Northern Virginia, the world’s largest data center market, is projected to see significant data center growth, with 15 gigawatts needed by 2030 to meet capacity. This growth risks straining the power grid and exposing vulnerabilities in supply chains, forcing operators to rethink procurement and construction strategies.

Chrissy Olsen, vice president of data centers at GCG, a leading provider of data center products and solutions, is at the forefront of addressing these challenges. Ahead of her panel at Bisnow’s DICE National event, taking place on May 20–22, at the National Conference Center in Leesburg, Virginia. Register here for the event.

Olsen spoke with Bisnow about emerging trends, supply chain bottlenecks and how GCG is adapting to keep projects on track.

Bisnow: What trends are shaping Northern Virginia’s data center landscape?

Olsen: We’re seeing a clear shift toward hybrid cooling strategies. Many operators start with air cooling for speed but plan to transition to liquid cooling to handle high-density workloads, especially for AI and machine learning applications. Liquid cooling supports denser server configurations, which is critical as rack power demands climb beyond 50 kilowatts. By 2030, we expect liquid cooling to dominate new builds in this region.

Another trend is repurposing existing infrastructure. Despite return-to-office trends, we could see vacant office buildings get converted into data centers, and older facilities being retrofitted with modern cooling and power systems to extend their lifespan.

Bisnow: What key topics do you anticipate at Bisnow’s DICE National event?

Olsen: Liquid cooling will dominate conversations, but I’d like to see more debate on its trade-offs — cost, scalability and maintenance complexity. The AI boom is another hot topic, as it’s driving both computing demand and supply chain pressures. We need to move away from reactive procurement models and adopt predictive strategies to manage long-lead items like transformers and cooling units.

Partnerships are also critical. Strong collaboration between operators, suppliers and design teams can shave months off project timelines. I hope the event sparks discussions on standardizing vendor engagement protocols across the industry.

Bisnow: How can operators address supply chain delays to keep construction on schedule?

Olsen: Proactive planning is essential. Components like power distribution units, backup generators and fiber optic cabling can have lead times of 36 to 52 weeks. Operators must engage suppliers during the design phase to forecast needs and secure inventory. For example, aligning construction schedules with realistic delivery timelines for high-voltage switchgear can prevent costly delays.

Owners should also set flexible project milestones, allowing operators to adjust timelines based on supply availability. This requires a cultural shift toward earlier collaboration and transparency across the supply chain.

Bisnow: How is GCG adapting to these supply chain challenges?

Olsen: GCG is tackling these issues in a bunch of ways, but it really comes down to relationships. I always talk about the sphere of influence—working closely with end users, general contractors, design teams, and our suppliers to understand their capacity and what’s coming down the pipeline. We bring that insight to our clients to help them plan better.

We’re also getting ahead with stocking high-use products on a regular basis and preprovisioning long lead time items for projects so we don’t have to worry about missing important deadlines. When an end user is leasing space in a colocation facility, there’s a ton of red tape — signatures, approvals, you name it. Same with general contractors — they’re dealing with RFPs from subcontractors to nail down project requirements. That takes time. If we’re in the room early with the client or contractor, we can flag products with long lead times, like PDUs or cable trays, and say, "Hey, this could hold you up." Then we work with them to preprovision that stuff to keep things moving.

Being privately owned gives us an edge. We can stock up on key items like conveyance systems or core buildout materials without jumping through a lot of hoops. That flexibility lets us cut delays and keep projects on track.

Bisnow: How does GCG stay innovative and resilient in this dynamic market?

Olsen: Collaboration is our foundation. We work closely with our vendor partners to stay ahead of product innovations and capacity trends, ensuring we can deliver solutions tailored to client challenges. AI is also transforming our operations. From predictive analysis on the products we manufacture to machine learning to optimize warehouse layouts, reducing storage inefficiencies for bulky items like fiber cable trays by 15%. AI-driven risk assessments help us monitor inventory conditions, minimizing damage to sensitive components.

Proximity to building sites is another focus. By positioning inventory closer to clients we can respond faster to urgent needs. Over my three decades in this industry, I’ve learned that resilience comes from adaptability and a willingness to embrace change, no matter how fast the market evolves.

Click here for more information about Bisnow’s DICE event.

This article was produced in collaboration between GCG and Studio B. Bisnow news staff was not involved in the production of this content.

Studio B is Bisnow’s in-house content and design studio. To learn more about how Studio B can help your team, reach out to studio@bisnow.com.