A structural engineer's role assisting speed to market in data center delivery

As demand for digital infrastructure continues to grow, speed to market has become one of the more critical elements in the data center industry. The pace at which a facility goes from concept to commissioning directly correlates with its economic viability. A delay of even a few weeks can translate to millions in lost revenue, or worse, lost clients. In this high-stakes environment, structural engineers are emerging as strategic players assisting in accelerating project timelines without compromising quality or performance.

The key to speed lies not only in technical expertise, but in collaboration and execution. The sooner a data center is up and running, the sooner it can start generating revenue. Many centers sell their capacity before the facility is built. If they can't deliver on time, those customers will go to a competitor. Thus, speed to market isn’t just desirable, it’s essential. 

Market Pressure 

Behind this urgency is an industry racing to keep up with data consumption. Developers are currently building only a fraction of the capacity that will be needed in the near future. Emerging technologies like AI and machine learning are compounding demand for high-performance computing and secure data storage. However, the industry is only building about one-fifth of the data capacity needed. As AI ramps up, the infrastructure behind it must scale rapidly, and the industry is already behind. 

This situation intensifies the pressure on every discipline in the design team, but the structural engineer can have a direct influence on constructability, building schedule efficiency, and coordination. 

A Strategic Role in Speed 

So how can structural engineers play a role to impact speed to market? 

It starts with expertise. The structural engineer needs to understand not only the industry standards but also the developer and end user’s needs, the general contractor’s workflow, and the entire building ecosystem 

That expertise translates to action in several high-impact ways. 

One of the most impactful elements of a successful project is clear, concise, and complete documentation with a focus on constructability. 

Mistakes are most often born from unclear drawings. If the drawings are ambiguous, contractors are forced to guess, and they're often going to guess wrong. Every question that must be asked in the field ultimately slows the project down. 

The approach should be rooted in simplification and coordination. The key is to design as if you were assembling a Lego set. One should be able to follow the instructions without stopping to ask what the next block is. This approach reduces requests for information (RFIs), minimizes rework, and builds trust between design and construction teams. It also ensures contractors can mobilize quickly and execute with confidence. 

An ample amount of proactive communication is also key. 

Well before any documents are drafted, it is important to engage with all stakeholders. This includes the general contractor, subcontractors, and even material suppliers. 

All too often, engineers try to impress with technical prowess, but clarity, collaboration, and simplicity are what really move the needle on a project. If the GC and subs are in the loop early, disconnects can be avoided later. It’s about being a partner to the overall project, not an engineer in a silo. This means structural engineers must shift from being reactive participants to proactive facilitators in the delivery process. 

Early package development is one way we can affect that piece of the puzzle. One of the most effective tools for accelerating a project is the development of early packages. These can include foundational work, steel framing, precast concrete walls, or any other major structural component. 

A good structural engineer will work with the contractor to identify what can be fast-tracked. If an early steel or precast package can be issued, the subs can start fabricating before the full set of drawings is permitted. That can shave weeks, sometimes months, off the schedule. 

By aligning structural design work with the fabrication timeline, the team creates overlap instead of the traditional sequence of design, permit, and then procurement. This parallel workflow is especially valuable in jurisdictions with long permitting cycles. 

Finally, it is crucial to involve the subcontractors early. 

Early involvement isn’t just for the GC. It extends to the subs as well. Precast is a classic example. Traditionally, engineers would submit the full drawing set, get permit approval, then the GC would engage the precast vendor, who would start developing shop drawings. However, that process could take weeks. 

Instead, teams can now engage the precaster during design development. Structural engineers can work on the drawings at the same time they are. Questions like, “Do you like this detail? Would you rather do it this way?” arise during this period. This kind of dialogue and collaboration leads to alignment, consistency and at the end of the day, speed. 

This integrated workflow ensures that once permit drawings are issued, shop drawings are at or near completion and overall approval is but a formality. This is another timeline savings of weeks or more. 

Red Flags and Assets 

Just as the right structural engineer can accelerate a project, the wrong one can significantly slow it down. The pitfalls of poor coordination, unclear documentation, and delayed communication can add weeks or months to a project’s schedule. 

The biggest red flag is when structural engineers don’t engage early or fail to communicate clearly. If the drawings are unclear, if the engineer is not syncing with the rest of the team, then delays are created. This is particularly costly in a sector where build timelines can stretch over a year and equipment lead times are already under strain. 

The biggest asset a structural engineer can display is flexibility paired with leadership. It’s important for structural engineers to see themselves as a partner for the entire team, and not just the design team. It’s important to be available to the contractor, the architect, the entire design team. 

This all-hands-on-deck mentality allows for swift resolution of issues, smoother coordination, and a unified approach to project delivery. Everyone’s a gear in the machine. The faster the project team can all align, the faster that machine can run. 

Looking Ahead 

As the data center market continues its rapid expansion, the industry will rely more heavily on structural engineers who understand how to balance speed with accuracy and innovation with practicality. 

It’s not just about doing the job well—it’s about doing the job in a way that makes everyone else’s job easier and faster. That’s how you drive speed to market. 

About the Author
Kevin Owens is a Structural Associate Principal at S. A. Miro, Inc., a consulting engineering firm providing structural and civil engineering to public and private sector clients. The firm offers responsive, personalized service by combining depth of engineering experience, top-flight technical skills, and a proven record of interaction and response.

Since 1980, S. A. Miro has maintained a successful presence in the Rocky Mountain Region and is currently ranked among the leading structural/civil engineering firms based in Colorado.