Read the original article on Authority Magazine here
Strategic Site Selection: Using a holistic approach to site selection that considers power availability, regulatory environments, and local economic impacts. An example is our recent project in North Carolina, where we identified a site that perfectly balanced these factors, leading to a successful deployment for our partner.
Inan age where industries evolve at lightning speed, there exists a special breed of C-suite executives who are not just navigating the changes, but driving them. These are the pioneers who think outside the box, championing novel strategies that shatter the status quo and set new industry standards. Their approach fosters innovation, spurs growth, and leads to disruptive change that redefines their sectors. In this interview series, we are talking to disruptive C-suite executives to share their experiences, insights, and the secrets behind the innovative approaches they are taking to disrupt their industries. As part of this series, we had the pleasure of interviewing Scott Jarnagin, Founder & CEO of Caddis Cloud Solutions.
Scott Jarnagin is the Founder and CEO of Caddis Cloud Solutions, a trailblazer in cloud infrastructure services. With over 25 years of industry experience, Scott has a proven track record of bridging the gap between cloud capacity supply and demand. Prior to founding Caddis, Scott led the Global Site Selection team at Oracle Cloud Infrastructure, completing financial modeling and in-depth technical and risk assessments. His extensive background also includes a high-visibility role at Microsoft, where he specialized in global project management, vendor management, and infrastructure as a service. At Caddis, Scott is dedicated to ensuring clients — from hyperscalers to enterprises, cloud infrastructure providers, data center developers, and operators — receive tailored solutions for their diverse cloud infrastructure needs across the supply and demand spectrum. Under his leadership, Caddis has become a trusted partner in the industry, known for delivering innovative and effective cloud solutions, and his expertise and insights continue to shape the industry.
Thank you so much for joining us in this interview series. Before we dive into our discussion about disruption, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Myjourney into cloud infrastructure began over 25 years ago. I initially started in IT infrastructure sales, working across multiple verticals including distribution, manufacturing, and contracting. As my career evolved, I took on roles in global project and vendor management; including serving as a Global TEchnical Program Manager at Microsoft. I also led two teams at Oracle Cloud Infrastructure (OCI): the Global Data Center Project Management team and the Global Data Center Site Selection team, overseeing asset financial modeling and technical assessments.
My experiences at Microsoft and OCI shaped my understanding of the industry’s demands and potentials. The gaps I identified during these roles inspired me to establish Caddis Cloud Solutions, where we bridge the cloud capacity supply and demand gap with tailored, innovative solutions.
What do you think makes your company stand out? Can you share a story?
Caddis stands out due to our comprehensive, end-to-end service model that addresses every aspect of cloud infrastructure development. A story that highlights this is our recent project with a major hyperscaler that faced significant challenges in finding suitable sites for data centers due to power and regulatory constraints. Our team conducted a thorough site selection process, leveraging our deep industry relationships and technical expertise. We not only identified viable sites but also managed negotiations and regulatory compliance, ensuring a seamless deployment for the client. This holistic approach is what sets us apart.
Additionally, we are focused on how the data center model will evolve in the future. We’re working with clients to help solve today’s problems, but also address potential roadblocks that will arise in the future. For example, we’re working outside today’s data center model that relies on the traditional power grid and water cooling solutions, both of which are very constrained. By partnering with Caddis, clients can rest assured that they are receiving innovation solutions that will address those constraints now and in the future.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
The ability to adapt has been crucial. The cloud infrastructure and data center landscape are constantly evolving, and being able to pivot and adjust our strategies is essential. During my tenure at Microsoft and Oracle, I continuously adapted to new technologies and market demands. This adaptability allowed me to foresee market gaps and capitalize on them when founding Caddis. Our work often involves assessing and addressing unique challenges in site selection and data center development, requiring us to remain flexible and innovative in our approach.
Collaboration has been another key trait. Building Caddis required forging strong partnerships and creating a cohesive team. I learned the value of collaboration early on in my career, working with diverse teams at Microsoft and Oracle. A notable example of this is how we approach client projects at Caddis. We don’t just act as brokers; we integrate deeply with our clients, offering end-to-end solutions that encompass technical, commercial, and operational aspects. This collaborative approach ensures that we deliver tailored solutions that truly meet our clients’ needs.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
I’ve never found the execution of job tasks to be difficult — challenging at times, yes, but not difficult. The hardest challenges I’ve faced have been related to personnel or team members. I take hiring, mentoring, and growing team members seriously, and I want to see everyone succeed. There have been times when an individual stopped performing for various reasons, and in an effort to help them get back on track, we’d spend time together reviewing and assessing the situation (the good, the bad, and the ugly). In some instances, it was a bridge too far and ultimately, I had to make the call to let someone go — knowing the impact of those decisions makes it by far the most difficult thing to do as a leader.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. In the context of a business, what exactly is “Disruption”?
Disruption in business refers to innovation and changes that significantly alter the traditional way of doing things in an industry. It often involves adopting new technologies or business models that challenge the status quo, leading to improved efficiency, customer satisfaction, or market expansion.
How do you perceive the role of ‘disruption’ within your industry, and how have you personally embraced it? Is it a necessity, a strategy, or something else entirely in your view?
Disruption in the cloud infrastructure industry is both a necessity and a strategy. The rapid growth in demand for data centers and cloud services requires continuous innovation to stay competitive. At Caddis, we embrace disruption by integrating cutting-edge technologies and sustainable practices into our projects. For instance, we’ve implemented advanced cooling solutions and energy-efficient designs that not only meet current demands but also anticipate future needs.
What lessons have you learned from challenging conventional wisdom, and how have those lessons shaped your leadership style?
Challenging conventional wisdom has taught me the importance of questioning assumptions and being open to new ideas. For example, the traditional view of data centers as merely power-consuming entities is outdated. By promoting the concept of a circular economy within data center construction and operations, we’ve demonstrated how these facilities can contribute positively to local environments. This approach has reinforced my belief in leading with innovation and sustainability at the forefront.
Disruptive ideas often meet resistance. Could you describe a time when you faced significant pushback for a disruptive idea? How did you navigate the opposition, and what advice would you give to others in a similar situation?
There have been many instances in my career where I’ve proposed innovative ideas that required both management and internal teams to shift how they operated. Even something as simple as implementing new communication methods during a project or tracking sales opportunities could create ripples of concern within the business ecosystem. It’s important to listen to and address those concerns.
When introducing a potentially disruptive idea, it’s crucial to allow ample time to educate and promote the change — detailing not only the benefits and the WHY, but also the potential risks. In my experience, this approach significantly improves adoption rates and makes it easier to secure critical buy-in for the project.
It’s also important to recognize that not all changes will be accepted, and that’s okay. It’s not a personal attack on you or your ideas. Rejection can actually be a positive force, prompting you to reflect on whether the timing, tools, or processes were right. It also gives you the opportunity to evaluate whether you fully understand the area of the business you’re trying to change.
Finally, reflecting on how you promoted the change can be valuable. Was there something you could have done differently to achieve a better outcome? Take time to interview the teams and management to understand exactly what caused them to hesitate. This feedback provides critical insights into their priorities, the business’s vision, and the perceived risks, helping you refine your approach in the future.
What are your “Five Innovative Approaches We Are Using To Disrupt Our Industry”?
1 . Circular Economy in Data Centers: The goal is to repurpose waste heat from data centers for local agriculture and heating systems. For instance, in a project in Northern Europe, we used heated wastewater to support a local greenhouse, significantly reducing heating costs.
2 . Advanced Cooling Solutions: Implementing cutting-edge cooling technologies like rear rack & liquid immersion cooling to handle high-density workloads. This not only improves efficiency but also reduces our environmental footprint.
3 . Strategic Site Selection: Using a holistic approach to site selection that considers power availability, regulatory environments, and local economic impacts. An example is our recent project in North Carolina, where we identified a site that perfectly balanced these factors, leading to a successful deployment for our partner.
4 . Collaborative Partnerships: Forming strategic alliances with developers, infrastructure firms and capital partners to enhance our service offerings. Our partnership with a real estate firm in the US allowed us to secure prime locations for data center development, benefiting both our clients and the local community.
5 . Sustainable Power Solutions: Integrating renewable and sustainable energy sources and innovative power conditioning systems into our data centers. For example, we’ve collaborated with energy providers to ensure a stable and green energy supply for our facilities
Looking back at your career, in what ways has being disruptive defined or redefined your path? What surprises have you encountered along the way?
Being disruptive has opened many new opportunities and challenges. One surprise has been the speed at which technological advancements occur and the necessity to stay ahead of the curve. This constant evolution keeps the work exciting and motivates me to continuously seek new, innovative solutions.
Beyond professional accomplishments, how has embracing disruption affected you on a personal level?
Embracing disruption has instilled a sense of resilience and adaptability in my personal life. It has taught me to welcome change and view challenges as opportunities for growth. This mindset has positively impacted how I approach personal goals and relationships, fostering a more dynamic and forward-thinking outlook.
In your role as a C-suite leader, driving innovation and embracing disruption, what thoughts or concerns keep you awake at night? How do these reflections guide your decisions and leadership?
The number one concern that keeps me awake at night is ensuring that we are always prepared for the next big shift in the industry. This reflection drives me to prioritize continuous learning and staying informed about emerging trends and technologies. It also guides my decisions to invest in research and development and to cultivate a culture of innovation within the company.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could start a movement that would bring the most amount of good to the most amount of people, it would focus on creating sustainable communities that prioritize both environmental stewardship and social well-being. At Caddis, we operate with the core values of honesty and integrity, treating our team and clients like family. This movement would extend these values to a broader scale, fostering communities where everyone has access to clean energy, quality education, and healthcare.
In line with our commitment to social responsibility, as demonstrated by our support for St. Jude Children’s Research Hospital, our Mission Mettle foundation aiding veterans and first responders and sponsorship of MK United Football Club in the UK. This movement would also ensure robust support systems for those who serve our communities. By combining sustainability with comprehensive support networks, we can create resilient communities that thrive both now and in the future.
How can our readers further follow your work online?
Readers can follow our work through our website at Caddis Cloud Solutions and connect with me on LinkedIn. We regularly update our platforms with insights, case studies, and news about our latest partnership announcements, projects and innovations.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.
