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1Scan for outdated or missing drivers - takes under a minute2Repair Windows errors before they cause bigger problems3Fix the driver behind crashes, sound loss and screen glitchesBefore investing in data center real estate, establish whether the project can obtain usable power when needed, secure required approvals, finish construction within its budget and schedule, and operate within local water, cooling, and sustainability constraints. Then test the specific property’s leases and tenants, financing, insurance, operating resilience, and likely exit options. Strong sector demand cannot substitute for evidence on those asset-level risks.
Start with the asset, not the market forecast
A data center may be an operating property, a development project, or an investment in a company or vehicle that owns or operates facilities. The risks differ by structure. For a property or project, request evidence about the site, its utility arrangements, approvals, construction, leases, and operator. For an indirect investment, review how the vehicle’s holdings, debt, and operating arrangements expose investors to those same factors. Market reports can identify pressures to investigate, but they cannot establish the condition or prospects of a particular investment.
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That distinction matters because upbeat sector statistics do not answer whether a specific building can be energized, leased on acceptable terms, or sold when an investor needs liquidity. CBRE Research reported that 74.3% of North American data center capacity under construction was already committed in H1 2025. That is a market-level preleasing snapshot, not evidence that a particular project has signed enforceable leases or creditworthy tenants. Likewise, CBRE’s 2025 survey found that 95% of respondents planned to increase data center investment and 41% planned to allocate at least $500 million in equity. Those are intentions reported for that survey year, not completed investments or a return forecast.
Check whether power can actually reach the site
Power is more than a headline capacity figure. Distinguish the site’s theoretical capacity from utility commitments, executed agreements, and power that can actually be delivered at the required scale and date. A project can have a substantial proposed load and still depend on upgrades, approvals, or infrastructure that are not yet complete.
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Ask for evidence of capacity and timing
- What capacity is available now, what is committed, and what remains conditional?
- What is the expected energization date, and which utility, interconnection, substation, or transmission milestones control it?
- Are required grid upgrades identified, funded, and scheduled? Who pays if their scope or cost changes?
- Which party bears the financial consequences of a delayed connection?
- What backup arrangements are in place, and what do they actually support?
Use documents and milestone dates rather than a verbal assurance that power is “available.” CBRE’s H1 2025 North America report identifies power availability and infrastructure delivery timelines as decisive factors in site selection, leasing activity, and pricing. The Bipartisan Policy Center also describes a timing mismatch: data center development can move faster than utility interconnection and grid expansion, creating the possibility that infrastructure commitments do not match eventual demand.
Model a later energization date, not just the developer’s expected date. Determine whether the investment can still be financed and leased under that delay, and whether carrying costs or contractual commitments continue while the property waits. The Bipartisan Policy Center cautions that both underestimating and overestimating the needed buildout of grid and generation infrastructure can have economic and customer-cost implications. Its statement is a reason to test assumptions carefully, not a forecast for any one site.
Map approvals and regulatory dependencies
Build an approvals schedule that covers zoning and land use, environmental review, utility permissions, and any approvals for proposed generation. For each item, identify whether it is final, conditional, appealable, or dependent on a third party. A project schedule is only as dependable as the approvals and dependencies beneath it.
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Regulation and power availability were a leading combined challenge for 39% of the 92 major global investors in CBRE’s 2025 survey. This reports surveyed investors’ views for that year; it does not mean a specific project has a 39% chance of encountering a regulatory or power problem.
Examine on-site generation separately
If the investment case relies on on-site generation to reduce dependence on utility timelines, assess it as a distinct project component. Verify its permits, fuel or other supply arrangements, relationship to the grid, and ongoing regulatory exposure. CREDA notes that on-site generation may bypass some utility delays, but can add regulatory risk and may be less cost-effective than grid power. It should not be treated as an automatic solution to an interconnection problem.
Test construction cost, schedule, and equipment delivery
Review an independent cost estimate, the contingency, procurement status, contractor capacity, and the schedule’s critical dependencies. Confirm the commissioning plan and whether contracts provide meaningful protection if a contractor misses a milestone. Check whether the building could be completed before power is ready, or power could arrive before the facility is ready to operate.
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Pay particular attention to long-lead electrical and cooling equipment. CBRE’s H2 2024 reporting described elevated construction and equipment costs, shortages in generators, chillers, and transformers, and constraints involving labor, permitting, planning, zoning, and supply chains. That report predates this article’s research date and describes market conditions at that time; it does not establish current availability or pricing for a particular project. Obtain project-specific procurement evidence and current supplier schedules.
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Ask what the contingency covers and who funds a cost overrun. Check whether major equipment is ordered, whether delivery dates are contractually supported, and whether substitutions would change capacity, performance, approvals, or cost. A schedule that assumes every delivery and approval arrives on time should be tested against plausible delays before relying on its completion date.
Evaluate water, cooling, and sustainability together
Cooling choices connect a facility’s power needs to water use and local constraints. Assess the water source, rights, restrictions, cooling-system assumptions, and the possibility that local scrutiny or sustainability commitments could require changes during the investment horizon. A cooling design should be evaluated alongside—not independently from—the facility’s power strategy.
The Bipartisan Policy Center emphasizes assessing water and power infrastructure together because cooling choices can shift demand between those resources. CREDA’s report frames data center development as a balance among market needs, adequate power, and sustainability risk. Neither source establishes whether a specific site’s water supply, cooling design, or future obligations are acceptable; those require local and project-level documentation.
Request the assumptions behind the design and identify which local conditions could force operational changes or upgrades. Check what sustainability commitments apply, who is responsible for meeting them, and whether the financial model includes the cost of any required changes. Do not assume that a design acceptable at one location will work at another with different resource constraints.
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Verify tenant demand and lease quality
Review the rent roll and executed leases, then assess the actual contractual protections and tenant obligations. Market-wide preleasing can signal activity, but does not show that a particular property’s tenants can meet their obligations, that leases will remain in effect, or that space will renew.
Request tenant credit information and examine concentration by tenant and ultimate customer. Read the remaining lease terms, renewal options, expansion rights, termination rights, and any security or parent guarantees. Establish which revenue depends on signed, enforceable leases and which depends on expected leasing, future expansion, or a tenant’s ability to take space after construction.
Test a tenant delay, cancellation, or reduced-expansion case against the project’s cash needs and financing. Consider whether a large tenant’s departure or failure to expand would leave the property dependent on a narrower group of occupants. The CBRE figures on market preleasing and investor intentions do not resolve tenant credit, lease enforceability, concentration, or renewal prospects for an individual asset.
Stress financing, operations, insurance, and exit options
Obtain the actual financing documents and model how interest rates, refinancing, maturities, covenants, and additional capital needs affect the investment. In CBRE’s 2025 survey of 92 major global investors, 10% cited debt availability as a top concern. That is respondent sentiment for the survey year, not a forecast of borrowing terms or financing availability for a particular deal.
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Review insurance coverage, limits, exclusions, and the response plan for a power interruption. Examine maintenance needs, capital expenditure assumptions, and the operator’s responsibilities and capability. The available market evidence does not quantify these risks for an individual investment, so assess them from the relevant debt, insurance, operating, and transaction documents rather than inferring them from sector statistics.
Finally, identify plausible buyers or other exit routes and test liquidity under weaker conditions: delayed power, lower occupancy, or higher capital expenditure. A base-case sale assumption is not enough if the investment’s value or marketability depends on milestones that have not yet been achieved. The evidence needed to judge exit options is deal-specific; do not treat general investor enthusiasm as proof of a ready buyer for a particular asset.
Compare opportunities on consistent evidence
When evaluating more than one site or investment, compare them using the same assumptions and document standards. The sources identify risk areas, not a ranking of assets. A common comparison helps reveal when one opportunity has better-documented readiness and when another depends on unresolved promises.
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| Underwriting area | Evidence to compare | Question it answers |
|---|---|---|
| Power readiness | Contracted and deliverable capacity, expected energization date, utility dependency, redundancy, and responsibility for upgrades | Can the site obtain usable power at the scale and time its plan requires? |
| Approvals and delivery | Permit status and conditions, construction schedule, procurement of critical equipment, and contingency | How much of the completion plan is approved, funded, and supported by delivery evidence? |
| Demand quality | Executed versus anticipated leasing, tenant concentration and credit, lease duration, and contractual flexibility | How dependable is the expected rental income under a tenant or leasing setback? |
| Resources and sustainability | Water source and constraints, cooling design, power strategy, local regulation, and upgrade obligations | Could resource limits or requirements change the operating plan or investment cost? |
| Capital and exit resilience | Total cost, financing needs, downside coverage, operator capability, and plausible buyer pool | Can the investment withstand setbacks, and what evidence supports its exit assumptions? |
Turn the review into a go-or-no-go decision
Before committing capital, organize diligence around evidence that could change the decision. For each material assumption, record the supporting document, responsible party, deadline, and consequence if it proves wrong. This keeps a project’s central dependencies visible instead of burying them in a broad market narrative.
- Verify the investment and its documents. Identify exactly what you are buying or financing, who owns and operates the asset, and which leases, utility arrangements, permits, construction contracts, debt documents, and insurance policies apply.
- Resolve critical-path dependencies. Mark the power, approval, equipment, and commissioning milestones that control opening or expansion. Distinguish completed milestones from conditional or expected ones.
- Run downside cases. Assess how later power, a construction overrun, weaker leasing, resource-related changes, or refinancing difficulty affects funding needs and the ability to meet obligations.
- Compare evidence, not just projections. Apply the same definitions to competing investments—for example, distinguish deliverable capacity from proposed capacity and executed leases from anticipated occupancy.
- Decide what remains unverified. If a material assumption depends on future third-party action, an unfinalized approval, or a lease not yet executed, understand that exposure before treating the projected outcome as dependable.
The sector data support a focused diligence agenda, not a conclusion about the merits of any named property, operator, REIT, fund, or jurisdiction. A final investment judgment requires asset-level documentation, and the risks of title, tax treatment, cybersecurity, outage history, and other deal-specific matters also require their own review.
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