Do not commit capital until you can prove, with project-specific documents, that the facility will receive power when promised, be built within a credible cost and schedule, attract creditworthy tenants on enforceable terms, and still produce acceptable returns after realistic downside cases. Sector forecasts and investor enthusiasm can frame the opportunity, but they cannot validate a particular site, lease, utility agreement or budget.
Use the framework below to move from a market story to evidence-based underwriting. Treat every market statistic as context only, and keep geography, reporting period, facility segment and measurement scope attached to each number.
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Start by defining exactly what you are buying
“A data center investment” can mean very different exposures. Before reviewing returns, write a one-page description of the asset, the investor’s ownership interest and the point in the development cycle. Identify who owns the land, building, electrical equipment, generators, cooling plant, network infrastructure and tenant improvements. List costs that are outside the asset-level budget, such as tenant equipment, utility upgrades or off-site transmission work.
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|---|---|---|
| Stabilized operating facility | Completed building with operating contracts and in-place tenants | Tenant credit and renewal, operating performance, equipment replacement, power reliability and exit valuation |
| Powered shell | Site and building with power capacity arranged, but limited tenant fit-out | Lease-up, tenant-specific design, fit-out capital, delivery acceptance and timing of revenue commencement |
| Greenfield development | Land, planning and construction program before operations | Site control, permits, utility interconnection, construction cost and schedule, financing and leasing risk |
| Hyperscale build-to-suit | Purpose-built capacity developed to a major user’s specifications under a long-term lease | Single-tenant concentration, counterparty credit, specification changes, completion tests, delay remedies and residual value |
CBRE Investment Management distinguishes development strategies from approaches that avoid operating exposure but give up recurring cash flow and potential valuation upside. Its description of hyperscale build-to-suit also emphasizes construction to a major user’s requirements under a long-term lease. Confirm which party bears each obligation rather than assuming the label determines the risk.
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Use market data as context, not as proof of project viability
Commercial market research can show that capital and demand are active, but it does not establish that a proposed project is correctly priced or deliverable. CBRE’s 2025 survey of 92 major investors worldwide found that 95% planned to increase data center investments in 2025. The survey also reported that 41% expected to allocate at least $500 million of equity to the sector in 2025, up from 30% in 2024. Those are investor intentions, not commitments to your project.
The same survey found that 39% cited regulation and power availability as the top investment challenge in 2025, compared with 10% citing debt availability. CBRE summarized the shift this way: “Regulations/power availability replaced availability/cost of debt as the biggest challenge to data center investment this year.” Use that finding to prioritize diligence; do not treat it as evidence that a particular utility can serve your site.
Keep vacancy statistics in their original geography and period
| Statistic | Geography and period | What it can and cannot tell you |
|---|---|---|
| 2.8% average vacancy | Primary U.S. markets, based on 2024 conditions; CBRE 2025 outlook | Indicates tight conditions in that U.S. market series; not a current global or project-specific vacancy rate |
| 1.6% vacancy | Primary North American markets, first half of 2025; CBRE H1 2025 report | A separate North American observation and period; it should not be blended with the 2.8% U.S. figure |
When using vacancy, rents or preleasing data in an underwriting model, match the proposed facility’s country, metropolitan area, capacity band, use case and reporting period. A low regional vacancy rate does not demonstrate that your building will lease at the assumed rent or that a tenant will accept capacity on the scheduled date.
Prove that power can reach the site on the required date
Power delivery is often the gating item. JLL’s 2026 Global Data Center Market Outlook states: “Speed to power is the primary criteria driving site selection, followed by community support, latency and proximity to customers.” JLL also reports that in many markets it can take four years or more to extend high-capacity power lines to new development sites. That is a market observation, not a forecast for your parcel.
Request documentary evidence tied to the exact site and project schedule:
- Utility correspondence identifying the serving entity, available and contracted capacity, voltage, interconnection queue position and milestone dates.
- A signed or otherwise enforceable interconnection agreement, including the scope, price and schedule for network upgrades.
- A single-line electrical diagram and engineering study showing how capacity reaches the campus and each building.
- The energization date, conditions precedent, testing requirements and consequences if the date slips.
- Responsibility for transmission, substation, feeder and other grid upgrades, including who pays and whether costs can be repriced.
- On-site generation, battery or other backup arrangements, fuel availability, runtime assumptions and permitting status.
- Rights to the land and easements needed for lines, substations, roads, water, fiber and fuel deliveries.
- Planning, environmental, building, air-quality, water and other permits, with the status of each condition.
CBRE has described projects remaining under construction for extended periods because of power shortages. Therefore, a headline capacity reservation or a regional demand forecast is insufficient. Tie every draw of capital and every lease commencement assumption to an independently verifiable utility milestone. A delayed energization can defer rent while interest, taxes, security and construction-management costs continue.
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Separate genuine tenant commitments from a demand narrative
Build the revenue case from signed, enforceable obligations first, then model uncommitted capacity separately. For every purported commitment, obtain the complete lease, capacity-reservation agreement, letter of intent and amendment history. Record:
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- Tenant legal entity, guarantor, financial statements, credit rating if available and concentration relative to the project.
- Contracted megawatts, usable capacity definition, term, renewal options, escalation and rent commencement.
- Take-or-pay provisions, capacity-reservation fees, deposits, parent guarantees and other payment support.
- Conditions precedent, delivery acceptance tests, commissioning requirements and rights to reject or defer space.
- Tenant-funded versus landlord-funded electrical, cooling, network and security fit-out.
- Expansion, contraction, termination, assignment and change-of-control rights.
- Remedies, liquidated damages, rent abatement and termination rights if power, permits or capacity arrive late.
Classify capacity as signed and unconditional, signed but conditional, in negotiation, or purely speculative. A prelease can reduce leasing risk while leaving construction, power and tenant-credit risk intact. A tenant’s public statement about expansion is not a lease, and a lease contingent on delivery milestones does not guarantee rent if those milestones are missed.
Build a complete cost model instead of multiplying megawatts by one benchmark
JLL forecasts average global data center construction cost of $11.3 million per megawatt for 2026, but specifies that the figure covers shell and core. JLL also says AI infrastructure tenant fit-out can reach $25 million per megawatt. These figures have different scopes: the second is a possible tenant fit-out cost, not an addition that can automatically be applied to every project or workload.
Your budget should reconcile each cost category to a quantity, quotation, contract or documented allowance:
| Cost group | Items to include | Evidence to request |
|---|---|---|
| Site and entitlement | Land, surveys, remediation, grading, roads, drainage, security and permitting | Purchase contract, surveys, environmental reports, permits and contractor estimates |
| Utility and off-site works | Interconnection, substations, transmission or feeder upgrades, easements and utility deposits | Utility agreement, engineering study, upgrade estimate and payment schedule |
| Shell and core | Structure, envelope, floors, fire protection and base building systems | Detailed quantity survey, design drawings, bids and fixed-price or capped contracts |
| Electrical and cooling | Switchgear, UPS, generators, fuel systems, transformers, chillers, heat rejection and controls | Equipment schedules, supplier quotations, lead times, warranties and maintenance terms |
| Tenant fit-out | Racks, busways, cabling, high-density cooling, network, security and customer-specific systems | Tenant design, scope split, allowances, change-order rules and acceptance criteria |
| Soft costs and carry | Design, legal, insurance, taxes, project management, financing fees and interest during construction | Professional-service contracts, insurance quotes, tax advice and lender model |
| Operating reserves | Staff, energy, water, maintenance, spare parts, compliance, security and replacement reserves | Operator budget, service contracts, utility tariffs and lifecycle plan |
Show shell-and-core, tenant fit-out and utility work as separate lines. Apply escalation to the period when each package will actually be procured, and identify equipment with unusually long lead times. Include contingency by risk category rather than one unexplained percentage. Reconcile the development budget to the construction contract, lender budget and lease obligations so that no party assumes another will pay.
Test the schedule against dependencies, not a marketing completion date
Create a logic-linked schedule from site control through commercial operations. At minimum, map design release, permitting, utility studies, procurement, delivery, installation, inspections, energization, integrated systems testing, tenant fit-out and acceptance. Identify activities with no float and dependencies controlled by third parties.
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Ask what happens if the utility date, permit, transformer delivery or tenant design slips by three, six or 12 months. Model the resulting interest, contractor claims, security, insurance, taxes and lost rent. Compare contractual liquidated damages with the actual monthly carrying cost; a nominal delay payment may not cover the economic loss. Require independent confirmation of the critical path before releasing later equity tranches.
Match financing terms to construction and lease-up risk
Review the proposed debt as a delivery contract, not merely as a leverage percentage. Examine loan-to-cost or loan-to-value limits, draw conditions, interest-rate basis and hedging, maturity, extension tests, completion guarantees, cost-overrun support, reserves, covenants and permitted distributions. Determine whether undrawn commitments remain available if the schedule extends.
Build a sources-and-uses model that includes capitalized interest, financing fees, required equity contributions and minimum liquidity. Stress higher rates, delayed rent, a larger cost-to-complete and a refinancing at a wider spread. A loan that works at practical completion may fail if the lender’s completion test requires operating history or tenant acceptance that takes months after energization.
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JLL’s 2025 outlook provides typical sector financing ranges as market context. Those ranges are not a recommended leverage level for an individual proposal. Obtain the actual term sheet, identify the borrower and collateral, and confirm jurisdiction-specific lending, tax and security requirements with qualified advisers.
Underwrite operations, resilience and technical fit
An operating data center is a service business as well as a building. Review the operator’s record for uptime, incident response, maintenance planning, staffing and compliance. Verify that the design supports the tenant’s density, power-quality, cooling, network, security and monitoring requirements; an existing facility cannot be assumed to support a new workload without engineering review.
Resilience and service delivery checks
- Confirm redundancy topology for utility feeds, generators, UPS systems, cooling, network paths and controls.
- Review preventive-maintenance intervals, test procedures, spare-parts inventory and vendor support.
- Assess fuel storage and replenishment, water availability, drought or heat exposure, and discharge requirements.
- Read service-level agreements, exclusions, measurement methods, credits and liability caps.
- Check physical security, cyber controls, access logs, incident escalation and customer segregation.
- Model energy, water, labor, insurance and property-tax costs under realistic tariffs and operating loads.
Obsolescence and reinvestment
Record the expected refresh cycle for electrical, cooling, controls and network equipment. High-density or AI workloads may require substantial tenant-funded or landlord-funded modifications. Separate recurring maintenance from replacement capital, and identify who owns equipment that a tenant installs. A lease term longer than the useful life of major systems does not eliminate reinvestment risk.
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Compare proposals on a consistent scorecard
Use the same definitions and measurement dates for every asset under consideration. A scorecard prevents a fully leased operating facility from being compared with a speculative powered shell using headline megawatts alone.
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|---|---|
| Asset stage and strategy | Is it stabilized, powered shell, greenfield or build-to-suit? What does the investor own? |
| Deliverable power | How many megawatts are contracted, by which utility, with what energization date and upgrade obligations? |
| Market and tenant segment | Which metropolitan area, capacity band, latency requirement and workload are relevant? |
| Lease commitment and credit | What is unconditional, what is contingent, and who guarantees payment? |
| Total cost and schedule | Are utility work, fit-out, carry, contingency and replacement reserves included? |
| Financing | What are the draw tests, maturity, extension rights, rate exposure and completion support? |
| Operations and technical fit | Can the operator meet resilience, density, cooling, security and service-level requirements? |
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Stress-test returns before approving the investment
Run an integrated project model rather than changing one assumption at a time in a static return summary. At minimum, include these cases:
- Power delay: energization moves three, six and 12 months, with rent commencement delayed accordingly.
- Permitting delay: construction start and debt draws move while predevelopment and carrying costs continue.
- Construction overrun: shell, electrical, cooling, utility and fit-out packages each exceed budget by different amounts.
- Tenant non-commencement: a conditional lease fails, a tenant defaults or only part of reserved capacity is taken.
- Lease-up slowdown: speculative capacity takes longer to fill and achieves lower effective rent.
- Financing shock: rates rise, hedging costs increase, covenants tighten or refinancing is unavailable at maturity.
- Exit impairment: capitalization rates expand, buyer underwriting becomes more conservative or sale timing extends.
Show the effect on equity multiple, internal rate of return, debt-service coverage, peak funding requirement and covenant headroom. Identify which protections are contractual—such as guarantees, completion support or delay damages—and which risks remain with equity. The sources do not establish a universal hurdle rate; set the required return from your mandate, liquidity needs, tax position and risk tolerance, then test whether the project clears it in credible downside cases.
Release capital only when evidence clears defined gates
Use staged approvals instead of funding the entire plan on a presentation. A practical gate sequence is:
- Site gate: executed site control, title and easements, environmental review, zoning path and a complete ownership map.
- Power gate: utility studies and agreements, contracted capacity, upgrade scope, payment responsibility and a credible energization schedule.
- Permit gate: material permits issued or conditions documented, with no unresolved condition that can stop construction.
- Design and procurement gate: coordinated drawings, fixed or capped packages where practical, long-lead equipment orders and an independently reviewed contingency.
- Leasing gate: executed agreements, verified counterparty credit, clear conditions precedent, delivery tests and remedies for delay.
- Financing gate: binding debt terms, funded reserves, completion support, rate strategy and covenant model under the downside cases.
- Commissioning gate: integrated systems testing, utility energization, safety approvals, tenant acceptance and operating procedures completed before revenue is treated as stabilized.
Define who can waive a gate, what new evidence is required and whether a waiver increases the return threshold. Preserve an audit trail of assumptions, approvals and changes to scope.
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- Land purchase, lease, title, easement and development-rights documents.
- Utility applications, studies, interconnection agreements, invoices and correspondence.
- Site, civil, structural, electrical, mechanical, cooling and network designs.
- Permit applications and approvals, environmental and water reports, and inspection records.
- General-contractor and major trade contracts, bids, schedules, bonds, insurance and change-order logs.
- Equipment quotations, warranties, delivery commitments and maintenance agreements.
- Leases, reservation agreements, guarantees, tenant technical requirements and acceptance tests.
- Historical operating statements, budgets, energy data, incident reports and service-level records for an existing facility.
- Debt term sheets, commitment letters, hedging documents, appraisals and covenant calculations.
- Tax, legal, engineering, insurance and market reports, each dated and tied to the proposed asset.
Common underwriting mistakes and how to correct them
Using a regional vacancy rate as the project’s lease-up forecast
Correct it by selecting comparable facilities in the same market and segment, then documenting signed commitments separately from available demand.
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Treating a power reservation as delivered capacity
Correct it by requiring interconnection milestones, upgrade funding evidence, an energization date and a remedy for delay.
Applying the shell-and-core benchmark to total capital cost
Correct it by separating shell, utility, electrical, cooling, fit-out, soft costs, financing carry and reserves. Keep the $11.3 million-per-megawatt 2026 global shell-and-core forecast and the possible $25 million-per-megawatt AI fit-out figure in their stated scopes.
Counting a conditional prelease as guaranteed rent
Correct it by modeling each condition, acceptance test, termination right and counterparty support, and by assigning a separate probability or downside case to uncommitted capacity.
Approving leverage from a market range
Correct it by underwriting the actual lender’s draw tests, maturity, reserves, rate exposure and completion definition.
Ignoring technical mismatch
Correct it with an independent engineering review of density, power quality, cooling, network, security, redundancy and equipment-refresh requirements.
What a defensible investment decision looks like
A defensible approval memo can trace every major revenue, cost and timing assumption to a document, name the party responsible for each dependency, and show the result when that dependency fails. It distinguishes global forecasts from U.S. and North American observations, signed leases from market demand, contracted power from eventual capacity, and shell-and-core cost from tenant fit-out.
Refresh local market data and project evidence immediately before committing capital. The available sector statistics are time-sensitive and do not replace legal, tax, engineering, credit or investment advice on the specific asset. If the proposal cannot clear the power, delivery, tenant-credit, cost and downside-return gates, the correct decision is to defer funding or renegotiate the risk allocation—not to fill the evidence gap with a more optimistic market forecast.
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