Bruno Berti, Senior Vice President of Products at NTT Global Data Centers Americas, discusses the company’s global growth. (Photo: NTT GDCA)
The growth of the Internet economy has been a global phenomenon that requires digital infrastructure all over the world. Data center operators have expanded their operations to meet this demand for IT capacity.
“The growth is everywhere,” said Bruno Berti, senior vice president of products at NTT Global Data Centers Americas (GDCA). “It is global. We have seen a huge increase in our European business. We are seeing huge demand in the Americas, but also in Asia and India. It is an unprecedented amount of demand.”
Managing data center demand worldwide was a major strategic goal behind the creation of NTT Global Data Centers, which brought together 28 IT brands owned by NTT Communications, including data center providers RagingWire, e-shelter, Gyron, Netmagic and NTT Nexcenter. and Digital Port Asia. The combined company is the third largest global data center company, after only Equinix and Digital Realty, with 6 million square feet of data center space in 20 countries.
DCF Editor Rich Miller recently spoke with Bertie about NTT’s global data center operations. Here is the video of our conversation, produced with NTT Global Data Centers Americas:
a copy the same as orgenal:
Rich Miller, Frontier Data Center: We’re talking about the dynamic changes we’re seeing in the market for data centers and cloud computing, and my guest today is Bruno Berti. The digital economy has truly become a global growth story. What does the global nature of Internet growth mean for NTT? How do you work with that as a company?
Bruno Berti, Senior Vice President of Products at NTT GDCA: One of the things that surprised us all is that digital transformation was already happening, but I think the pandemic has really accelerated that to a level none of us expected. He was one of the first types of customers who really saw themselves as superusers. They’ve started looking for group hosting providers to really help them out with some of this capacity glut, as we call it, which they weren’t expecting.
And this glut was not only in the Americas, it was global. One of the things we started to see was[super customers]buying more space around the world, because companies like us that were global in nature had power in the markets they were looking for. Although the superstars recognized this earlier, enterprise companies are starting to see it now. We don’t expect any of this demand to slow. We’re actually seeing this happen globally most likely in the next few years at least.
Rich Miller: Some analysts say the US has been at the forefront of the Internet and global growth. In what areas have you seen significant activity and interest in data center capacity?
Bruno Berti: Capacity and growth are everywhere. It is global. We have seen a significant increase in our business in Europe. We are seeing great demand in the Americas, but also in Asia and India. It is an unprecedented amount of demand being captured in these markets. Once you’re with someone, if you make it easy, if you have consistency, if you have a mechanism where you can add additional services – not just in the Americas, but globally – it speeds up that demand and actually makes it easier and faster to Companies do business with us. In the markets where we build our data centers and have the capacity, we see this demand being absorbed at an even greater rate. So we’re doing more land banking, we’re looking at bigger campuses, and we’re also looking at bigger buildings to be able to accommodate this huge growth and demand globally, as well as institutional demand.
Rich Miller: How does this global growth fit in with the way customers consume capacity? The demand from multinational customers seems to be really exploding.
Bruno Berti: Most of the clients we deal with are global in nature and we serve their global needs. But what we notice is that some companies that are not really global are accelerating their demand to reach global markets. So having that capacity and global footprint was really a major differentiating factor. The only thing that differed from some of our competitors is that we started with four regional companies of the best kind who really knew what those markets were like. right? So there was RagingWire in the Americas, we have equivalents in Europe and India in Asia-back, and we know those markets very well.
What NTT has done is to globalize the best regional companies in terms of breed. Unlike some of our competitors who are expanding outside their territories, we are already in those areas. So that kind of allows us to operate locally and really cater to those regional markets, but then we think globally and make sure we cater to all the global needs of those clients as well.
Rich Miller: I’ve talked about how quickly some of these universities are filling up with some of these fast-growing international markets. What do you foresee for the future of global growth and how can NTT’s capabilities and resources enable you guys to meet some of the demand?
Bruno Berti: In the past we used to build 8 MW buildings, then 16 MW buildings. Now 36 MW is our smallest building. We’re not talking about buildings anymore, Rich. When we enter a new market, when we are really looking to expand, it always starts with the campus methodology. The other piece, which is really a very big differentiator for NTT, is that NTT is really well known as a telecom network provider. In addition to having those campuses and buildings and capacity, there is also the interconnection between all of these data centers and the ability to provide that interconnectivity to clients and not have to think about them separately.
Rich Miller: You mentioned the importance of campus strategy. How does this work? I imagine these are multiple buildings. How do you deal with that?
Bruno Berti: For people who may not be familiar with the campus approach, it’s no longer a matter of taking a vault and figuring out where the shelves go. It’s really taking that campus and finding out where the proper build should go, where’s the retail, where’s the wholesaling, and where’s the super-capacity or buildings? It made my work more fun and somewhat more complicated. I’m dealing with complex 3D Rubik’s cubes rather than just 2D “Where do the shelves go”? It was a huge transformation for us, and NTT really who – which A global player that allows us to better facilitate those needs.
Rich Miller: Really sounds like a lot of fun, and a huge challenge. There are a lot of things happening in the world of technology, and digitization is bringing a lot of new ways to do just about everything. As the product owner, what do you see on the horizon and how do you think about what kind of products and services you can offer to your customers to try to help them serve their global audience?
Bruno Berti: Now we’re talking about new cooling technologies – in fact we’re talking to customers about putting liquid in their chips. We haven’t done that before. Now we already have solutions to do that. Sustainability just meant being more efficient to save us money. Now we’re really doing sustainability to really make a difference and offer different solutions. We cater to these types of needs, and also look into different power distribution technologies. We’re used to offering the 208/120 (for those outside geeks, that’s just standard power). Now our customers want 480 direct feed from our medium voltage transformers. So it’s really game-changing, and technology is already driving some of these changes that we’re seeing inside the data center.
We actually had one customer who didn’t want his gear in the rack. We had to come up with a rack-based solution for them because it was more dense. But then we had to figure out how to fit this (setup) to make sure we didn’t mix cold air and hot air, and we were able to cool their servers.
These are things we haven’t thought of before, but they are really changing the industry. A lot is going on. There is a lot of change to try to get around you.