April 29, 2026
The rise of data centers has been steep. It began with increased cloud adoption by corporate enterprises and exploded with the widespread use of AI’s computing, problem-solving and predictive capabilities. That demand—particularly for AI infrastructure—has become virtually insatiable.
Data centers have clearly gone mainstream. And so has the rate of their construction.
Not too long ago, it was only large enterprise and government accounts building significant multi-megawatt data centers every five to ten years. Now? Cloud, AI and Neoclouds are driving explosive demand—with power capacity projected to triple to more than 90 gigawatts by 2030, they’re scaling up into full-fledged campuses with gigawatt capacity. The build model has industrialized—and that shift has changed what it means to deliver these projects on time and on budget. And not everyone has caught up.
With such urgent demand for data centers, speed is more than an operational goal—it’s a competitive necessity.
The Real Budget Risk Isn’t Overpaying—It’s Falling Behind
Cost control has always mattered. There’s always been an eye on the initial price tag, but what does the real cost picture look like across the entire project lifecycle? In data center construction, that picture extends well beyond materials and contracts—it includes schedule risk, financing exposure and the revenue that comes from getting a facility operational on time.
That makes speed a big driver; the pressure to get data centers operational is intense. Even with procuring competitive pricing on components—especially as prices rise—delayed delivery can push a campus phase back by weeks or even months. That can negate those savings with increased labor and financing costs, as well as lost revenue and a lower internal rate of return.
Speed As an Upfront Cost Control Strategy
What does speed as a cost control strategy look like? It’s not about cutting corners. It’s having the discipline to make critical decisions earlier and invest time and effort in planning before a shovel ever hits the ground.
Take supplier relationships, for instance. For projects operating at this speed and scale, you really want suppliers—generators, electrical, mechanical, cooling, cabling, security—who are true partners, those you know and trust, with whom you can establish long-term agreements well before groundbreaking. Open bidding takes time—issuing RFPs, evaluating submissions, negotiating contracts. When you already have trusted partners in place, that entire cycle disappears from your critical path.
Then consider the biggest wildcard: construction itself. Rapidly deploying data centers within compressed timelines has driven industrialized delivery. Here’s what that looks like in practice: repeatable designs with modular and prefabricated components are inherently faster to construct than one-off builds. There are fewer customization decisions, less need for rework and faster commissioning across phases. And it makes construction viable in outlying areas where skilled labor is harder to come by—removing one of the industry’s most persistent schedule risks from the equation.
The Build Model Has Changed. Has Yours?
Data center construction has moved faster than many delivery models have been able to adapt. Cost discipline fundamentals haven’t changed; but where that discipline gets applied has. Teams still focused primarily on component savings while schedule risk accumulates upstream are solving yesterday’s problem.
There’s a question worth asking here: Has your data center delivery model changed along with the industry? Teams treating speed as a cost strategy rather than a risk are operating at a different level. Learn more or request a demo today.
About the Authors
Matt Caldwell. Director of AI & Cloud, Hyper Solutions. Matt Caldwell is a 20+ year veteran of data center design, construction, and operations. He has led high-performing teams at Schneider Electric, Siemens, and Trane, and currently serves as Director of AI & Cloud at Hyper, where he helps shape the future of hyperscale and AI infrastructure by accelerating the deployment of high-performance electrical and modular systems at scale.
Andy Verone, Chief Strategy Officer, Contruent. With over 35 years of industry experience, Andy joins Contruent with a strong track record of executing innovative strategies, leading cross-functional teams, and transforming businesses. With a deep understanding of the customer experience, Andy has worked to accelerate technology adoption and technological growth in every role. Prior to joining Contruent as Chief Strategy Officer, Andy served as Global Vice President at Oracle, overseeing M&A activities, shaping product strategies, and co-founding Oracle’s Vertical Industry labs. His industry knowledge and breadth of experience across teams will be a critical asset as Contruent grows, innovates, and transforms projects for clients globally.