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Before investing in data center real estate, verify that the project can obtain and deliver power when needed, secure approvals, finish construction within its budget, and operate within local water, cooling, and sustainability constraints. Then examine the property’s actual leases, tenants, financing, insurance, operating resilience, and potential buyers. Sector-wide demand figures can provide context, but they cannot establish whether a particular asset is safe, financeable, or likely to meet its return targets.

Start with the risks that can prevent a project from operating

A data center property depends on more than land and a completed building. Its investment case also depends on infrastructure, approvals, equipment, and resource availability arriving in a usable sequence. A building that is ready before its power connection, or a power plan that cannot clear required approvals, may not be able to serve tenants on schedule. Investors should test the dependencies, identify who carries the cost of delay, and assess whether the project remains viable if critical milestones slip.

CBRE Research’s North America H1 2025 report identifies power availability and infrastructure delivery timelines as decisive factors in site selection, leasing activity, and pricing. It reported that 74.3% of under-construction capacity was already committed. That is a market-level preleasing snapshot, not evidence that a particular project’s leases are enforceable, its tenants are creditworthy, or its demand will arrive on time.

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Investor sentiment points to similar concerns but should also be read as context, not a forecast for a specific deal. In CBRE’s 2025 survey of 92 major global investors, 39% cited regulation and power availability as a leading challenge to data center investment, while 10% cited debt availability as a top concern. CBRE also reported that 95% planned to increase data center investments and 41% planned to allocate at least $500 million in equity. Those are intentions reported for that survey year, not realized investment, asset-level probabilities, or evidence of expected returns.

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Can the project actually get power on schedule?

Do not treat a site’s theoretical capacity, a preliminary utility discussion, a commitment, and deliverable power as interchangeable. Establish what is secured, what remains conditional, what infrastructure work is required, and when the required capacity can realistically reach the property. The Bipartisan Policy Center warns that development can move faster than utility interconnection and grid expansion, leaving infrastructure commitments out of step with eventual demand.

Evidence to request

  • Documentation showing the capacity the site needs and the capacity that can be delivered, with the timing and conditions attached to each.
  • The status and schedule of interconnection, substations, transmission upgrades, and other required utility work.
  • Identification of the party responsible for upgrade costs, delay costs, and any obligations that remain if demand or project timing changes.
  • The project’s backup arrangements and the limits of those arrangements; do not assume they replace an unavailable grid connection.
  • A schedule sensitivity showing what happens to leasing, financing, and project viability if energization occurs later than planned.

For multiple opportunities, compare power readiness on a common basis: deliverable capacity, expected energization date, utility dependencies, redundancy, and upgrade responsibility. A stated capacity figure without its delivery date and conditions is not a complete measure of readiness.

Are approvals and regulatory conditions resolved?

Map the approvals needed for the specific site and its power plan to the development schedule. A permit that is pending, conditional, appealable, or dependent on another party is not equivalent to a final approval. The 2025 CBRE investor survey’s combined category of regulation and power availability shows that investors regard these as prominent challenges; it does not quantify the approval risk at any one property.

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Build an approvals map

  • List the zoning, land-use, environmental, utility, and generation approvals relevant to the project.
  • For each approval, record its status, outstanding conditions, dependencies, and place in the critical schedule.
  • Identify approvals that could affect the project’s scale, timing, operating approach, or ability to provide power.
  • If on-site generation is part of the investment case, separately assess its permits, fuel or supply arrangements, relationship with the grid, and regulatory exposure.

CREDA’s report notes that on-site generation can bypass some utility delays, but can add regulatory risk and may be less cost-effective than grid power. Treat it as a distinct project dependency rather than a guaranteed workaround. Its value depends on the actual approvals and arrangements, which must be evidenced for the property under review.

Can construction finish within budget and in the right sequence?

Review the cost estimate, contingency, procurement status, contractor capacity, schedule dependencies, commissioning plan, and protections if completion is late. Pay close attention to long-lead electrical and cooling equipment and to the sequencing between the building, equipment, approvals, and power. Completion of the structure alone does not establish that the facility can operate as intended.

CBRE’s H2 2024 reporting described elevated construction and equipment costs, shortages in generators, chillers, and transformers, as well as labor, permitting, planning, zoning, and supply-chain constraints. This is historical market evidence, not a statement of current availability or price for a particular location. Investors should check present procurement and cost conditions against the project’s own contracts, schedule, and estimates.

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Construction diligence checklist

  • Compare the independent cost estimate with the project budget and identify the contingency available for overruns.
  • Confirm which critical equipment has been ordered, what remains to be procured, and whether delivery dates align with the completion schedule.
  • Review contractor capacity, schedule dependencies, and the protection available if a contractor or supplier misses a milestone.
  • Examine the commissioning plan and how it depends on equipment, permits, and power delivery.
  • Model a delay or cost overrun alongside a later power date; assess whether the project remains financeable and leasable under that combination.

Compare projects using approval status, unresolved conditions, procurement, completion schedule, and contingency—not just projected opening dates. A schedule is only as dependable as its unresolved dependencies.

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Do water, cooling, and sustainability assumptions hold locally?

Assess the water source, rights, restrictions, and cooling assumptions for the specific location. Consider how cooling design relates to power requirements, and whether local scrutiny, sustainability commitments, or potential upgrades could change costs or operations during the investment horizon. CREDA frames adequate power, market needs, and sustainability as competing development considerations. The Bipartisan Policy Center emphasizes evaluating water and power infrastructure together because cooling choices can shift demand between resources.

For each asset, establish what the current design assumes about water and power, what local constraints apply, and who bears the cost if the system needs to change. Compare water source and constraints, cooling design, power strategy, applicable local regulation, and upgrade obligations. Do not treat a general sustainability commitment as proof that the facility can meet local resource conditions throughout the investment period.

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Are the tenants and leases strong enough to support the valuation?

Market-wide preleasing and investor interest do not answer whether a specific property has dependable contractual income. Obtain the rent roll and executed leases, then examine tenant credit, lease duration, concentration, renewal terms, expansion rights, termination rights, and security. Where relevant, understand concentration by both direct tenant and ultimate customer. Distinguish signed, enforceable commitments from anticipated leasing or discussions.

Review lease quality and concentration

  • Verify executed lease documents and the obligations they actually create; do not substitute a market preleasing statistic for a review of the property’s contracts.
  • Review tenant credit information, any parent guarantees or other security, and the portion of income concentrated in each tenant or ultimate customer.
  • Check remaining lease terms, renewal options, expansion rights, and termination rights, including how those provisions affect the timing and certainty of income.
  • Stress-test tenant delay, cancellation, reduced expansion, or non-renewal scenarios against the project’s financing and operating needs.

CBRE’s H1 2025 figure of 74.3% committed under-construction capacity is useful market context, but it does not establish the credit quality, diversification, enforceability, or renewal prospects of a specific property. Similarly, the 2025 survey figures on investor intentions indicate interest, not durable tenant demand for every site.

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Can the financing, operations, and insurance withstand a downside case?

Examine the actual debt documents and operating plan rather than relying on market sentiment. Test interest-rate and refinancing sensitivity, debt maturities, covenants, and capital expenditure needs. Review insurance coverage and exclusions, response plans for power interruptions, maintenance responsibilities, and the operator’s capability. The 10% of respondents in CBRE’s 2025 global investor survey who cited debt availability as a top concern reported sentiment, not a forecast of this project’s access to credit or refinancing terms.

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Assess the investment under combinations of stress, not only one isolated setback. For example, consider whether a later energization date combined with slower leasing, higher capital expenditure, or a refinancing need leaves the asset able to meet obligations. The relevant answer depends on the actual debt, lease, insurance, and operating documents; sector-level material does not quantify these risks for an individual investment.

Exit liquidity is also asset-specific. Identify plausible buyers and consider whether a property would remain attractive if power is delayed, occupancy is lower than planned, or capital expenditure is elevated. Do not assume broad investor interest translates into a buyer for a particular asset under adverse conditions.

Compare projects using the same evidence and downside assumptions

When considering more than one property or project, apply a consistent set of questions and compare documented facts rather than headline capacity, projected demand, or opening dates. The following framework organizes the key underwriting dimensions; the cited market research does not rank individual assets.

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Underwriting dimension What to compare Key question
Power readiness Contracted and deliverable capacity, energization timing, utility dependency, redundancy, and upgrade responsibility What power is supported by evidence, by when, and at whose cost?
Approvals and delivery Permit status and conditions, construction schedule, critical equipment procurement, and contingency Which unresolved dependency could prevent timely operation?
Demand quality Executed versus anticipated leasing, tenant credit and concentration, lease duration, and contractual flexibility How dependable is the income under a tenant downside scenario?
Resource and sustainability exposure Water source and constraints, cooling design, power strategy, local regulation, and upgrades Can the operating assumptions be sustained at this location?
Capital and exit resilience Total cost, financing needs, downside coverage, operating capability, and plausible buyer pool Could the project withstand delay or weaker performance and still attract capital?

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. These reported intentions do not establish realized investment, returns, or exit liquidity for a particular property. The Bipartisan Policy Center captures the broader infrastructure timing problem: “There are economic and customer cost implications to both underestimating and overestimating the needed buildout of grid and generation infrastructure for these projects.”

What sector-level data can—and cannot—tell an investor

The cited market evidence supports a clear set of diligence priorities: power delivery, infrastructure timing, regulation, construction and equipment constraints, and resource sustainability deserve close attention. It can also show that investors and developers were reporting strong interest in the sector in the periods covered. It cannot establish a particular asset’s tenant credit, lease enforceability, leverage, refinancing terms, insurance adequacy, cybersecurity, outage history, tax treatment, title, operator capability, or exit liquidity.

Those questions require deal-level records and, where applicable, jurisdiction-specific review. The sector figures in this article are not probabilities of loss or a substitute for investment advice or diligence on a named property, operator, REIT, or fund.

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