Africa can provide an alternative to big cloud providers, says Bill Kleyman
He’s not Superman, but he comes close. Meet Bill Kleyman, a data center futurist whose career spans from saving lives as a lifeguard to driving billion-dollar deals in the digital infrastructure world. Kleyman’s journey is as compelling as it is inspiring, marked by early adventures in Soviet Ukraine learning Morse code at age 8, and later scaling the heights of the global tech industry.
From managing network closets to overseeing multimillion-dollar data centers, Kleyman has witnessed and influenced the rapid evolution of the data center industry over the past two decades. His pivotal role in the $11 billion sale of a major data center operator stands as one of the largest exits in the sector’s history.
In this exclusive interview, Kleyman shares insights on the future of data centers, the transformative impact of AI, and the untapped potential of Africa in the global data center landscape. Join us as we share the story of a millennial executive whose ambition, innovation, and strategic vision continue to shape the digital frontier.
This interview has been edited for brevity and clarity. Neu.ro rebranded to Apolo, an AI platform company, where Bill Kleyman serves as Chief Executive Officer/co-founder.
Tell us about yourself
Thank you so much for having me in this conversation. Our conversation today is topical, as recently, I have been researching emerging markets, particularly Africa, and I see that we are finding ways to connect the massive number of people yearning for increased connectivity. But I am getting ahead of myself.
I got my start in technology at a very young age. I was very lucky, and some of you may have heard this story before. I was born in Kyiv, Ukraine, and you can see my little flag here. Although it says Bill Kleyman, my real name is Vitaliy. Back in Soviet Ukraine, my brother used to compete in telegraph competitions, specifically in Morse code and telegraphy. When I was around 6, 7, or 8 years old, he would let me sit on his lap and put these big headphones on my head. I learned Morse code and how to communicate with people all over the continent, and I found that fascinating.
This interest carried over when we came to the United States in the early 90s, and especially during my high school years. I got an undergraduate degree in network engineering, followed by an MBA in marketing, and another Master’s in Information Security. As soon as I graduated with my network engineering degree, I entered the IT, data center, and cloud virtualization space.
What was interesting about that, and this relates to some of the challenges you and I discussed before you pressed record, is that even back then—and I’m not talking about a long time ago, as I’m a millennial—it wasn’t 50 years ago or anything like that.
When I started working in the data center industry nearly 20 years ago, I remember working in places called network closets or server rooms. They weren’t even called data centers back then; they were loosely described buildings located in the middle of nowhere. In this relatively short time between then and now, the data center industry has come into the spotlight. We are now the foundation that helps everyone stay connected.
Often, as you pointed out, there is a misunderstanding of what happens behind the scenes when you download an app, watch a TikTok, or stream content. I found that to be fascinating, as this industry has evolved from nondescript buildings to being mainstream, discussed alongside technologies like ChatGPT. The GPUs powering these innovations, such as Nvidia, need to be housed somewhere, and that’s in data centers.
I’ve been fortunate in my career. I started as a young executive for the country’s largest Citrix partner. I spent nearly four years at Switch, a renowned data center organization, joining in 2019 when they were a $4.5 billion publicly traded company. I was part of the executive team that saw the company sold for $11 billion in December 2022.
What’s fascinating is the evolution I’ve witnessed in our industry. We’re now asking traditional data center operators and everyone across the African continent in emerging markets to transition from supporting 8, 9, and 15 kilowatts (kw) racks to handling high-density workloads of 30, 40, 50, and 60 kw racks. This transition is largely driven by AI and large language models, and innovations like ChatGPT.
This data center shift is not a fad or a trend. It’s as significant as when we transitioned from horses to cars or from trains to airplanes. It represents a shift in how we interact with and work with data. For the first time, we can type a question into a search engine and get a conscious response driven by generative AI, rather than just a list of blue links. This is the biggest shift we’ve seen over the past year and it highlights the evolution of our industry. Emerging markets like Africa, and Nigeria in particular, will play a significant role in keeping people connected, helping them communicate, and facilitating the exchange of data.
What are your learnings – professionally and personally – through your diverse experiences, as a lifeguard, education instructor, IT executive, and board member
Thanks for doing your homework! I appreciate you diving into my LinkedIn profile. Yes, there might have been someone slightly younger than me at Switch, but I think that’s part of the challenge, the need to get more young people into executive roles.
I started my career in technology early on. In high school, I was a competitive swimmer and worked as a lifeguard for about eight and a half years at the Skokie Park District in Chicago. I worked my way up from a basic lifeguard to a manager, teacher, and trainer. I even competed in the Illinois State Lifeguarding Games, where my team won a silver medal. The skills I learned during that time, such as using an AED and performing CPR, have stayed with me and proved invaluable in real-life situations, like when I helped save a woman, in her mid-50s, who was experiencing a heat-related emergency while hiking in Mexico. We stabilized her using ice packs on her femoral, carotid, and brachial arteries to cool her blood, and managed to stabilize her heart rate and get her to a hospital two hours away. Later, she called my boss to thank him for the lifeguard who saved her life, which led to my boss announcing me as an “international rescuer.” This is the first time I’ve shared this story publicly.
After high school, I worked at a technical trade school, speaking at other high schools about the benefits of pursuing engineering degrees. I then transitioned to the data center industry, starting with a small consulting shop. At Worldwide Fittings, I was the IT Director, managing multiple locations in the US, China, and the UK. My boss emphasized understanding the business thoroughly, so I got a forklift driver license and worked on the shop floor to see how technology impacted daily operations.
I then joined MTM Technologies, the largest Citrix partner in the US, starting as a junior virtualization architect and eventually becoming their CTO. One piece of advice I always followed was to make myself seen by senior executives. I made a point to meet the CEOs of every company I worked for, no matter their size. This helped me understand their vision and align my work with their goals.
Throughout my career, I’ve interacted with people at all levels, from shop floor workers to C-level executives. This approach has been key to my success, allowing me to sit on boards, contribute to a significant $11 billion exit, and work with cutting-edge AI platforms. So yes, I started as a lifeguard, but now I’m involved in some of the most advanced AI infrastructure solutions in the world.
Experience and highlights as a young executive at Switch
Switch is amazing at branding, marketing, and name recognition. “Exascale” is a term developed by Switch to describe a facility that’s larger than a hyperscale data center, often millions of square feet in size. And Switch was and is well known for designing world class facilities that are highly dense, highly efficient and massive.
Working at Switch was extraordinary. I reported directly to CEO Rob Roy and worked closely with the CTO, Eddie Schutter, and various teams from marketing to construction. I absorbed as much as I could from this innovative environment. Switch had a unique product, catering to high-end retail and hyperscale customers, and was known for its advanced patented technologies and high-density compute architecture.
One of my key learnings was how to create a higher valuation for the business, ultimately helping it sell for about 30x EBITDA, which is a high multiplier to sell a company at. From 2019 to 2022, the company grew from a valuation of $4.5 billion to being sold for about $11 billion, which is a testament to its brand, technology, and architecture. It was an extraordinary learning opportunity for me, and also a chance to apply my skills.
When the company sold and Digital Bridge began guiding the conversation, I felt I had accomplished my goals. I promised myself a month off, which turned into about a week, before jumping into AI infrastructure and platform discussions with Neu.ro.
Executive Vice President for Digital Solutions: what did that entail?
I think we came up with the titles on the back of a napkin. “Your role is EVP (Executive Vice President)” “Okay, cool!”. While it sounded cool, my role was far more dynamic. It involved enhancing existing product offerings, raising industry awareness for Switch, and acting as an evangelist for the company’s technology within and beyond the organization.
Internally, I functioned as a researcher, helping Switch develop new and improved product mixes that made it more attractive in the data center industry. This ultimately supported upselling and boosting the company’s value proposition. Client satisfaction remained a core focus, ensuring their needs remained aligned with market demands.
The beauty of my role lay in its multifaceted nature. I collaborated extensively across various departments – from energy procurement to Research & Development to marketing and executive leadership. During Switch’s early robotics development days, I even contributed in that area. I was fortunate that I didn’t have an exact role, but multiple roles that were aimed at significantly enhancing the company’s value and visibility.
Companies often entrust responsibilities to individuals with a proven track record. My journey began in the technical realm, but my ability to deliver earned me additional responsibilities, resulting in a diverse portfolio encompassing diverse areas. With former Switch CTO, Eddie Shooter, we worked on different things from infrastructure projects to DevOps.
In fact, prior to Switch, I spent a year at EPAM Systems, a company with a workforce of over 60,000. This experience exposed me to some of the most brilliant digital engineers I’ve ever encountered, particularly in application design, cloud migration, and refactoring. Coming from a network engineering background in the DevOps space was an intense learning experience. I immersed myself in the evolution of software development, from waterfall methodologies to modern service-oriented architectures and microservices.
When I joined Switch, I brought this newfound expertise to the table. This allowed me to contribute to both the physical infrastructure and software development aspects. My understanding of DevOps practices proved invaluable in supporting the development of new solutions and use cases across the organization.
Framework for approaching new roles, especially with unfamiliar aspects, to ensure success
It’s refreshing to have someone ask such insightful questions. I’ve wanted to explore these areas for a while, but never had the opportunity, so I am grateful we are doing this. I wasn’t always successful. While my career hasn’t been without setbacks – organizations I’ve been involved with haven’t always thrived – these experiences have been invaluable learning opportunities.
For instance, at MTM Technologies, where I served as CTO, the company struggled to adapt to modern IT solutions. And so that company, which was one of the largest Citrix partners in the US, and even in the world at the time, was unable to pivot and eventually got sold and acquired. That experience highlighted the importance of adaptability within organizations; not just of organizations but also of people.
There are different types of personalities; there are introverts and extroverts. There are people who just want to say, “Bill, I just want to be an engineer, man, I don’t, I don’t need to know who the CEO is”. And that’s fine. You can be an engineer, you can focus on the area that you’re most comfortable with. I have always gone with a simple framework; we’re all people, we’re all humans, sharing so many similarities. We all wake up and put our pants on the same way. Some are more creative and can do two legs. That’s pretty cool. But we all are the same.
And I saw senior leadership as human beings first. Since my early career, I’ve treated senior leadership as people first. This human connection removes unnecessary barriers and fosters open communication. When interacting with executives, I introduce myself, express enthusiasm, and ask questions to learn more about them and the company. This proactive approach gets you noticed and establishes your presence.
Another key lesson came from a sales leader at MTM, Brian Coffey. He advised me to align myself with the company’s revenue stream. Initially, I didn’t understand what that meant. He explained the importance of understanding the sales process, business requirements, and how they translate into technical solutions. Instead of simply pursuing the latest technology, the focus should be on solving business problems, achieving metrics, and reaching new markets. This concept took me years to fully grasp, but it’s incredibly valuable. I still actively apply it today.
So, these frameworks, if you may, can be adapted by anyone, whether a consultant or a private business employee. Ultimately, success hinges on understanding the various aspects of a business, building relationships with leadership, and aligning your efforts with the company’s revenue generation. This approach has proven invaluable in current role as board member and lead technologist at Neuro, a company undergoing a successful “restart.”
Affiliation with Infrastructure Masons.
Infrastructure Masons is a non-profit organization that brings together industry leaders to create positive change within the data center sector. Their focus areas include diversity & inclusion, sustainability, veteran & military support, promoting women in the industry, and fostering the next generation of talent (including Gen Z and Millennials, which I’m a part of!).
Since 2019, I’ve been actively involved with Infrastructure Masons. Initially, I chaired the Millennial & Gen Z Resource Group, nurturing young talent within the industry. Currently, I serve as Chair of the Education Committee, partnering with schools and universities to connect students with data center career opportunities. These students, often in electrical, mechanical, or computer engineering programs, may not have previously considered data centers as a career path. Our committee works to bridge that gap and showcase how their skills can be directly applied within the industry.
Infrastructure Masons boasts strong industry support, with backing from leading hyperscalers like Google, Microsoft, Oracle, and Amazon. Additionally, major players like Compass, Aligned Energy, and DC BLOX are involved. This collaboration of prominent figures underscores our commitment to driving positive change in the data center landscape.
Trends and opportunities, specifically from global, cloud and data center, as well as connectivity viewpoints
Being Program Chair for the AFCOM Data Center World Conference and author of the State of the Data Center report gives me a front-row seat to the exciting changes happening in this industry.
We’re at a pivotal point. Just this year, at an event in Austin, a real estate firm casually mentioned single data center transactions exceeding 300 megawatts. Just a few years ago, we were celebrating 15 and 30 MW. People were buzzing about even larger capacities – half a gigawatt or even a full gigawatt. This massive growth is driven by data, information, and AI, especially generative AI which requires entirely new ways to interact with data.
The cloud is a big part of the conversation, but there’s a growing trend called “cloud repatriation.” This means companies are moving some workloads back on-premise to colocation data centers. Our report shows a rise in cloud repatriation and a noticeable increase in data center capacity needs as a result.
Another key trend is data locality. Driven by factors like data security and national data sovereignty laws, some companies can’t put their data in the cloud. They need data centers that offer physical security and in-country storage. This is where things get interesting. Traditional data centers weren’t designed for the high-powered AI workloads companies have now. So, we’re seeing advancements in cooling technologies (liquid cooling) and airflow management to handle the heat these workloads generate.
Here’s how my organization is helping: We offer white-labeled AI and ML ops platforms that data center partners can deploy quickly. This gives them a competitive edge against cloud providers by enabling them to offer those same AI services to their customers.
The future is bright, especially for emerging markets. While established markets are still growing, there’s a huge opportunity in places like Africa. Challenges like limited infrastructure are being addressed by advancements like containerized data centers and satellite connectivity. These new technologies allow emerging markets to compete by focusing on workloads that aren’t latency-dependent, like AI training. It is interesting to see how some emerging markets are bypassing traditional landlines altogether and connecting via satellite or cellular networks. This opens doors for places like Africa to capture a hungry market with companies that can’t use the big cloud providers.
We’re not dealing with traditional applications anymore. Companies have complex data problems that require solutions that can handle all sorts of data, structured and unstructured. That’s where we come in. We work with companies to understand their specific needs, design AI and ML architectures, and deploy solutions on-premise to give them complete control and security over their data.
The big shift is that emerging markets, not just established ones, have a chance to thrive in this new data-driven world. It’s a truly exciting time to be involved in the data center industry
Opportunities for data center operators in Africa
My mentor, Peter Gross, has a saying: “The data center industry loves innovation, as long as it’s 10 years old.” But we don’t have 10 years; we barely have 10 months.
So, my challenge to data center operators in Africa, especially colocation providers, is to engage with your customers. Ask them if they have AI workloads. You already manage their core infrastructure, so inquire about their AI needs and whether they would consider you a trusted partner to support those workloads.
We’ve had success with this approach. Initially, responses might be limited, but once you get more than one customer interested, it’s time to rethink your architecture. If you’re operating a 10 kW rack, consider whether you want to remain a standard colocation provider or evolve to support this emerging market. Evaluate your capacity and capabilities to support AI workloads.
