D E E P D I V E clarity and urgency around it, and we’ re seeing that shift play out firsthand in our projects.
What do you currently identify as the major areas of investment in your industry?
We’ re seeing a huge influx of traditional property investors – companies that used to focus on hotels or office buildings – turning their attention to data centres. They see that if you can secure the power and the right location, you’ re almost guaranteed to sell that space. The returns are just that compelling.
Beyond the real estate, there’ s the investment in AI infrastructure itself – massive spending on GPUs and cuttingedge compute. Supporting that requires the next generation of cooling and companies like ours are seeing that reflected in the market. It’ s a multi-tiered investment cycle: from land, to servers, to the cooling that keeps it all running.
What are the region-specific challenges you encounter in your role?
Regional dynamics play a huge role. In the US and the Middle East, manufacturing in Texas gives us a strong advantage because we can meet‘ Made in America’ or‘ US-aligned requirements. But in India, for example, local regulations require a certain percentage of the unit to be made there, and that can be a real barrier to companies without the right partnerships.
Tariffs are another challenge. In Thailand, for instance, if tariffs snap back into place, US factories could be facing 75 % retaliatory tax on imports overnight, which instantly makes single location factories uncompetitive. It’ s a delicate
balance between managing costs, navigating trade issues and ensuring we have the right partnerships on the ground to serve diverse markets.
What changes to your job role have you seen in the last year and how do you see these developments in the coming months?
When I joined LiquidStack, we were purely a two-phase immersion cooling company. But we realised the market was moving faster in direct-to-chip cooling, so we pivoted – hard. Within a year, we went from a concept on a piece of paper to a product that has multiple certifications and successful deployments globally.
That shift has changed everything. We’ re no longer talking about ideas and prototypes – we’ re selling real, proven solutions. My role now is about driving sales of products that have real traction. That means more pressure, but also more excitement. It’ s no longer about selling the dream; it’ s about delivering reality.
How do you deal with stress and unwind outside of the office?
Running has become a real outlet for me. I’ m not the fastest runner by any means, but it’ s a way to clear my head and sort through work challenges.
On weekends, I rent a barn to work on cars – completely separate from my home office. Being totally absorbed in fixing or tinkering with something mechanical is the only time my mind isn’ t thinking about work. It’ s my complete mental break. �
www. intelligentdatacentres. com 69