Meet the Team

Gordon, David

Gordon, David

Executive Vice President, Director
310.444.1060

Givens, Kelly

Givens, Kelly

Executive Managing Director, Corporate Services Group, Director
949.660.3553

Zilla, Ian

Zilla, Ian

Senior Managing Director
212.326.1038

Drescher, Rick

Drescher, Rick

Managing Director, Critical Facilities Group
212.326.1001

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Critical Facilities Group

The Critical Facilities Group (“CFG”) provides comprehensive consulting and real estate planning and transactional services as they relate to data center and critical power requirements. The group is comprised of a highly specialized team of consultants with unparalleled experience in the technology, real estate, and corporate finance disciplines. CFG understands the extreme sensitivity associated with a client’s mission critical infrastructure, as well as the major costs often associated with acquiring and operating these facilities.

As Savills Studley is solely focused on representing users of space and power, the Critical Facilities Group is uniquely positioned to provide conflict free representation. Through the use of transparent and methodical approaches to critical power and data center acquisition, the group provides clients with optimal solutions to help meet their financial and operational objectives.





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Design Rationalization

  • Define critical demand and redundancy levels
  • Understand projected growth and desired flexibility
  • Ensure compliance with auditing standards, including SAS70, SSAE, HIPPA and others, as required

Site Selection and Evaluation

  • Analyze existing contract and relationships, including network and utility service provider examination
  • Consider impact to local power rates, cooling, staffing, taxes and other costs related to geography
  • Evaluate geographical diversity and business continuity requirements

Financial Deal Structuring

  • Evaluate cost of capital versus impact to EBIT(DA) or other metrics to ensure solutions meet client objectives
  • Analyze impact to revenue
  • Quantitative and qualitative comparison of leasing versus ownership
  • Structure power and/or free rent ramp-up
  • Conduct landlord perspective analysis
  • Establish true, all in cost to operate facility

Transaction Execution

  • Adhere to a transparent approach to generate leverage and reach bottom line economics
  • Negotiate Service Level Agreements (SLA’s) and caps on PUE’s
  • Build in flexibility (expansion / contraction)
  • Shed construction and delivery risk
  • Develop comprehensive RFP’s to address all major business terms early in the process, ensuring organizational and business objectives are met