We ‘Deep Dive’ with Brandon Oliveri-O’Connor, Director at EMEA, who tells us about the bustling data centre industry, his experiences and life inside and outside the office.
What would you describe as your most memorable achievement in the data centre industry?
I’m very new to the data centre industry and thankful to be a part of it.
That being said, it would be remiss not to call out the pivotal moment that opened my eyes to the industry and the opportunities ahead of us all – Procore being chosen as a trusted partner for one of the largest data centre owners/operators in Europe, Middle East and Africa (EMEA). We know that the increased demand for data centres puts huge pressure on data centre operators and developers, with the build being an exceptionally complex operation, leaving no scope for error or supply chain hitches.
This partnership has therefore helped us understand how construction platform technology can help address these challenges, reduce miscommunication, errors and rework; eliminate delays and provide a consolidated view of the entire project. Consequently, this has allowed us to expand our skillset and unlock high-value potential for data center projects. I am so proud to be part of such an agile and fast-growing team.
What first made you think of a career in technology/data centres?
Born and raised in Silicon Valley, I have always been fascinated by technology. Living in the global centre for innovation, a career in technology was really the only thing I ever considered. Having links to some of the most iconic names in the tech sphere, including Steve Jobs and Steve Wozniak, my time studying at De Anza College in California allowed me to witness how technology will shape our future.
Over my career, I have seen how the data centre industry has evolved rapidly. This need for data and an increasing reliance on technology is what’s driving data centre demand – it is also what can help developers meet it. With platform technology, the industry can better collaborate and make smarter decisions to meet compressed timelines, manage highly complex projects and deliver successful data center projects safely, on time and within budget. Being part of this success reinforces why I joined the technology sector.
What style of management philosophy do you employ with your current position?
I believe you tend to learn your management philosophy from prior leaders: you can either choose to replicate them or commit to the opposite. Fortunately, I have worked with some incredible leaders that practiced servant leadership. Through building a career by taking on roles that stretched me, I believe that experience gaps can be filled through osmosis by learning through incredible partners. As I look to hire great people, I take personal responsibility for providing them with the tools they need to do great work. My core leadership values include: empowering, approachable, rational and nimble. Linking back to servant leadership, building a strong bond from day one is critical. I need my team to know they can come to me for anything, both personal and professional.
What do you think is the current hot talking point within the data centre space?
In the past, data centre builds have tended to be more speculative; well-positioned sites with the right connectivity and a competitive offering were unlikely to remain empty for long.
While this is still a familiar model, current demand is coming from customers contracting for capacity in advance. This is imposing a new set of challenges for data centre developers as the speed of deployment is usually critical and penalties for late delivery are likely to be punitive. As shown in our recent report with TechUK, the industry is increasingly investing in technology that can help solve collaboration and provide visibility of project performance. Single platform technology ensures that complex projects are fully coordinated, with real-time oversight of multiple activity streams – minimising delays and risks in the construction process.
How do you deal with stress and unwind outside the office?
At Procore, the only constant is change.
This is especially true in a rapidly growing region within the business. I try to manage stress proactively rather than reactively. Keeping stress at a steady baseline, rather than waiting for it to build up, is something I constantly work on.
I am a big fan of being in control of my workday as I am working internationally. Therefore, I spend a considerable amount of time optimising my calendar and who I meet, when and how consistently. Building in time for unplanned initiatives is something I’d highly recommend. I also try to avoid emails and notifications after 6pm (unless an emergency) as time-zone differences make it hard to get away. Additionally, I do not allow notifications on my phone ever. My team knows how to best reach me in emergency situations.
Most importantly, close family and friends are very important to me and I enjoy spending quality time with them over good food! I do not feel fulfilled unless I have this on a weekly basis.
What do you currently identify as the major areas of investment in your industry?
Realising and unlocking the true value of data in construction.
While this aspect of the industry is not new by any means, this is still the most major area of investment in nearly all technology industries. Although we’ve been collecting data for decades, most has been unusable due to limited access to suitable technology and tools. Demands in the technology sector are increasingly stringent: speed to market is a key measure of competitiveness, meaning construction must be streamlined – missing delivery dates isn’t an option.
As we move forward, we need to make data work for us. The more data that is captured and analysed, the more accurate predictions about the future become. This results in a greater level of insight that can be used to create new solutions, optimise processes, ensure projects are delivered on time and budget and ultimately create a smarter future for construction.
What are the region-specific challenges you encounter in your role?
I am responsible for EMEA which means the biggest challenge I encounter is optimising the business, product and team for all the unique regions within EMEA. This is something I thrive off. Being a lifelong learner, I enjoy understanding how our business has to adapt and transform to meet the needs of our employees and customers in different regions. Bringing together different cultures from across EMEA into a core functioning team has created a high-performing and rewarding culture.
What changes to your job role have you seen in the last year and how do you see these developing in the coming months?
Like all sectors, the world of remote working and leadership has been a significant hurdle we’ve all faced.
Over the past year, I’ve hired three leaders that I’ve not yet had the privilege of meeting in person. Linking back to my earlier points, building a strong bond with all colleagues is important to me. A default way for me to do this is through great meals and exercise (over Zoom is just not the same!). However, I see this changing in the coming months as travel starts to open up and I look forward to a hybrid working environment.
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