Data Center Negotiations | Wolves of Tech Street

It was nearly 20 years ago and I was working on closing a deal for a Frame Relay network with a local hospital in Chicago. My Vice President, Ed, pulled me aside and asked how negotiations were going.  After I explained my strategy, Ed said something that I would never forget.  “Look Kevin, our clients are your neighbor, your relative, your friends and if they’re not, then I can assure you that they are the neighbor, relative or friend of another member of our team.  As a result, I expect you to be honest and straightforward and to document everything that you are offering them to ensure that there will be no question that you have always done the right thing for our client.”

In stark contrast to my original experiences, here is what many of us are more likely to hear when discussing sales strategy on data center negotiations with senior sales management.  “Tell them whatever they want to hear and don’t say no to anything.  More importantly, don’t put anything in writing.  We can work around most of these points during contract negotiations.”

Tell them what they want to hear Kiamesha Global, LLC


Is it possible that we have seen a dramatic shift in sales negotiations strategy over the last 2 decades, and if so, what might be the cause?  There are a several possibilities.  In June 2013 the Ethics Resource Center published a new study that showed unexpected and disturbing findings that may portend a future downward shift in business ethics.  The new report titled Generational Differences in Workplace Ethics examines the differences in attitudes toward ethical issues among four generational groups.  Most importantly, the report states that younger workers are significantly more willing to ignore the presence of misconduct if they think that behavior will help save jobs.  “Willingness to ‘let the ends justify the means’ seems to have a strong inverse correlation with age,” according to the report.

Other studies have also shown that the reason unethical behavior occurs is because of the absence of punishment for committing the act (Zey-Ferrell and Ferrell). Individuals are more likely to participate in unethical behavior when they are rewarded for the conduct. Sales, which provides direct rewards in the form of commissions for sales closed, is highly susceptible to this type of behavior. This especially true if sales management supports and encourages an attitude of “whatever it takes” to close a deal.

While it is easy to speculate on the causes of this behavior, in most situations the individuals involved didn’t actually believe that their behavior was unethical.  They believed that their behavior was more indicative of persuasion than manipulation. I believe that it is more likely that they fell into a psychological trap of obedience to authority which overrode their own judgment on the matter.  The end result of this particular type of behavior is that the buyer is left with incomplete or incorrect information on which to make their decision.  This could easily lead to poor decision making which create a huge risk to the buyer’s organization and to their own careers.

Whatever the case, I believe this type of behavior  is cause for concern among those of us who need to make decisions regarding the acquisition of new technology. For me personally, this concern became a major influence in my recent decision to pursue a second career in consulting with Kiamesha Global. We will seek to find ways to avoid this dilemma in future discussions here at Kiamesha Global.

Data Center Disco Fever

Colocation by definition is simply placing more than one party together within a data center facility.  What we are seeing today discothough is far from organizations just being neighbors sharing power and cooling infrastructure.  Leading colocation firms are increasingly embracing the power of interconnection and collaboration on their own campuses in what I like to call “The Disco Ball Data Center”.

The Disco Ball Data Center is all about making a colocation facility a dynamic platform with rich amenities that include not Vance Mcdonald Jersey just the diverse connectivity that carrier neutral sites are well known for but also multiple options of direct connect technology services.  Such facilities then become much more valuable than just the often Spartan and utilitarian purposes of their technical designs.  Being able to connect to your service providers and your customers directly within the same building or via an interconnection platform between sites in separate geographies can have major performance and financial benefits.

With the invisible Disco Ball above head, organizations looking to provide great end user experience can really get down together dancing to the sweet music of efficiency and effectiveness.


[big_title2]How did this dance get going?[/big_title2] 

Connectivity and Colocation Veteran Kevin Knight and VP of Consulting Services for Kiamesha Global, [icon name=”linkedin” size=”18px” link=”″] has been in the middle of the developments and really paints a great historical picture of how we arrived at this point.

“With recent announcements like the Equinix / Net App Hybrid Cloud Partnership becoming an almost daily occurrence, interconnection is clearly the hot topic in the colocation world.   What many in Vance Mcdonald Authentic Jersey the industry may not be aware of is that interconnection has for many years, been one of the driving forces behind the development of colocation as we know it today.

Many legacy colocation facilities, like 120 E. Van Buren in Phoenix, AZ, started out as interconnection points during the AT&T divestiture.  In order to provide court ordered interconnection to new inter-exchange carriers, AT&T allowed the new IXC’s to connect at designated locations in major hubs around the country.   Later, many of these buildings Vance Mcdonald Womens Jersey were sold to companies like Digital Realty and Equinix to be used as network neutral collocation facilities which then provided their clients with a vast array of carriers to choose from.

fThe development of internet exchanges provided for a different type of interconnection.  Through the efforts of former Digital Equipment Corporation employees like Jay Adelson (who then went on to found Equinix) and Al Avery, in 1996 the Vance Mcdonald Youth Jersey Palo Alto Internet Exchange (PAIX) was created.  The PAIX facility was established as the first major carrier-neutral Internet exchange point, providing connectivity from multiple fiber providers.  PAIX is now owned by Equinix.

Not long after the dot com bust we also saw the creation of financial exchanges in colocation facilities.  As electronic trading moved away from T1 connectivity in favor of low latency, proximity based trading, we saw the organic growth of financial exchanges in facilities such as 350 East Cermak in Chicago. A major impetus to this occurred in late 2000 when the Chicago Mercantile Exchange implemented an open access policy that allowed clients to trade directly on the CME Globex platform which then resided at 350 East Cermak.  This meant that their clients no longer were required to route their trades through a broker over the telephone allowing for the first direct on-line trading.   The site also allowed for trading companies, clearing houses, market date feeds, exchanges and other partners to collocate and interconnect in close proximity and in Vance Mcdonald Kids Jersey a secure environment freeing them from managing their own data centers and obtaining connectivity via carrier networks.”


[big_title2]It took time for customers to warm up to the dance[/big_title2]

Adam Myers [icon name=”linkedin” size=”18px” link=”″], President of Telesource Communications Inc. ( sheds further light on how the Disco Ball Data Center came about.

“When Telesource opened our doors in 1997 providing carrier neutral solutions the overwhelming majority of our customers operated exclusively in-house data centers and went it alone in terms of managing their own interconnections to providers and customers.  While the original telco data centers provided some advantages over the in-house solution they were deficient in terms of power and cooling facility infrastructure as well as diversity of access.

Over time we have seen a proliferation of highly focused data center operators offering enterprise high availability and carrier diversity.  Customers are now leveraging these platforms in a way that is light years ahead in terms of overall efficiency from just 10 years ago.  With the rise of a multitude of Infrastructure and Software as a Service Providers the model of the carrier neutral data center can no longer be avoided by the enterprise or service providers themselves looking to stay competitive in the marketplace.”


[big_title2]Where does the party go from here?[/big_title2]

It looks like the Disco Ball Data Center is just getting going and the only thing certain is that further change is ahead of us.  So while the server, network, storage and facility technologies will surely evolve and amaze – an ever more vibrant and dynamically connected, collaborative platform is surely the path forward.  Those that choose not to follow it and continue to stay out of the dance may find it increasingly difficult.

[INFOGRAPHIC] Casualties of Cloud Wars

[big_title2]Cloud Wars Ignore Customer Casualties According to New Study[/big_title2]

 iland, a leading enterprise cloud infrastructure provider, announced the findings of a new global survey conducted by Enterprise Management Associates (EMA) and commissioned by iland. The survey asked more than 400 professionals across the United States, Europe and Asia-Pacific to share their experiences with IaaS providers and revealed that Roger Craig Jersey while tech giants fight cloud wars, customers are suffering from overwhelming cloud failure rates and multiple unexpected challenges.

“Stories about successful cloud implementations are captivating, but the reality is that cloud is more complex than many news headlines make it out to be,” said Dennis Drogseth, vice president, EMA. “Companies must be self-aware. Unless they have an experienced staff that can manipulate the mass-market systems of the big providers, they should seek cloud vendors that take a different, personalized approach.”


[big_title2]Key survey findings put spotlight on adoption trends and unexpected challenges[/big_title2]

  • Respondents used an average of three cloud vendors, indicating an ongoing effort to find the “right” cloud Roger Craig Authentic Jersey solution, risk mitigation policies that require the diversification of providers, department-level fragmentation, and no pressing need to standardize on a single Roger Craig Womens Jersey vendor.
  • In addition to commonly discussed cloud benefits like cost and rapid scalability, 49 percent of respondents view disaster recovery as a key advantage to hosting workloads in the public cloud.
  • Customers of VMware vCloud-based service providers report the highest success (67 percent) and lowest failure rates (33 percent), defined as stalled or unsuccessful (tried but failed) adoption.


SEE INFORGRAPHIC OF SUMMARY FINDINGS HERE:  Casualties-of-Cloud-Wars-infographic


[button url=”” target=”_blank” color=”skyblue” size=”medium” border=”true” icon=””]Download the White Paper[/button]

About iland

With Roger Craig Youth Jersey data centers in the U.S., U.K. and Singapore, iland delivers proven Roger Craig Kids Jersey enterprise cloud solutions that help companies do business faster, smarter and more flexibly. Unlike any other provider, iland’s technology and consultative approach mean anyone–regardless of expertise, location or business objective–can experience the benefits of a hassle-free cloud. From scaling production workloads, to supporting testing and development, to disaster recovery, iland’s secure cloud and decades of experience translate into unmatched service.  Underscoring the strength of its platform, the company has been recognized as VMware’s Service Provider Partner of the Year, Global and Americas. Visit

Masters of the Deep

 In the aftermath of the START-II arms control treaty, some of the USA’s nuclear-powered  Ohio Class SSBN nuclear missile submarines were converted to become long range conventional Ray-Ray Armstrong Jersey strike and special operations SSGN “Tactical Tridents.” Their 24  Trident II D-5 nuclear ballistic missiles were removed and replaced with up to 154 Tomahawk cruise missiles, plus Ray-Ray Armstrong Authentic Jersey space in the sub for 66-102 Special Forces troops.


In the aftermath of dwindling profit margins based on supporting a legacy direct sales model in the late 1990’s, all the major IT, Telecom, Datacenter and Cloud companies either revamped or started their indirect, Channel Partner programs. With greatly reduced overhead and shifting focus from direct to Channel Ray-Ray Armstrong Womens Jersey Programs, service providers have been able to concentrate on Ray-Ray Armstrong Youth Jersey product innovation, service delivery and customer service.

Channel Partners are the new masters of the IT-Telecom marketplace in Ray-Ray Armstrong Kids Jersey providing neutral design, procurement, project management, implementation and on-going management services. By utilizing a Channel Partner, you’ll be able to focus on your core business and accomplish your mission.




The Fitness Mentality for IT Environments

The Fitness Mentality for IT Environments

Many of us pushing our grey matter to the limit in the fast-paced Information Technology World struggle to keep the pounds from accumulating around our midsections as we spend so much of our time and energy in strategy meetings, white-board sessions and punching away at our keyboards, tablets and smartphones.  Not easy to keep in Thor-like condition with all this going on.

What about our IT environments themselves?  Despite our best efforts and intentions are we doing what we should to keep them toned and in peak condition?



[big_title2]Flab in the Facility[/big_title2]

If you are running your own in-house data center it can be tough to keep it in Rashard Robinson Jersey shape.  With concerns over power and cooling capacities and redundancies, oversizing power and cooling infrastructure commonly leads to permanent bloat and overspend both in capital and operating expense.  Pre-planning everything out for facility needs in a modular fashion ahead of time is the best way to achieve high efficiency but you really need to have pretty sizeable scale to go that route.

Even running in super-efficient colocation facilities it is very common to see extra weight and Rashard Robinson Authentic Jersey simply wasteful spend in contracts.  Colocation customers concerned about not having enough to accommodate future growth all too often buy far too much up front versus negotiating flexible, scalable terms with their provider.  Why pay now for something that can be contractually guaranteed in the future?


[big_title2]Belt-Busting Infrastructure Sprawl[/big_title2]

Infrastructure Management Veteran, David Feller [icon name=”linkedin” size=”18px” link=”″] knows full well the challenges of keeping the physical infrastructure from getting out of hand.

“The challenges of addressing planned and unplanned business requirements make it very easy to over purchase if you are not diligent.  Faced with unclear growth requirements, building in additional infrastructure capacity is the path many businesses choose to take.  It is not as simple as saying ‘take it to the CLOUD and use the scalability of that solution’.  Many times business drivers and business returns make that option unavailable, and for legacy systems that are often ‘business critical’, that move is not a short term solution.”

Another decision that an organization must weigh is whether to continue with a particular hardware roadmap (vendor growth path), and what technology decisions that path requires.  When and how that vendors’ changes affect your current capacity and growth strategies can contribute to premature /over purchasing of current technology.  However, changing a technology direction often contains hidden costs for an organization.  Neither of those additional costs are something that an IT Director or CIO wants to occur, and it highlights the criticality of technology upgrades/changes must be made as a business decision, not an IT decision.

Working with a colocation vendor and network providers to have scalable terms is the preferred method that we found for our solutions.   Regardless of those terms, it is essential to have short, medium and long term roadmaps for your computing direction/facilities, and to engage the heads of business units as a partner in the decision making.  If you treat this as a project, then having a business leader as the champion of the facilities project helps to ensure the alignment necessary, and the delivery of services in a cost effective Rashard Robinson Womens Jersey manner.”


[big_title2]Empty Calorie Consumption in the Networks[/big_title2]

Adam Myers [icon name=”linkedin” size=”18px” link=”″], President of TeleSource Communications, Inc. ( has seen all sorts of simply unfit and inefficient networks in his over 17 years of helping customers procure, implement and manage the right network solutions.

“Since we started in 1997, we continue to see waste build up in the network services marketplace.  From over-purchased, under-utilized capacity, to legacy services still billing that are no longer in use by the customer or their network, excess often represents 20-30% of customer spend.  Getting rid of this low-hanging fruit, is just the beginning.  Once you’ve trimmed the waste, you’ll be able to focus and use resources on other areas that can produce tangible benefit to the business.”


[big_title2]Getting the right Mindset[/big_title2]

So whether it Rashard Robinson Youth Jersey is keeping those extra pounds off our own midsections or helping keep those IT environments in shape it really all starts with acceptance that there is a problem that we have the power to solve.

Having great communication and collaboration with the business units to help us understand what Rashard Robinson Kids Jersey our IT environments will need to produce is where it starts.  From there making sure that all IT stakeholders understand that being efficient at all levels is going to help us get more and do more for the users we serve and ultimately ourselves.