Jim Buie, CEO, ValorC3 Data Centers, on what time in tech has taught him so far.
What would you describe as your most memorable achievement?
One of the things I’m most proud of is the work we did at Involta, now ark data centers. We brought meaningful data center infrastructure to communities that weren’t traditionally seen as tech hubs. It’s easy to look at a data center and ask how many jobs it creates, but for me, the real impact is in what those assets do for the local ecosystem. Take Duluth and Akron, for example, which are markets expanded into during my tenure there. We introduced new technologies, like liquid cooling, to help the facility be more efficient, and we helped spark innovation across industries, especially manufacturing. In Akron, I recall that our neighbors initially showed little enthusiasm for our project. Interestingly, they asked if we were building a jail! The mood changed when we explained that we were introducing something that would help businesses become more efficient and forward-looking. Beyond the technology, we engaged with the community. We hosted tours for youth groups and inspired future generations to think about careers in technology. What sticks with me isn’t just that we built data centers in new markets, although that is part of it. We helped plant the seeds of innovation and opportunity in places that may otherwise have been overlooked at that time.
What first made you think of a career in technology?
I grew up in Cocoa Beach, Florida, when the NASA space program was a really big deal. I was surrounded by NASA engineers and my father was a lieutenant colonel in the Air Force, so science and technology were an integral part of my everyday life. The space program had a big influence on me. I still remember getting out of school to watch rockets launch. You could feel the heat from the rockets as you stood there, and it was awe-inspiring. That exposure planted the seed early on. I enjoyed science and math and being immersed in that world made a career in the technology field both exciting and inevitable. Even now, I’m just as inspired by what is possible, especially with the advancements we’re seeing in AI. I think the next decade could bring even more transformative change than the last 20 years, and I’m excited to be a small part of it.
What style of management philosophy do you employ with your current position?
My management philosophy centers on agility. It’s the most valuable leadership lesson I’ve learned. Technology and marketing both evolve constantly, so the ability to adapt is critical. That means being able to pivot quickly myself, and also creating an environment where my team feels empowered to make decisions and bring new ideas forward. That level of trust has built a culture where innovation and responsiveness thrive. At ValorC3, we have adopted this mindset to become a forward-thinking, sustainable technology partner. We can adapt, reinvent and lead in a constantly changing landscape.
By viewing challenges as learning opportunities, we stay resilient. This approach helps us turn obstacles into momentum, keeping the team energized.
What do you think is the current hot technology talking point?
Right now, the hottest technology is AI. The surge in compute power needed to support AI workloads is fundamentally reshaping how data centers are designed and built. We’re seeing a shift toward higher-density environments that demand more power, but with a smaller footprint, so the challenge becomes meeting the compute needs while maintaining efficiency. AI is forcing the data center industry to adapt and rethink a lot of how we’ve been doing things.
How do you deal with stress and unwind outside the office?
Surfing has always been a go-to for me. It’s an incredible way to clear your mind. I still surf when I’m near an ocean, but now that I live in land-locked Colorado, I’ve taken up wake surfing. It’s a great discovery because I don’t need to be near the coast to enjoy it, but I’m still on the water, which is always calming.
If you could go back and change one career decision, what would it be?
I would change a decision we made to pull the plug on a bundled services initiative we launched at a company around the time the dot-com bubble burst. I was working in the cable television industry and we’d rolled out a triple-play package with voice, video and high-speed internet all in one. It was cutting-edge at the time, but we shuttered the program due to Wall Street pressures and closed the company after the market downturn in 2000. Not long after, a leading, well-known company brought a similar product to market and turned it into a multi-billion-dollar success. The experience taught me a valuable lesson: when you believe in your strategy, stay the course.
What do you currently identify as the major areas of investment in your industry?
The biggest area of investment is the construction of data centers, particularly to support the growth of AI, hyperscale and enterprise workloads. We’re seeing a race to create enough infrastructure to accommodate the next wave of innovation.
At the same time, we’re seeing a recalibration of expectations. We’re learning how to do more with less and do more computing with fewer GPUs. It’s like construction planning – we initially thought we needed a larger road to accommodate the growth in traffic. We still need that road – but we now only need four lanes instead of 20.
What changes to your job role have you seen in the last year and how do you see these developing in the next 12 months?
Over the past year, my role as CEO has undergone significant evolution. It used to be more narrowly focused on engaging with enterprise clients, like hospitals or other regional businesses. Now, I find myself working across the broader community with economic development groups, local governments and even utility providers. The need to ensure the availability of power and land has made collaboration essential. You can’t just focus on our clients anymore – you have to help shape the ecosystem that supports your infrastructure.
What advice would you offer somebody aspiring to obtain a C-level position in your industry?
Focus on building a broad base of experience and avoid chasing the highest-paying job. Seek out opportunities that stretch your skill set. Look for opportunities in sales, operations, marketing, finance, and other areas. The more functional areas you understand, the more value you bring as a leader. That diverse toolkit sets you apart at the executive level. If you stay curious and avoid getting boxed into a single field, you’ll open doors for yourself that could lead to something incredible.
