Over the coming weeks, I will be sharing a series of reflections on the realities shaping digital infrastructure development in the United States. These perspectives come from ongoing conversations with communities, policymakers, developers, investors, and industry leaders navigating one of the most consequential infrastructure build cycles in modern history. As artificial intelligence accelerates demand for computing capacity, the decisions being made today, often at the local level, will influence economic competitiveness, regional growth, and public trust for decades to come. This series is intended to create space for more calm, evidence-based dialogue about how we plan, communicate, and lead through this moment of rapid transformation.

We are living through one of the most consequential infrastructure build cycles in modern history, not dissimilar to the first industrial revolution, and yet many of the decisions shaping our digital future are being made in environments defined by urgency, fear, and ideological polarization.

Digital infrastructure, from AI-ready data centers (AI Factories) to edge computing nodes in your local stripmall, are now central to economic competitiveness, national security, innovation, and quality of life. And still, conversations about development often become binary: pro-growth or anti-growth, pro-environment or pro-industry, local control or national interest.

Reality is far more complex. We are living out a paradoxical dilemma in real-time.

What we are seeing across the United States is not simply opposition to projects. It is a collision of competing priorities: environmental stewardship versus economic opportunity, investor timelines versus civic process, national competitiveness versus local autonomy. These tensions are real. They deserve thoughtful navigation, not reactive decision-making. And when the decisions are polarizing, the complexities are at their greatest.

One of the structural challenges is governance itself. As a former elected official in Westchester County, New York, and after serving two-terms, it is clear as day that Federal policy direction does not automatically translate into local action. As I often say: “Federal mandates don’t mean much when governors and local jurisdictions can simply say no.”

This is not a criticism, it is a recognition of how our democratically designed system works. Infrastructure decisions are ultimately shaped at the state, county, and municipal levels. And many of the leaders tasked with evaluating these developments are doing so without the benefit of neutral frameworks, long-term planning guidance, or consistent industry education.

At the same time, the public narrative around digital infrastructure has become increasingly emotional. Headlines focus on water usage, energy demand, or tax incentives, often without equal discussion of the broader economic and societal value these projects create.

Because a data center is not just a building. It is a catalyst.

Data centers are not just buildings. They are an economic driver across a wide-variety of professional services, hospitality, supply chains, and innovation.

Economic activity begins long before construction starts and extends far beyond permanent on-site employment. Yet many impact assessments still rely on narrow metrics that fail to capture this ecosystem effect.

When you look at impact studies narrowly,  like counting permanent jobs, you miss the enormous economic ecosystem that infrastructure development activates.

This disconnect contributes to mistrust and polarization. Communities feel pressured. Investors feel blocked. Policymakers feel caught in the middle.

What is needed now is calm, evidence-based leadership.

Leadership that can hold multiple truths at once:

• Infrastructure development must be sustainable.
• Communities deserve transparency and engagement.
• Economic competitiveness cannot be taken for granted.

Long-term planning must transcend election cycles.

The work I am leading at the OIX Association and the Digital Infrastructure Framework Committee (DIFC), is working to create practical guidance that helps communities evaluate digital infrastructure within their broader economic vision, not project by project, crisis by crisis.

The goal is not to advocate for development at any cost.

The goal is to enable informed decision-making.

Because when stakeholders are equipped with context, data, and structured engagement models, conversations shift. Fear gives way to dialogue. Polarization gives way to planning. Urgency gives way to intentional action.

In a moment defined by technological acceleration, community leadership may simply need to be able to meet ability with reality. This will ensure that we, as a society, can move forward, together, with clarity.

Learn more about what we are doing at iMiller Public Relations to bridge the gap between industry and community for the digital infrastructure sector, go to www.imillerpr.com.

For information about the OIX DIFC, visit www.oix.org/standards-and-certifications/oix-dif-standard.

The post Calm Leadership in a Polarized Infrastructure Debate appeared first on Data Center POST.

Originally posted on CMOtech.

Every year on International Women’s Day, we celebrate women who have broken barriers, led teams, built businesses, and shaped industries. That recognition is important. However,  it only tells part of the story. What truly advances organizations and sectors isn’t simply the presence of women at the table, but how leadership functions once we’re there.

Leadership is not defined by intent or visibility alone; it is measured by accountability, consistency, and what actually gets done. Though, what truly advances organizations and sectors isn’t simply the presence of women at the table, it’s how leadership functions once we are there and after the meeting ends.

In today’s technology-driven landscape, the pace of change is relentless and the margin for execution errors is thin. Vision may get you invited into the room, but follow-through is what keeps you there.

A critical and often misunderstood aspect of leadership is who we are actually serving. While organizations exist to serve clients and customers, leaders are not successful by focusing outward alone. Strong leaders understand that their first responsibility is to serve their teams by providing them with clarity, structure, and support so that together they can serve clients well.

When leaders fail to support their teams with clear expectations, consistent communication, and accountability, the impact eventually reaches clients. Internal breakdowns always surface externally. Leadership is not about absorbing all responsibility personally; it’s about enabling others to perform at their best.

Accountability needs to be visible every day, not just during performance reviews. Technology offers no shortage of tools to support this: shared calendars, automated reminders, project management platforms, and real-time dashboards. These tools are not optional accessories. In modern organizations, managing commitments with discipline is foundational to trust.

When commitments aren’t kept, it doesn’t just slow progress, it erodes confidence. Across industries, leaders who consistently miss deadlines or fail to communicate reveal a deeper issue: a gap between how work is described and how it is executed. In an era of transparency and digital workflows, “I forgot” is no longer a credible explanation. Leadership requires intentionality.

To continue reading, please click here.

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PTC’26 in Honolulu brought together global leaders shaping the future of connectivity and digital infrastructure. Amid conversations about scale, capacity and next-generation networks, one theme stood out: the growing need to align infrastructure development with the communities it serves. Among the event’s luscious backdrop in Hawaii, Ilissa Miller, founder of iMiller Public Relations and editor-in-chief of Data Center POST, shared how that challenge is shaping her work, and a new industry initiative designed to address it head-on – the OIX Digital Infrastructure Framework Committee. Onsite at PTC ’26, Miller spoke with Isabelle Paradis of Hot Telecom to share how communities are navigating the rapid expansion of digital infrastructure and why a more structured planning approach is urgently needed.

As data centers and digital infrastructure projects proliferate, municipalities are increasingly encountering developments that are far more complex than traditional commercial or residential projects. Power requirements, water usage and long-term resource planning often raise questions and concerns at the community level, leading to hesitation or pushback when local leaders lack clear context or planning tools, slowing projects and complicating conversations with the community.

Drawing on 30  years of experience working at the intersection of infrastructure development and public engagement, Miller explained that the challenge is not opposition to technology itself, but uncertainty and change. For example, digital infrastructure developments, such as data centers, do not impact communities in the same way as housing, or even industrial developments. Yet, many municipalities are being asked to evaluate projects without a framework that reflects those differences. That gap, she noted, is where the industry must do more to educate, engage and partner with local decision-makers in order to be effective.

In response, in September 2025 Miller announced  the Digital Infrastructure Framework Committee through the OIX Association, a nonprofit organization serving the broader digital infrastructure ecosystem of network, cloud and data center operators. The volunteer-led committee is developing a practical planning framework intended specifically for municipalities and city planners. Rather than reacting to individual project proposals, the framework encourages communities to define a long-term vision for technology infrastructure in their communities, assessing what they have today, what will be required to support governments and businesses tomorrow, and how technology can enable sustainable growth over time.

Miller emphasized that the initiative is built around collaboration and real-world expertise. The committee meets every other week and regularly brings in industry specialists to inform the framework, ensuring it reflects how digital infrastructure is actually designed, financed and deployed. The goal is to deliver a draft to market by early summer, giving municipalities a tangible resource at a time when infrastructure decisions are becoming increasingly consequential.

At PTC’26, where global connectivity, data centers and digital ecosystems take center stage, Miller’s message resonated clearly: the future of digital infrastructure depends not only on innovation and investment, but on trust, transparency and alignment with the communities that host it. By helping municipalities better understand what they are evaluating, initiatives like the Digital Infrastructure Framework aim to move the industry toward a more collaborative, sustainable model for growth.

Save the dates for PTC’27 which will take place in Honolulu, Hawaii from January 17-20, 2027.

You can find the full interview here.

The post PTC’ 26: Ilissa Miller on Building a Community-Centered Digital Infrastructure Framework appeared first on Data Center POST.

In the latest episode of NEDAS Live!, host Ilissa Miller welcomes David Bacino, CEO of Symphony Towers Infrastructure, for a candid conversation about the evolution of wireless infrastructure. Drawing on more than three decades in telecom and digital infrastructure, Bacino reflects on a career that has spanned leadership roles with wireless carriers, equipment manufacturers, and infrastructure ownership platforms. He notes that what keeps him energized is the ever‑changing, never‑boring nature of the industry and the fact that people now depend on wireless connectivity every day, whether for voice, data, or rich content.

Episode 64 highlights Bacino’s recent appointment as CEO of Symphony Towers in 2025 following Palistar’s integration of CTI’s towers and national telecom easements portfolio. The conversation also discusses his prior roles as CEO of CTI Towers and President of Melody Wireless Infrastructure, where he helped lead a landmark sector exit. Today, as he oversees roughly 3,000 wireless assets across all 50 states, Bacino is focused on how this platform can support the growing demands of carriers and end users alike.

Building a Hard-Asset Platform for Carrier Needs

Bacino explains that Symphony Towers Infrastructure is fundamentally a hard‑asset business, not a services company. The platform owns towers and rooftop rights that provide physical locations for antennas and radio equipment deployments, giving wireless carriers and other users the critical points they need to build and expand their networks. Backed by Palistar Capital, Symphony Towers operates with a dual mandate: acquire as many financially sound tower and rooftop assets as possible each year, and “lease up” those assets so carriers can use them to their fullest capacity.

A key strategic move discussed in the episode is Palistar’s decision to integrate Symphony Wireless into CTI Towers under the Symphony Towers banner. Rather than having two separate 1,500‑asset entities engaging the same carriers, the combined platform now approaches operators as a single company with more than 3,000 assets. For Bacino, this consolidation makes it easier for carriers, like AT&T, Verizon, and T‑Mobile, to interface with one partner for network locations and equipment installations and enables more robust, strategic conversations instead of one‑off, site‑by‑site evaluations.

Growth, 5G, 6G and the Broader Infrastructure Landscape

When Miller asks about Symphony Towers’ growth goals and geographic focus, Bacino breaks the answer into three parts. First, the company aims to acquire new assets where carriers demonstrate demand. Second, it strives to drive utilization across its existing sites, ensuring each asset delivers maximum value. Third, while Symphony Towers is focused across the entire U.S. rather than prioritizing one region over another, the team is ready to pivot if a carrier identifies a specific area or “mobile desert” where additional coverage and capacity are needed.

On technology, Bacino is clear that there is still plenty of work to do with 5G; upgrading from 4G to 5G nationwide is necessary for consistent network performance. Looking ahead, he sees real advantages and room for future technologies such as 6G, particularly for high‑demand use cases like streaming video, live business meetings, and other bandwidth or speed‑sensitive applications. He also frames wireless infrastructure in the broader context of the digital ecosystem, noting that data centers, subsea cables, and other platforms all ultimately rely on reliable wireless links to reach people’s devices. As he observes, it is now rare to attend any meeting, lunch, or dinner where someone does not have a mobile device in front of them. Wireless connectivity has become woven into everyday life.

Partnering with Municipalities and Communities

The conversation moves into how infrastructure providers like Symphony Towers can better partner with municipalities. When Miller raises the challenges of zoning, permitting, and community expectations, Bacino flips the question: the real key, he says, is for municipalities to clearly communicate what they need and expect. He points to “stealth” towers, sites designed to blend into the environment, such as structures that look like pine trees or rocks, as examples of how infrastructure can be deployed in ways that respect local aesthetics and ordinances, provided those requirements are defined up front.

Miller connects this to her work with the OIX Association’s Digital Infrastructure Framework Committee, which aims to educate city planners and economic developers about proactively master‑planning digital infrastructure. The goal is to help communities understand what they have, what they need to support government services and businesses, and what kind of place they want to become, whether a smart city, a tech hub, or something else. Bacino notes that municipalities are generally focused on supporting their residents and constituents, and that companies like Symphony Towers can step in as partners once there is a clear vision and strong communication around objectives and end‑state goals.

To continue the conversation, listen to the full podcast episode here.

The post Building America’s Wireless Future appeared first on Data Center POST.

In the latest episode of NEDAS Live!, episode 63 features a fresh and vital perspective on the data center industry with Luke Adams, analyst at DPGlobal Assets and the co-founder of Data Center Youngbloods. Host, and CEO of iMiller Public Relations, Ilissa Miller explores how this young leader is paving the way for new talent and greater inclusivity in the digital infrastructure sector.​

Creating Opportunity in the Foundation of AI

DPGlobal Assets specializes in global digital infrastructure development, particularly data centers, from ideation through operation. Adams, who transitioned from being a college graduate to an industry analyst, shares what drew him to the sector: the realization that data centers are at the heart of the AI revolution and the backbone of the digital world. “Data centers are the reason that ChatGPT exists, and they’re the reason that AI will continue to skyrocket,” Adams explains, reflecting on how the sector’s unseen complexity offers immense opportunities for recent graduates willing to learn and grow.​

Launching Data Center Youngbloods

Noting the disconnect between academia and the industry, Adams co-founded Data Center Youngbloods with his brother to fix the pipeline. Adams observed that most industry events were filled with seasoned professionals, making young entrants feel like the odd ones who were out of place. Data Center Youngbloods aims to make digital infrastructure careers visible, accessible, and welcoming by bridging the workforce gap and connecting newcomers with mentorship, certification pathways, and a growing peer community. “We’re building the community that I wish existed when I first started out,” says Adams.​

Empowerment, Mentorship, and Debunking Myths

Adams also highlights the power of mentorship and networking. Young professionals often get discouraged by strict experience requirements, but he urges them to be curious, proactive, and fearless in asking questions. He credits mentorship for his rapid growth and emphasizes that skills and knowledge can be gained on the job with the right attitude. Data Center Youngbloods is cultivating in-person events, virtual meetings, and access to supportive mentors, resources that Adams lacked when he began.​

Driving Change One Conversation at a Time

As Data Center Youngbloods’ network expands, Adams’s message centers on paying it forward and breaking down barriers for newcomers. The initiative welcomes both seasoned professionals and emerging talent, offering a booking portal for mentorship and building their community through LinkedIn and direct outreach. Adams’s core advice for future leaders: “Everything is learnable. Be proactive, get involved, and don’t be afraid to reach out, no matter your background”.​

To continue the conversation, listen to episode 63 of the podcast here.

The post Building the Next Generation of Data Center Leaders: A Conversation with Luke Adams appeared first on Data Center POST.

As artificial intelligence accelerates across global data centers, conversations often focus on compute, power density, and next-generation infrastructure. But according to Nabeel Mahmood, Strategic Advisor at ZincFive and Brandon Smith, Vice President of Global Sales and Product at ZincFive, the most crucial element of AI scalability isn’t hardware. It’s people.

Moderated by Ilissa Miller, CEO of iMiller Public Relations, this webinar uncovered why the AI workforce, not compute, is the true limitation and what must change for sustainable growth.

People Are the Real Bottleneck in AI Scalability

Mahmood explained that scaling AI isn’t just a matter of adding more servers or GPUs. It requires practitioners who understand data pipelines, model governance, operational resiliency, and infrastructure design. Without skilled talent, organizations face operational risks despite abundant compute. Smith highlighted that AI and machine learning job postings have increased significantly, noting a recent figure showing a 450 percent rise, far outpacing available expertise.

Technical Silos Are Creating a New Skills Crisis

The discussion emphasized a growing gap across disciplines. Electrical, mechanical, IT, and data science teams frequently operate in isolation despite the interdependent nature of modern AI data centers. This fragmentation leads to delays, inefficiencies, and architectures unable to handle today’s dynamic workloads. Smith described the shift from traditional “white space versus black space” to today’s “blended gray space”, where cross-functional knowledge is essential. Mahmood added that the inability to transfer knowledge horizontally and vertically across teams is a major obstacle to scaling AI systems.

Energy Innovation Is Essential for AI Expansion

AI’s spiking, unpredictable workloads challenge a grid that was never designed for ultra-dense compute. Mahmood and Smith both pointed to advanced energy storage solutions, including ZincFive’s high-power nickel-zinc technology, as the key to unlocking performance. These innovations smooth electrical spikes, maximize usable capacity, and support emerging off-grid compute models that reduce dependence on constrained utilities.

Preparing the Future AI Workforce

Both speakers agreed that organizations must treat talent as core infrastructure. That means forecasting future skills, investing in upskilling programs, partnering with universities, and fostering environments where engineers can innovate across disciplines. As Smith noted, the strongest teams of tomorrow will be adaptive, coachable, and ready to evolve alongside rapidly changing AI infrastructure demands.

Watch the webinar below:

The post Why AI Still Needs People: The Workforce Behind the Machines appeared first on Data Center POST.

Episode 62 of the NEDAS Live! Podcast shines a spotlight on Brian Moon, CEO of Pacific Telecommunications Council (PTC), who joined host Ilissa Miller, CEO of iMiller Public Relations, for an in-depth conversation ahead of PTC’s 2026 Annual Conference. As PTC prepares for its 48th year connecting the digital infrastructure community, Moon shares how the organization is adapting to the age of AI, meeting evolving industry needs, empowering members, and fostering innovation.

Evolving Beyond Tradition: PTC’s Growth in the Age of AI

PTC has long been recognized for its January conference in Honolulu, a staple for global industry leaders from across wireline, wireless, subsea, satellite, and data center sectors. Brian Moon traces PTC’s evolution from its origins as a Pacific-focused membership meeting to its current role as a global convener, now at the convergence of AI, edge, and cloud innovation. “It isn’t siloed anymore. AI is interconnecting and converging all the other industries. Nothing works without each other now,” Moon notes. Recent conference sell-outs reflect the enthusiastic embrace of PTC’s refreshed programming and more diverse, tech-forward offerings.​

Member-First Mentality and Year-Round Value

Recognizing that industry professionals want more than a once-a-year event, Moon highlights how PTC reinvests its not-for-profit proceeds to support members. From providing meeting spaces at major industry events to organizing exclusive luncheons and ongoing education programs, PTC prioritizes networking, knowledge-sharing, and tangible benefits. “We want to make sure our members see that their dues are going towards something meaningful,” Moon explains. The upcoming conference’s robust member benefits, accessible pricing, and expanded activities demonstrate a commitment to value and inclusion.​

Leadership, Talent, and Next-Gen Empowerment

A major theme this year is leadership, which is embodied by the debut of the Alaka‘i Stage (meaning “to lead” or “to guide” in Hawaiian), which reimagines thought leadership sessions to foster deeper connections between attendees and top executives. PTC is also addressing industry succession with two leadership development initiatives: the Academy Master Class for mid-career professionals and the Top Talent Leadership program in partnership with Columbia Business School. “These are just a few ways that we’re contributing back to the industry,” explains Moon.

Inclusion Initiatives: Laulima and Industry Diversity

PTC’s new Week of Laulima, Hawaiian for “many hands coming together”, puts a spotlight on women in critical infrastructure. Featuring tracks and safe spaces for networking, coaching, and peer celebration, this program is helping drive strong female representation and engagement at the annual event. “We want all participants to feel they belong and can thrive here,” Moon says, as surging engagement in industry group chats and programming shows the impact.​

Looking Ahead: Convening, Educating, and Innovating

As the intersection of AI, data centers, and connectivity accelerates, Moon underscores PTC’s dual role as convener and educator, providing factual context when public perceptions of the digital infrastructure sector are at stake, including environmental and community impacts. The organization aims to support industry growth and keep their members ahead of the curve, whether through connection, education, or advocacy.

With the PTC Annual Conference on the horizon, the organization continues to shape the global conversation, bringing together the leaders, innovators, and future talent driving the digital economy forward.

The PTC’26 event takes place in Honolulu at the Hilton Hawaiian Village starting Sunday, January 18 through Wednesday, January 21, 2026. The invite-only member’s soiree kicks off the festivities on Saturday, January 17, 2026.

For more information about the event, membership and to register for a pass, visit ptc.org.

To continue the conversation, listen to the full podcast episode here.

The post Beyond the Conference: PTC’s Commitment to Connection, Innovation, and Industry Empowerment with Brian Moon appeared first on Data Center POST.

In the latest episode of NEDAS Live!, host, and founder and CEO of iMiller Public Relations, Ilissa Miller sits down with Marci Nigro, Founder and CEO of Purpose Consulting Services. With nearly three decades of experience behind her, Nigro offers a candid, industry-grounded perspective on how artificial intelligence is redefining leadership and talent priorities within digital infrastructure.​

Beginning the conversation in Episode 61, Nigro highlights a dramatic shift: organizations and investors are now evaluating executives through a much broader operational and environmental lens. The new era of leadership demands not only technical expertise, but also a capacity to navigate hypergrowth, manage complex environments, and cultivate innovation. On top of this, leaders are expected to also navigate capital markets and investors.​

She notes a rising need for cross-sector skills, especially in convergence areas like energy and utilities, which were seldom client requirements even a few years ago. Hybrid leadership roles are increasingly sought, ones that combine a myriad of mindsets including, strategist, technologist, and philosopher. Emotional intelligence (EQ) and relational skills have become as vital as industry knowledge, particularly as leaders must excel in high-stakes, fast-paced environments.​

Despite automation’s growing reach, Nigro insists that true success hinges on human-centered leadership. Empathy, vulnerability, and a purposeful approach to relationships matter more than ever, especially at the executive level. Successful leaders align talent to company culture and strategy, refusing to rely on personal connections alone, which is a major change from past hiring habits.​

Culture fit, Nigro stresses, is paramount. “If the culture piece isn’t aligned, it will damage success for both the company and individual,” she observes. Her advice for next-generation executives: invest in self-education, leverage peer knowledge, and remain adaptable as AI reshapes expectations.​

To continue the conversation, listen to the full podcast episode here.

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