is unique as a woman? What advice would you give to someone about coming into the industry?C T T

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9190Sheliza Mensah hen I rst joined the digital infrastructure industry, I was struck by the multitude of opportunities available. It wasn’t just the diverse elds within HR that captivated me, but also the industry’s initiatives focused on inclusivity, such as working with local colleges to promote diversity and provide equal opportunities for under-represented groups. It was truly inspiring. I quickly realised that this industry offered a vast landscape to explore and learn. I found myself involved in various projects, not only related to diversity but also incorporating new technologies within HR. This environment demanded mental agility and openness to constant change—qualities that are essential because digital infrastructure is always evolving with new challenges and innovations. I believe working in this industry has made me more resilient, empathetic, and understanding. I’ve become bolder and more condent, nding my voice in rooms lled with high-ranking professionals. This industry teaches you that everyone starts somewhere and that every voice matters, no matter the level or position. Even now, as I am on maternity leave, I nd it hard to consider opportunities in other industries because I know the vast potential for growth, learning, and participation in exciting projects here in digital infrastructure. What has surprised you about being a woman in digital infrastructure? What unique qualities do women bring into this industry? What has been your career journey to get into digital infrastructure? hen I rst joined, I didn’t really know what to expect, but what surprised me the most was just how welcoming and open the industry is. I had assumed it might be intimidating or that asking too many questions would make me stand out in the wrong way, but it was the complete opposite. Everyone—from engineers to sales teams to nance—encouraged me to ask questions, to be curious, and to learn. People actually want to share knowledge. They’re excited to talk about new projects, innovations, and the future of the industry. No question is considered stupid, and that made it so much easier to grow and nd my place. What’s also been surprising is how inclusive the conversations are. Regardless of job title or experience level, you’re invited into the room, given space to speak, and encouraged to build your own personal brand. That kind of openness and support isn’t something you see in every industry, and it’s one of the reasons I love working in digital infrastructure. omen bring a host of unique advantages to the digital infrastructure industry, particularly through offering different perspectives. Creativity and emotional insight are vital, and women often excel in these areas. For example, I’ve been involved in initiatives focused on promoting mental health—a topic that, traditionally, some men might shy away from discussing openly. Women’s openness to addressing such issues not only fosters a healthier workplace but also encourages more inclusive discussions which can lead to better support policies. Women are often positioned to recognize and address gaps within the industry—whether it’s advocating for better health and wellness policies or highlighting the necessity for comprehensive support systems that benet all employees. This capability to challenge the status quo and promote necessary changes is crucial as the industry evolves. Having women in tech isn’t just about lling quotas; it’s about enriching the industry with diverse insights that drive innovation and create a more supportive environment for everyone. Human Resources Consultant W WW

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9392Shelly Landsman was with Microsoft for 24 years. In the last ten years, the cloud and data centres became a huge part of the journey we were taking as a company—similar to the other giants in the industry. Data centres were not a new thing, but what they were and what they offered has changed tremendously. It used to be more about computer rooms and halls rather than what we think of as data centres today. With AWS, Google, and Microsoft leading the charge, the transformation in the market has been clear. Being a part of Microsoft, and particularly leading Microsoft Israel for many years, I was deeply involved in this shift. I think the rst time I really thought deeply about it was when I found myself wondering why we didn’t have a data centre in Israel. Microsoft was there, but the country wasn’t pushing for any data centre initiatives at the time. I had the opportunity to ask the Prime Minister at the time “Why don’t we initiate a data centre tender?” I felt it was crucial for the foundation of what Israel is built on, especially given the vast amount of technology developed here. It was a good reminder that the education needed for the government to help them understand the criticality of the data centre is an ongoing, arduous process. I remember I told him about the UK having national and government data centres, and Germany and Japan had them too—I gave him good examples of countries that had already done this. Eventually they did understand the importance, put a bid out to tender and today it is open and operating in the country. What qualities are essential for success in the data centre industry?What advice would you give to someone who wanted to enter the industry? Can you share your journey into the data centre industry? enacity is denitely the rst quality I’d highlight for anyone looking to succeed in the data centre industry. Along with that, strategic thinking is crucial. You need the ability to think long-term, understand market trends, and translate these into actionable business strategies. Building and maintaining a strong network is also vital for conducting business effectively in this eld. A robust network doesn’t just support business dealings—it also helps you understand industry dynamics quickly and reduce risks effectively. For example, when there are limited resources - like land and power - it’s important to be strategic and utilise your network to secure these resources in the right locations and at the right prices. These are long-term investments. Your network can help lower the risks associated with the high stakes of the data centre industry. So, combining tenacity, strategic thinking, a strong network, and an understanding of the critical resources like land and power are all essential for success in this industry. f a younger woman is looking to enter the industry, she should denitely have a passion for technology, innovation, and thinking out-of-the-box because this business is constantly evolving. This is an agile business and you need to be able to reinvent yourself continually as new things are always coming up. When someone new enters this market, it’s crucial they understand what is driving the market now. But it’s also important to look ahead and consider what will impact the market in the future and how technology changes the world. This business is closely aligned with other businesses—it’s not isolated. So wherever there’s growth in technology use and data, there will be a need for more data centres. And, of course, tenacity—that is the core foundation. I always say, build your spine. That’s what gives you that tenacity. This blend of understanding, forward-thinking, and resilience will not only help you get into the industry but thrive in it as well. Board Member, NED Data Centres I IT

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9594Soumaya Grainebegan my career with a background in nance, originally planning to go into investment banking. But after a conversation with a mentor, I pivoted to engineering and joined a joint venture between Jacobs, the engineering and technology rm, and OCP, the world’s largest phosphate company. I spent the next few years working on global mining and minerals projects, primarily in Africa and the U.S. while also completing an LLM in Corporate and Commercial Law.As the joint venture evolved, it launched a new division focused on the energy transition. I worked with that team and quickly discovered a real passion for the energy space. That experience opened the door to a new opportunity at ENGIE, the French utility company and global energy leader. I started out working on the development and nancing of conventional power and gas projects — things like combined cycle gas turbines and liqueed natural gas — as well as renewables, including geothermal, solar, wind and green hydrogen.After several years, I was invited to join ENGIE’s two-year executive leadership nance program, where I completed two assignments with the global Corporate Finance and M&A teams. I spent that time working mainly on acquisitions and divestments in the energy sector. While I really valued the experience, I came to realize that my true passion lies in project development and nance. Around that same time, an executive search rm reached out about a new opportunity with Yondr. I wasn’t actively looking, but as I reected on my career, I realized that digital infrastructure was the missing piece. I had touched different parts of infrastructure but not digital. COVID had accelerated the shift to cloud, and conversations around AI and machine learning were gaining momentum. Data centres were no longer just real estate but were becoming critical infrastructure around the world. After speaking with the leadership team at Yondr and feeling aligned with the company’s values and mission, I decided to take the leap. My path to digital infrastructure wasn’t random, but rather a natural next step. What is it about the industry that you appreciate?What has surprised you about being a woman in digital infrastructure?How did you get into digital infrastructure?hat I really appreciate about the industry is that no one has all the answers. Everyone is contributing to shaping its future, and that makes it incredibly exciting. I joined at a time when digital infrastructure was still in ux, which brings a sense of momentum and possibility. Data centres were previously thought of mainly as colocation spaces—shared facilities where different companies housed their infrastructure. But today, the landscape is far more sophisticated and rapidly advancing.Digital infrastructure reminds me of where the power and gas sector was decades ago. That industry is now mature and integrated with well-known, recurring challenges. In contrast, digital infrastructure is navigating uncharted territory. We’re facing fresh questions: How do we scale at hyperspeed? How do we overcome power and permitting constraints? And how do we do it all responsibly, with attention to environmental and social impact?There’s also a great deal we can draw from traditional infrastructure, particularly in nancing and in building strong partnerships with governments, lenders and communities. Increasingly, data centres are being recognized as critical infrastructure, on par with utilities like electricity. So much so that it makes me think people might be willing to cope without lights for a bit—but not without access to the internet.What energizes me most is the industry’s entrepreneurial mindset. We’re not just following the path of legacy infrastructure; we’re carving out a new one. There’s a real opportunity to reimagine what data centres can be by blending the roots of real estate with the innovation and forward-thinking of the tech world — while also drawing lessons from traditional infrastructure.hat’s surprised me most about being a woman in digital infrastructure is how different the dynamics feel compared to other male-dominated industries I’ve worked in, like mining, minerals, power, and gas. So in terms of being in a male-heavy environment, it wasn’t a shock. That part felt familiar.One of the positives I’ve seen is the way women in this space lean on each other. There’s a stronger sense of support and camaraderie among women in digital infrastructure than I’ve seen in other sectors, and that’s been encouraging.On the ip side, what’s been more challenging is guring out the unwritten rules of networking and learning how to navigate a game that looks informal—but denitely has its own structure. The informality can make it harder to navigate at times as the rules of engagement aren’t always clear. I particularly see it play out in the politics of the industry. Coming from companies that were government-owned or closely tied to national interests, I expected a lot of formality and hierarchy there, but in tech and digital infrastructure, where things look more at and casual, the politics still run deep. Sometimes even deeper. It’s just less visible and more difcult to decode.Strategic Negotiations Lead, YondrIW W

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9998got into the data centre industry after starting my career in business process outsourcing right after graduating from university. That sector was booming in India at the time. From there, I moved to IBM which eventually led me to data centres. Kyndryl was spun off from IBM in 2021 and I currently lead the India portfolio for real estate, which includes both ofce and data centre spaces.What has kept me in this industry are the ever-changing market conditions; it’s a sector where nothing stays the same for long. This industry keeps you on your toes—there’s no chance of getting bored. Additionally, my role involves signicant work with cost analysis and budget management, which I nd particularly engaging.I enjoy working with numbers, and the balance of on-the-ground management with nancial strategizing keeps me motivated. How do you feel about the experience now a few years down the road? oday looking back at that period of time, I feel quite content with how things have unfolded. It might have taken a bit longer to reach where I am now had I not taken those breaks for my family, but these were conscious choices I made to balance my personal life with my career. I don’t regret these decisions, as they were necessary at the time, and I was fortunate to still have a stable job while raising my children.Signicant changes in workplace policies in India, like the extension of maternity leave from three to six months and companies offering the option to work from home for a year or increased exibility, have been really important milestones. These adjustments have made it more feasible for women like me to return to work without feeling pressured to choose between career and family.It’s also helped me learn the importance of patience. Rushing into high-pressure roles without taking necessary breaks could have led to burnout. Instead, the varied pace of my career uctuating between high and low-pressure roles has allowed me to sustain my energy and commitment over the years.Looking back, I believe these breaks have contributed to my longevity in the industry. They’ve helped me manage the physical and mental demands of my job while undergoing life changes. Now, I feel there’s nothing left to prove to anyone.I used to think I needed to reach a certain level to show my worth, but now I’m more settled and condent in my abilities and choices. So yes, despite the slower pace, I’ve arrived exactly where I needed to be, and I’m all the better for it.What challenges have you faced being a woman in the industry? have to put my answer in the context of India because people who could inuence my promotions over the course of my career were Indians 90% of the time. That brings about certain challenges from a culture and societal expectation perspective. One signicant challenge I faced was during my maternity leave. Upon returning, the exibility I needed wasn’t available; I was expected to be at the ofce every day at 9:00 AM. It was a period when I considered quitting because the lack of work-from-home options seemed untenable with my new responsibilities at home.Thankfully, I have a very supportive mother and mother-in-law, both of whom encouraged me not to quit and offered their help with childcare. This family support system, which is quite integral in India, played a crucial role in my decision to continue working. This is a generational shift in attitudes toward working women, which is becoming more supportive.Over time, I also sought roles that offered greater exibility. This wasn’t easy and required navigating the system to nd positions that could accommodate a better work-life balance. Multinational companies seemed to be a better t as they provided me with better exibility that I needed at critical times. It enabled me to continue progressing professionally without sacricing my personal commitments or career goals. These experiences were not just about managing my career; they are also about setting an example for my daughter. It’s important to me that she sees that it’s normal for women to study, work, and pursue their careers. This normalisation of women’s professional lives is something I want to reinforce continually.Real Estate and Country Head of Data Centres, India for KyndrylHow did you get into the data centre industry? he spinoff from IBM to Kyndryl was a remarkable period, especially because it happened during the peak of the COVID-19 pandemic. We had to manage everything remotely, which was a massive undertaking. Witnessing our company, as large as it is, successfully navigate these challenges entirely through remote operations was not only a reinforcement of my belief in digitalization but also an exciting experience. Being part of setting up a new company during such an unprecedented time was thrilling and has added to the reasons I enjoy this industry. It’s these kinds of challenges and the constant need to adapt and innovate that keep me hooked.Sreemathi ChandrasekaranII TT

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103102What initially drew you to the data centre industry? y background has always been in communications, with early experience in emergency healthcare, EMS, and corporate roles. My entry into the data centre industry began when a recruiter presented me with a browneld opportunity at Interxion, which Digital Realty went on to acquire in 2020. It was a chance to create an internal communications programme from scratch, and I saw it as the perfect moment to leverage my consulting experience to help leaders drive change, engage employees, and align messaging with strategic goals. The prospect of shaping communication strategies in a rapidly growing yet relatively untapped industry was both challenging and exciting. I don’t think my journey into the industry is all that different from other people’s experiences either. A number of colleagues have had long careers in data centres via construction or engineering, whereas others have come into the industry from much more diverse backgrounds. I think the industry has room for people from multifaceted backgrounds, and this diversity is enriching it in new ways. Tara Overton Senior Director, Global Employee Communications & Engagement, Digital Realty mbrace your condence early and don’t be afraid to speak your mind and learn to balance this with an awareness of your audience and context. While condence is an asset, knowing how to read the room and customise your approach can strengthen your impact. Leverage your openness to technology and its possibilities. This is one of the natural assets Gen Z possesses in today’s workforce. They see technology as a natural part of life, as well as the potential of where it can go, and this mindset will help drive future innovation in the industry. Use this advantage to lead with vision and creativity. The younger generations today are much better about establishing and protecting boundaries at work. Hard work is always going to be essential, but maintaining a balance between career and personal life is equally critical. If you stand rm in your boundaries while demonstrating commitment to your goals, you’ll help create a healthier, more sustainable work environment. Lastly, don’t lose the energy and conviction you bring to the table. They’re powerful tools for driving change. Just remember, progress is built not only through persistence but also by understanding and adapting to the dynamics of your workplace. What advice would you give to young women coming into the industry?love the criticality of the data centre industry. It really is the hub of everything we do, and modern life is not possible without it. It appeals to me in the same way my early career in emergency services did, with the same sense of being an essential service. The COVID pandemic really reinforced that for me. I remember on the rst day of the lockdown, my husband – who is in public health - was sitting in our dining room in our house in East Sussex in the middle of nowhere. He was on a Zoom call with public health directors all over the world coming up with COVID-19 triage protocols. I remember thinking this couldn’t happen without data centres. It was a real moment of clarity that what we do is actually very important. I also love the sense of being involved in something that is essential for people’s lives and helping the people I work with understand how important the work they’re doing really is. What has encouraged you to stay in the industry? MIE

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