- Hold the company's view of where data center infrastructure is going.
- Track vendor and hyperscaler roadmaps, research, standards work, and the startup and venture landscape across power and energy, cooling and thermal, construction and delivery, rack and hall architecture, siting and regulation, and the economics that connect them. Right now that means questions like whether facility-level 800 VDC becomes the standard, how far liquid cooling has to go as racks move from roughly 200 kW toward a megawatt, how much of a build program can be moved into a factory, and whether behind-the-meter generation beats waiting in the interconnect queue. Those specific questions will have changed within a year, holding the current version of them is the job.
- Formulate and validate the product and engineering thesis. Turn that view into a defensible position on what we build, buy, or partner for, pressure-tested against cost, schedule, and what the physical plant can actually support — and say so plainly when the evidence does not hold up.
- Own the technical reference view of a hall at each GPU generation: density, power envelope, cooling topology, and what our operating and prospective sites can and cannot absorb. This includes getting on site to see them.
Influence the numbers finance, pricing, and sales depend on: cost per rack, per MW, and per GPU-hour, and how they move with density, cooling approach, and silicon mix. Be able to defend them under challenge.
Make the work land commercially. Support sales and delivery in technically demanding customer and partner conversations, feed product and go-to-market with what we can credibly offer and when, and provide technical diligence on infrastructure partners, colocation providers, vendor reference designs, and prospective tuck-in targets.