Senior Director, Integrated Business Planning

Who You Are:

The Senior Director, Integrated Business Planning (IBP) is accountable for leading the enterprise planning and decision‑making framework that integrates customer demand, real estate pipeline, power availability, supply chain, construction delivery, and capital deployment into a single, coordinated enterprise plan.

Operating as a senior enterprise leader, this role ensures that where, when, and how capacity is developed is governed through a disciplined IBP management system. The role enables executive leadership to make informed, fact‑based tradeoffs across markets, sites, timing, capital, and risk, supporting long‑range growth while protecting capital efficiency and delivery credibility.

The Senior Director serves as the enterprise integrator across Development, Power & Utilities, Design & Construction, Supply Chain, Finance, Commercial, and Strategy functions.

What You Will Do:
Enterprise IBP Leadership & Governance

• Own the enterprise Integrated Business Planning operating model, including governance, decision rights, planning cadence, and executive forums.
• Design and facilitate executive planning rhythms that reconcile demand, capacity, capital, and delivery constraints.
• Establish IBP as a core management system governing growth, timing, and capital allocation—not a functional planning exercise.
   

Real Estate Pipeline & Market Planning

• Integrate the end‑to‑end real estate pipeline into the enterprise plan, including market screening, site identification, optioned parcels, contracted land, and entitled assets.
• Enable disciplined sequencing and pacing of site development based on demand signals, power availability, entitlement readiness, and capital constraints.
• Provide transparent data to support advance, hold, defer, or exit decisions across markets and sites.
• Ensure land investment aligns with long‑range capacity strategy and portfolio priorities.
   

Power Availability & Capacity Integration

• Integrate power availability and MW capacity planning as binding constraints within the enterprise plan.
• Align utility commitments, delivery schedules, substations, and transmission capacity with real estate readiness and construction phasing.
• Surface risks related to power timing, availability, cost, and reliability for executive decision‑making.
• Ensure demand commitments and go‑to‑market strategies are grounded in deliverable power and infrastructure capacity.
   

Entitlements, Development Readiness & Phasing

• Incorporate entitlement status, permitting timelines, zoning requirements, and jurisdictional risks into planning assumptions.
• Align entitlement progress with site sequencing, power delivery windows, and capital release timing.
• Provide visibility into development readiness gates that govern progression from site control to construction start.
   

Capital Planning, Scenario Planning & Portfolio Tradeoffs

• Integrate multi‑year capital plans across land acquisition, utility infrastructure, shell, and phased capacity build‑out.
• Enable scenario planning for demand variability, power delays, entitlement risk, and cost escalation.
• Support capital gating, reprioritization, and reallocation decisions across markets and projects.
• Provide executive leadership with clear tradeoffs between growth acceleration, optionality, risk exposure, and return.
   

Supply Chain, Construction & Delivery Alignment

• Integrate supply chain constraints, long‑lead equipment, and vendor capacity into development and construction plans.
• Align customer demand signals, construction schedules, phasing strategies, and delivery commitments with supply availability and power timing.
• Ensure enterprise plans reflect realistic execution capabilities, not aspirational schedules.
   

Sales & Leasing Support

• Informs Sales and Leasing decisions related to market availability, MW capacity, delivery timing, and expansion optionality.
• Translate customer requirements—including required MW, delivery dates, phasing expectations, redundancy, and scalability—into planning assumptions aligned with real estate readiness, power availability, entitlement status, construction phasing, and capital constraints.
• Partner with leadership to evaluate customer inquiries and pipeline opportunities, clearly articulating feasible commitments, capital impacts, risks, and required tradeoffs.
• Provide timely, decision‑grade recommendations to support customer commitment approvals and ensure alignment with enterprise priorities and deliverable capacity.
   

Performance Management, An