The journey from startup to scaleup is both exciting and complex, and from the outset, it was clear to me that an opportunity to work with Kao Data was not only to be relished, but one that doesn’t come around often within the data centre industry. 

To that effect I began working for Kao Data as a Senior Consultant in April 2023, initially on a specific transformation project and then with a broader remit, which included oversight of its development activity. 

Fifteen months later, I passed the audition! And I am both delighted and excited to join the company permanently in the role of Chief Business Officer, with responsibility to optimise Kao Data’s process and reporting infrastructure across all business functions, while helping to refine its development workstreams.

Whilst I was immediately enamoured by the unique and special culture of the company – everyone was very welcoming, friendly and willing to take the time to help me understand the business – it was clear to me that Kao Data was at that sweet spot in its evolution where a company needs to move from a “big, small company” to a “small, big company”. If not immediately obvious, that’s a good thing!   

Understanding the Transition

Kao Data has successfully moved from startup (“let’s build a data centre”) to a high growth scaleup (“let’s build a data centre platform”) and plans are being rolled out, step-by step, for expansion within the UK and continental Europe.

The expansion phase, driven by a need to offer diversity to our customers, requires a strategic focus on investing in process and systems infrastructure to ensure scalability, efficiency, and resilience. Meeting the needs of employees, customers, suppliers, and shareholders becomes paramount, and robust infrastructure is the backbone that will both support and enable this growth.

A “big, small company”, or high-growth startup, typically operates with the agility and close-knit culture of a small business but has grown significantly in size and complexity. As it transitions to a “small, big company,”, and meets the scaleup phase, it begins to adopt the characteristics of a larger enterprise – including more formalised processes, expanded operations, and a broader market presence. 

This evolution, of course, necessitates a shift in how the company manages its operations and infrastructure, and having previously worked as Executive Group Director, Global Switch, Europe, and holding senior leadership roles at Interxion – from its $1bn IPO in 2011 to its $8bn acquisition by Digital Realty Trust in 2020 – my experience has taught me a few crucial lessons along the way. 

The Importance of Process and Systems Infrastructure

Scalability and Efficiency – As a company grows, the volume of data, transactions, and interactions increases exponentially. Investing in scalable systems ensures that the infrastructure can manage this growth without compromising performance is vital.

Automated processes and integrated systems reduce manual intervention, minimise errors, and enhance efficiency. This level of scalability is crucial for maintaining service quality and meeting customer expectations.

Operational Resilience – A robust process and systems infrastructure enhances the company’s ability to withstand disruptions and adapt to changing market conditions. Redundancy, disaster recovery plans, and cybersecurity measures are essential components of a resilient infrastructure. These investments protect the company’s data, ensure business continuity, and build trust with both customers and stakeholders.

Employee Productivity and Collaboration – Efficient systems and streamlined processes empower employees to perform their tasks more effectively. Collaboration tools, centralised data repositories, and automated workflows facilitate communication and coordination across departments. This not only boosts productivity but also fosters a culture of teamwork, collaboration, and innovation.

Customer Satisfaction – Customers expect reliable, high-quality services from their data centre providers. Resiliency is also the name of the game.

Investing in advanced systems and processes enables the company to deliver consistent performance, quick response times, and personalised services. Customer relationship management (CRM) systems, for example, can help track customer interactions, preferences, and issues, allowing for proactive and tailored support.

Supplier and Partner Integration – As the company scales, its network of suppliers and partners undoubtedly expands, requiring more efficient supply chain management systems which ensure seamless coordination, timely deliveries, and cost-effective operations. 

Integrating suppliers and partners into the company’s systems enhances visibility, reduces lead times, and strengthens relationships – something that’s always been crucial for success, and more so in the AI era. 

Shareholder Value – Shareholders seek sustainable growth and profitability. Investing in process and systems infrastructure drives operational excellence, reduces costs, and enhances revenue generation. Transparent reporting and data-driven decision-making provide shareholders with confidence in the company’s strategic direction and financial health.

Where to Start

The journey from startup to high growth scaleup is marked by significant change and transformation. Investing in process and systems infrastructure is critical to navigating this transition successfully. 

The good news is that Kao Data is starting from a position of strength – as a provider of critical national infrastructure and with a platform engineered for AI, it already has robust and world-class operational processes and related ISO accreditations. Additionally, we’ve also invested in proven and established cloud platforms such as Salesforce and Oracle Netsuite, ensuring the building blocks are already in place.

However, in a sector as fast moving as data centres, change is constant and there are always demands on processes to perform faster, smarter, and more cost-effectively. Kao Data is no different.

The emergence of AI to complement and enhance cloud infrastructure offers innovative opportunities to further improve both internal and external processes, which given Kao Data’s “engineered for AI” heritage, I know the company is keen to embrace.

Whilst there are no burning issues, listening and consulting with our employees will help to identify and prioritise process bottlenecks and address any potential concerns.

As Chief Business Officer, my focus will also embrace our culture of continuous improvement, ensuring our existing processes are built upon, and leverage the functionality of our systems in a complete and holistic manner. 

Gradual but incremental improvements over time rather than a “big bang” approach is essential, taking employees on the journey and maintaining the cross-functional relationships that have delivered past success.

Further, by focusing on developing new processes enabled by systems that are scalable, efficient, and resilient, Kao Data will continue to meet the evolving needs of its employees, customers, suppliers, and shareholders. 

This will provide the infrastructure for sustained growth, innovation, and industry leadership… and potentially another exciting inflection point for Kao Data in 15 months’ time.