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Blogs > Time to Power isn’t just about Speed—It’s about Predictability

Time to Power isn’t just about Speed—It’s about Predictability

Eric Strayer

March 25, 2026

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If you spend any time talking with data center developers, operators, or hyperscalers right now, one theme comes up faster than any other: time to power.

Not cost per megawatt.
Not rack density.
Not even sustainability targets—though those still matter.

From a commercial perspective, time to power has become the single biggest constraint shaping data center decisions. And it’s redefining what “viable” means when evaluating sites, technologies, and partners.

The Clock Starts Long Before Construction

Traditionally, power was something you planned around. Today, it’s something you chase.

Developers are entering markets with strong customer demand, available land, and fiber access—only to discover that utility interconnection timelines stretch five, seven, even 10 years out. In some regions, transmission upgrades alone can consume a full development cycle.

From a commercial standpoint, that delay isn’t abstract. Capital sits idle. Customer commitments remain unfulfilled. Expansion plans stall. Competitive advantage erodes.

As a result, what we’re seeing is a fundamental inversion of the site selection process.

Developers aren’t just asking whether power is available. They’re asking whether it can be delivered within a commercially relevant timeframe—and with enough certainty to support customer commitments. If the answer is no, the off takers move on, and projects stall before they begin.

Time to Power Means Certainty

One nuance that often gets lost: time to power isn’t just about speed. It’s about predictability.

Commercial teams are under pressure to commit to delivery timelines. That requires confidence—not just hope—that power will be there when promised. Uncertain timelines ripple across the entire business—from lease negotiations to financing assumptions.

That’s why solutions that offer standardized deployment, clear permitting pathways, and repeatable designs are gaining traction. In today’s market, certainty is as valuable as capacity.

Why Incremental Power Wins

Data centers don’t always need full build-out capacity on day one. They need power in phases that align with how facilities are actually developed, leased, and expanded. The ability to bring on capacity in predictable increments allows operators to accelerate time to revenue, secure tenants, reduce upfront risk, and scale alongside demand.

This is where standardized, modular approaches to on-site power are changing the equation. Instead of deploying bespoke site design and engineering efforts, developers can rely on repeatable pre-engineered building blocks that reduce integration complexity and shorten deployment timelines.

At FuelCell Energy, we’ve taken that approach further with our introduction of packaged, standardized 12.5 MW power blocks—designed specifically to help data center developers move faster in grid-constrained markets. By integrating proven modules into a single, infrastructure-grade system, these blocks reduce site-specific engineering, streamline permitting, and enable phased expansion as demand grows.

AI Has Raised the Stakes

Here’s something else to consider. By all accounts, we’re in the early innings of the AI revolution.

Recent projections underscore just how quickly the challenge is accelerating. According to Goldman Sachs, global data center power demand could grow by 165% by 2030, compared with 2023, driven largely by AI workloads. In that environment, access to power isn’t just a constraint—it’s the defining variable shaping how and where growth happens.

AI workloads require continuous, high-density power—and they require it on timelines that don’t match traditional grid expansion. Increasingly, the constraint on AI growth isn’t compute or real estate. It’s power.

That’s why we’re seeing a growing shift toward on-site generation and “bring your own power” strategies, particularly in markets where grid congestion is already limiting new development and where residents are pushing back against data centers and the impact they may have on electric bills. President Trump recognized this in his “Ratepayer Protection Pledge” that urges data center developers to provide their own power.

The Commercial Bottom Line

From where I sit, working directly with customers every day, one thing is clear:
Time to power is no longer an engineering problem—it’s a commercial imperative. It will increasingly determine what gets built, where capital flows, and which companies can meet demand in real time.

The next phase of data center growth will be defined not by long-term plans, but by near-term execution, and by the ability to deliver reliable, scalable power when and where it’s needed.

Because in this market, the question isn’t how much power you’ll need.

It’s how fast you can get it.

Eric Strayer

Eric Strayer serves as Global Head of Sales at FuelCell Energy, where he leads the company’s worldwide commercial strategy and sales operations. Based in the United States, Eric brings more than two decades of experience in fuel cell technology, international market development, and strategic partnerships. Prior to his current role, Eric oversaw FuelCell Energy’s international sales operations from Singapore, playing a pivotal role in expanding the company’s presence across Asia. His leadership was instrumental in securing key transactions and partnerships, significantly advancing the company’s commercial footprint in the region. Before joining FuelCell Energy, he held senior leadership positions at Altergy Fuel Cells and Doosan Fuel Cell America, Inc. He also spent several years at UTC Power, where he served as General Manager of International Sales, Product Manager for backup power fuel cells, Project Manager for the Nissan Fuel Cell Development Program, and Team Leader for technology development. Earlier in his career, he held roles at BellSouth International and Freudenberg-NOK, and began his professional journey as an engine design engineer at Nissan Technical Center North America. Eric holds an MBA in Finance from Georgia Tech’s Scheller College of Business, a Bachelor of Science in Mechanical Engineering from Michigan State University, and he is a graduate of the leadership development program at Harvard Business School.

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