Data Center Consolidation

Financial Analysis
&
High-level Technical Recommendation

for NewCo
by Metagyre, Inc.
February 23, 2009
Metagyre Data Center Consolidation Financial Analysis & High-level Technical Recommendation NewCo

Table of Contents
Executive Power Point Presentation..........................................................................................................3
Executive Summary...................................................................................................................................8
Audience....................................................................................................................................................9
Assumptions...............................................................................................................................................9
Current Situation......................................................................................................................................10
Recommendation......................................................................................................................................11
Summary..............................................................................................................................................11
Financial Analysis...............................................................................................................................11
Technical Analysis...............................................................................................................................17
What is known................................................................................................................................17
What is projected............................................................................................................................17
Space and Power Recommendations..............................................................................................17
Data Center 8 Data Center.......................................................................................................................18
Consolidation Approach..........................................................................................................................19
What....................................................................................................................................................19
Inventory current equipment ..........................................................................................................19
Identify application to hardware dependencies..............................................................................19
Identify server farms.......................................................................................................................19
Identify gear slated for decommissioning.......................................................................................19
Identify gear slated for upgrade......................................................................................................19
Identify other project resources......................................................................................................20
Identify equipment gaps requiring procurement.............................................................................20
How.....................................................................................................................................................20
Vendor selection and site design.....................................................................................................20
Cabinet layout design.....................................................................................................................20
Power plant design..........................................................................................................................20
Cable plant design...........................................................................................................................20
Network migration planning...........................................................................................................21
SAN planning.................................................................................................................................21
When...................................................................................................................................................21
Appendix..................................................................................................................................................22
Data Center 1 Power Calculation Summary........................................................................................22
Portland Data Center 1 Collocation Power Report.............................................................................23
Rack Cost Model.................................................................................................................................24

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Executive Power Point Presentation

See following slides

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Executive Summary
NewCo currently manages computer resources across eight data centers globally at an approximate
annual cost of $5,129,000. The data centers are located in Portland, New York, Hong Kong, Phoenix,
Cleveland and Billings. Most of the data centers have been added to the organization through corporate
acquisitions. This organic growth has left room for significant savings to be realized through data
center consolidation and improved contract rates. This strategy recommends consolidating NewCo's
current eight data centers into two regional data centers (RDC). One RDC in Portland utilizing Data
Center 8's collocation facilities and the other in Billings utilizing Data Center 7's facilities. When
completed, this consolidation represents an estimated annual savings of $2,760,000. The annual spend
at the end of the project for the two RDCs is estimated to be $3,620,000.
In order to achieve these savings, this strategy proposes an initial capital investment of approximately
$2,151,000. This investment includes overlapping data center rent, early contract penalties, seed
equipment, cabling, network equipment, storage data transfer, and equipment move for Portland. This
initial investment will allow NewCo to migrate from the current Data Center 1 location into the new
lower-cost Data Center 8 facility followed by a Hong Kong move in June. An overlap of data center
costs for three (3) months is expected in order to minimize system down time. Once the Portland
move is complete, NewCo is projected to save $1,180,000 annually. Additionally, $650,000 will be
saved annually by consolidating Hong Kong into the new Portland data center. The final $930,000 in
annual savings may be realized by consolidating the New York, Phoenix, and Cleveland data centers
functionality into the new Portland space. In addition to the tangible savings, NewCo should anticipate
a lower total cost of ownership (TCO) as a result of reducing the number of data centers it currently
manages.
The two locations Portland and Billings were chosen to maximize NewCo's current investment and
take advantage of existing staff. The distance between the two sites is approximately 600 miles which
allows for geo-diversity while remaining close enough for low latency network communication.
Based on the information available to the team, NewCo requires approximately 90 cabinets to provide
adequate room for existing equipment and to begin consolidation of other sites into Portland. Over
time, the number of cabinets can be reduced as equipment density increases allowing room for
additional resources. Starting with the initial estimate of 220kW of power used and growing 20% year
over year, NewCo's power requirement will grow to approximately 407kW at the end of 2022.
Using the current requirements and a projected growth rate of 20% year over year, the analysis
recommends negotiating for collocation space with a starting capacity of 230kW and 80 cabinets with a
contractual guarantee of an end state with greater than 400kW and floor space to accommodate
approximately 100 cabinets.

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Audience
This document is intended for internal NewCo staff only.

Assumptions
Assumptions can represent a significant risk if all stakeholders do not agree with the assumptions. In
order to predict needs and associated budget costs over the next three years several, assumptions have
been made. In recommending the data center consolidation strategy the following assumptions have
been used as inputs into the process:
● To manage financial exposure, the analysis planning term is for a three year solution
● NewCo has determined that Data Center 8 is a prime candidate for their collocation needs
● Most equipment currently housed in Data Center 1 will be migrated over to new location
● Additional return on investment is available by consolidating other sites into the space in later
phases
● Data center growth budgeting at 20% year over year increase in power is appropriate
● NewCo has working policies in place to consolidate functions into denser form factors (virtual
machines, blades, 1U servers)
● Data Center 1's high cost not poor service initiated the search for alternative data center
facilities
● The Portland data center is the major operations hub
● Billings will migrate out of the Data Center 9 location into Data Center 8 and Data Center 7
● The Data Center 6 facility will be decommissioned between March and July of 2020
● Planned outages must be minimized during relocation
● Other projects purchase of new equipment is available to support migration
● Data Center 8's security model meets NewCo requirements
● This is a high-level go/no go plan; there are still many details to flush out
● All contracts fall to month-to-month on expiry
● The sampling of invoices taken are representative for those sites
● There is no technical/application reason the consolidation can't happen
● Systems from diverse sites can be consolidated into the same location
● NewCo staff resources are available as needed
● Vendor support is available for moving their equipment
● Equipment leasing is an option and will be cheaper than purchasing new
● TCO will be lower due to less facilities to manage
● Data Center 1 facility will be the first site to migrate
● Portland's move will cover the up front costs of other moves
● New acquisitions/data centers will be factored separately
● Requirements will change over the course of the project
● Detailed site requirements remain to be defined
● Data Center 7 will maintain its low cost and have sufficient resources to handle NewCo's needs
as the second data center
● The Portland migration can occur within a 3 month time frame to contain costs

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Current Situation
NewCo is currently
managing computer
resources across eight
data centers globally at
an approximate annual
cost of $5,129,000. The
data centers are located
in Portland, New York,
Hong Kong, Phoenix,
Cleveland and Billings.
Most of the data centers
have been added to the infrastructure through company acquisitions.
As a result of this organic
growth each data center
has different contract
terms, termination dates,
levels of support and
network connectivity. A
review of their invoices
shows significant savings
may be realized through
data center consolidation
and improved contract
rates.
The “Current Monthly Cost by Data Center” graph illustrates the average cost per month of each data
center. The cost difference between the various data
centers is relative to the space and equipment running
at each facility along with the amount of network
bandwidth consumed.
While the analysis for this strategy reviewed all the
data centers to establish a baseline, the focus was
placed on Data Center 1's Portland facility which
represents the largest expense with potential for cost
reductions in power and network costs.
The Portland data center supports approximately 50
cabinets of servers and networking equipment, 20
cabinets of data storage and six (6) cabinets of tape
backup. On average the Portland data center costs
$260,000 per month or $3,125,000 annually. From a
total spend perspective, the Portland data center

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currently accounts for 61% of the total NewCo data center spend.
In addition to the current equipment inventory, NewCo is planning to add an additional 10 cabinets of
storage and seven (7) cabinets of servers in 2020 to the Portland data center.
Data center management is the continual balance between three factors. Those factors are space, power
and cooling (HVAC). It is not unusual to look into a data center that is at capacity and see several rows
of empty space. Physical space is only one leg of the triangle. Available power and the ability to cool
the equipment using that power are more often the gating factors. NewCo's Data Center 1 facility is
broken into two areas – the main area and a small space down stairs. The main area is at 94% capacity
based on available power; the small down stairs space has some capacity, but overall the site is at 88%
power capacity.
In the Portland area the cost of Data Center 1 is approximately double the current cost of comparable
data center facilities. Additionally, Data Center 1 has changed its strategic direction and no longer
considers collocation services core to its business.
Although migrating the Portland data center from Data Center 1's facility into a lower cost facility will
reduce the monthly spend, there is a financial impact to the timing of this move. The Portland data
center facility has expanded organically over time resulting in numerous contracted work orders which
are not coterminous. Specifically there are 38 contract work orders which terminate throughout 2020
and 2021. The penalty for early termination of a work order is 50% of the remaining duration
multiplied by the monthly cost. The other data center facilities carry similar penalties for early
termination.

Recommendation

Summary
Based on cost analysis and engineering review of the initial data, NewCo has the potential to realize
significant cost savings by acquiring space in a new lower cost data center facility such as Data Center
8 and consolidating several high cost data centers into one.
To meet the current equipment load and provide for 20% year over year growth through 2022 the new
data center should support a 410 kW total draw from 90 cabinets. To see further savings NewCo
should continue its application consolidation effort, moving applications from legacy equipment to its
new data center standards. This consolidation will improve space and power utilization.
From a return on investment (ROI) perspective, moving from Data Center 1 to Data Center 8 in 2020 is
projected to break even in the second quarter of 2021 - less than six (6) quarters. Following the break
even point, NewCo will continue to see a benefit of $420,000 per month in reduced monthly data
center costs. The three year return on investment is 45% or approximately an accumulated net present
value of $2,000,000

Financial Analysis
In order to understand the cost savings available through a data center consolidation several financial

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models were built to perform “what if” scenarios. The first model determines the most cost effective
time to leave Data Center 1. This model balances the financial penalties against the monthly savings.
The model also incorporates the overlap in rent while the new Data Center 8 data center is built out and
the move takes place. Based on experience, a three month overlap was set in order to minimize
application down time. Following several runs of the model April was found to be the most
advantageous month to complete the Data Center 1 data center move.
The “Proposed SG&A
Cost Avoidance by
Month” graph shows the
savings month over
month that will occur
once the move is
complete. The spike in
the first few months
shows the cost of
overlapping data centers
for three months along
with the early
termination penalties. The “Monthly SG&A Cost Avoidance” in green highlights the month over
month savings available from this project.

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The ”DC 1 and DC 8 SG&A Cost Model” shows the accumulated cost of both data centers' rent, power
and Internet connectivity. It compares the cost of staying with Data Center 1 (doing nothing) against
moving to Data Center 8. The graph shows September breaking even and the remaining three months
returning budget that would have been spent on the Data Center 1 data center.

Both graphs above show there is considerable savings available from Data Center 8's lower rent, power,
and Internet charges. However, the models that produced those graphs do not incorporate the costs
associated with moving equipment and other one time capital costs.
To further quantify the costs and build a complete ROI picture the team developed a model based on
the following data:

Amount Description
$260,000 One month rent, power and Internet at Data Center 1 (based on an average bill)
$120,000 Estimated cost for one month rent, power and Internet at Data Center 8 (based on preliminary
discussions with data center)
$327,000 Early termination penalties for leaving Data Center 1 April 30, 2020 (50% of the remaining
contract)
$54,000 Estimated cost for one month rent, power, and Internet at Data Center 5.
$215,000 Early termination penalties for leaving Data Center 5, June 30, 2020 (50% of the remaining
contract which ends February 28, 2021)
$1,068,000 Seed equipment and initial investment to include:
Category Estimated Cost Comment
Storage equipment 0 Use new storage equipment
Storage move 105,000 Transfer data and reconfigure storage
Servers 100,000 Estimated 20 servers @ $5,000
Edge router 117,000 Pair for redundancy
Load Balancer 112,000 Pair for redundancy
Firewall 94,000 Pair for redundancy
Distribution network 54,000 8 switches to provide initial cabinet coverage
layer

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Amount Description

Core network layer 116,000 Pair for redundancy

Dark fiber 57,000 3 pairs for 12 month lease
DWDM 50,000 Modulator for dark fiber use
IBM Cabinet 30,000 20 new cabinets & reuse the 5 empty ones
currently available
PDUs 30,000 50 Power distributions units for 25 seed cabinets
Network cable plant 83,000 Cabling for initial 70 cabinet setup
Site Prep 50,000 Facility cost for setting up cage and overheads
Power Installation 80,000 Run all circuits but only turn on the ones required

$170,000 Contingency fund of 5% of the quarterly project costs for the first 5 quarters
5% Cost of money for calculating net present value

Using the input, above the model calculated out ROI, Break Even and Net Present Value. The cost
savings between Data Center 8 and Data Center 1 is represented as a positive benefit in the the model's
calculations. The model also closes Data Center 5 before the end of June 2020 and adds the savings in
rent power and Internet bandwidth to the benefits. As a result the model shows the lower cost of Data
Center 8 will completely fund the purchase and move in just over five (5) quarters. If the project
begins Q1, 2020 break even is achieved in Q2 2021. The model also shows a 63% return on
investment at the end of the third year with an accumulated net present value of approximately
$2,115,000.

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Graphically the data shows continued positive cash flow resulting from the lower cost Data Center 8
data center. In the “Summary Financial Analysis” graph below each of the key financial measurements
can be seen over the 17 quarter life of the model.

Project Financial Analysis

$7,000,000
$6,500,000
$6,000,000
$5,500,000
$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
Dollars

$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
$(500,000)
$(1,000,000)
$(1,500,000)
$(2,000,000)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2020 2020 2020 2020 2021 2021 2021 2021 2022 2022 2022 2022 2023 2023 2023 2023 2024
Fiscal Quarters

Project Costs Project Benefits Net Cash Flow Cumulative Net Cash Flow

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For a pure cost verses benefit view, the following graph shows the difference between the total project
spend and the benefit.

Project Costs vs. Total Benefits

$1,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
$(100,000)
$(200,000)
Dollars

$(300,000)
$(400,000)
$(500,000)
$(600,000)
$(700,000)
$(800,000)
$(900,000)
$(1,000,000)
$(1,100,000)
$(1,200,000)
$(1,300,000)
$(1,400,000)
$(1,500,000)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2020 2020 2020 2020 2021 2021 2021 2021 2022 2022 2022 2022 2023 2023 2023 2023 2024

Fiscal Quarters

Project Costs Project Benefits

Based on the current costs of the other facilities and industry best practices the team recommends a two
data center model at the end of the consolidation project. The two regional data centers (RDC) should
provide NewCo with cost effective data center space and set the foundation for disaster recover (DR)
and business continuity plans (BCP) in the future.
In an ideal setting the two RDCs should be:
● geographically diverse to ensure a disaster at one location does not extend to the other location
● networked together with the least amount of latency possible to ensure data movement or
application communications between the two locations is not negatively impacted
● close to knowledgeable resources that can provide technical and business support if a fail-over
scenario is initiated.
Comparing the other data centers against the requirements above, Billings' Data Center 7 facility
performs well and has low costs similar to Data Center 8. Moving forward, Portland and Billings are
recommended as the data centers to consolidate the others into. Consolidating into Portland and
Billings should maximize NewCo's current investment and take advantage of existing staff. The
distance between the two sites is approximately 600 miles which allows for geo-diversity while

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remaining close enough for low latency1 network communication.

While out of the scope for this phase of the project, each data center should plan to provide backup for
the other. A high level approach is to consolidate systems and data in either Portland or Billings RDC
with the other RDC to provide backup support for the consolidated system. In other words, a back up
copy of Portland data can reside in Billings while Billings' data and back up systems reside in Portland.
The level of system and data redundancy in place for disaster recovery (DR) and business continuity
(BCP) will depend on the amount of risk the business is willing to accept.

Technical Analysis

What is known
● Currently have 76 cabinets of equipment in Portland, averaging 0.1kW/RU or 4kW per rack
● Budgeted growth for 2020 are 4 cabinets of high-speed storage and 8 cabinets of tier 2 storage,
plus some amount of servers. The number of servers has not been budgeted at this this time but
has seen a historical growth rate of 22%
● Planned for near term migration are approximately one and a half racks of servers and support
gear from Billings
● Compressed into racks without any spaces or cable management, all equipment (all data
centers) would require 53 standard cabinets
● At 75% rack usage to allow room for less than ideal placement and patch panels, the current
equipment (all data centers) would occupy 72 cabinets
● Cost effective dark fiber is available on the Data Center 1 campus that can be utilized for the
move

What is projected
With the initial information available to the team, NewCo will need approximately 90 cabinets to
provide adequate room for existing equipment and begin consolidation of other sites into Portland.
Over time, the number of cabinets can be reduced as equipment density increases to allow room for
additional resources. Starting with the initial estimate of 220kW of power used and growing 20% year
over year, NewCo's needs will grow to approximately 407kW of power at the end of 2022.

Space and Power Recommendations

Based on the current requirements and a projected growth rate of 20% year over year, the analysis
recommends negotiating for collocation space with a starting capacity of 230kW and 80 cabinets with a
contractual guarantee of an end state with greater than 400kW and floor space to accommodate
approximately 100 cabinets.

1
Estimated 25 milliseconds round trip

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Data Center 8 Data Center

In Portland there are a number of vendors providing data
center facilities. These vendors include: AT&T, Verizon,
Savvis, Internap, Qwest and others. Each vendor
provides facilities with different levels of hardness and
supporting services. Data Center 8 is often a cost
effective solution compared to other data centers in their
market. Data Center 8 maintains its competitive pricing
by acquiring its space at a very low cost and not requiring
a bundled set of services to be purchased with collocation
space. In addition Data Center 8 is carrier neutral for
Internet connectivity allowing NewCo to see additional
savings on its bandwidth usage costs.
Data Center 8 recently acquired additional space in the
same campus as NewCo's Data Center 1 facility. This
new space will come on-line over the next month,
providing NewCo the opportunity to select the space
within Data Center 8 that meets its needs most effectively.
The floor diagram shows the different configurations
available shaded in red. In addition custom work can be
performed to move walls, add ramps, increase cooling
capacity or other structural change in order to have a
space match NewCo current and planned requirements.
Undertaking the custom work at this stage is significantly
less expensive than retrofitting it in after NewCo has
established it operations in the space. The price of
custom work has not been established with Data Center 8
and should be a part of the overall contract negotiation.
Having the two facilities only a short distance away can
also assist with the migration process. The two centers
can be networked to appear as one allowing equipment to
be shared across the two sites and minimizing the need
for significant down time as servers and data are
migrated.

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Consolidation Approach

What

Inventory current equipment

In order to plan a data center relocation, identification of the physical assets is the first step. A
complete inventory includes a hardware manifest, label names, vertical size in rack units, and current
location by site, row, rack, and rack unit2. A recent rack power audit obtained from the collocation
provider will give a power density for the site. An inventory for Portland has been completed; data for
the other sites remains to be collected.

Identify application to hardware dependencies

This activity requires NewCo resources to complete. While services and software options exist such as
EMC's Smarts Application Discovery Manager and IBM's Tivoli Application Dependency Discovery
Manager, both are costly and still require various inputs from the inquiring organization. Alternatively
this output can also be generated manually with resources from the networking, storage, systems
administration, database, and development/quality assurance groups. Most organizations already have
the needed data requiring only collation and analysis rather than a full investigation. The final
combined deliverable is a map from the networking and storage layers up through the application tiers
to the end user. This map of resources is then used to identify dependency branches in the
infrastructure, identify critical core components, and assist in planning the phases of the move.

Identify server farms

In many cases, application resources are deployed in multiples for load tolerance and redundancy. This
design provides benefit that can be used during the move to mitigate downtime. The steps are to
identify excess resources that during slack usage periods can be physically relocated from one
hardware pool into another in the new location. The new pool is then brought on-line with network
connectivity redirecting traffic appropriately.

Identify gear slated for decommissioning

On occasion, other project time lines can be accelerated to allow for gear to be decommissioned in time
to eliminate the need for relocation. This equipment may also be re-purposed for use in the relocation
as a temporary measure.

Identify gear slated for upgrade

On other occasions, upgrades can be delayed to allow the service to be deployed directly into the new
facility.
2
The term “rack unit” denotes equipment position as measured from the bottom of the rack in 1¾” increments

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Identify other project resources

Large budgeted purchases such as storage, networking, or new server deployments can be allocated as
resources to provide needed temporary services while equipment is being moved. In these cases budget
is already earmarked and the move simply accelerates the acquisition for use during the relocation
before being deployed to its final state. This acceleration can bridge some costly gaps and requires a
review of next year's approved projects' hardware purchase plans.

Identify equipment gaps requiring procurement

After other options are exhausted there are occasionally still resource shortfalls. These gaps have to be
bridged with external resources. Costly equipment that is only used during the migration is a prime
candidate for lease or rent. Networking and storage gear is often in this category. Depending on the
vendor relationships some equipment may be available for use on a very short time frame.

How

Vendor selection and site design

Data centers are typically defined by a resource triangle whose points are defined as available power,
available space, and the inverse of the overall cost. A very inexpensive collocation site is useless if it
lacks either adequate power or space. A successful site will suit our strategic needs in all three areas
now and over a strategically defined period.

Cabinet layout design

Standardization of resources increases manageability and reduces total cost of ownership. A standard
cabinet footprint with uniform features assists in effective space planning and improves deployment
efficiencies.

Power plant design

Power and how it is deployed into the environment is one of the larger engineering activities facing a
data center manager. Around the need to optimize space and cooling constraints lay the restrictions
imposed by the facility on power draw. Balancing all this to give suitable options for standard and high
density cabinets can require compromises around equipment placement and choice. Also to consider
are methods for effective power management and supporting tools such are remote monitoring and
switching. Certification standards for acceptance from vendors yield consistency in labeling, source
redundancy, and capacity verification.

Cable plant design

Robust access layer strategies, labeling/coloring standards partnered with defined copper and fiber
standards for panels, connectors and patch management allow for clean and auditable network
infrastructure. This in turn reduces total cost of ownership and unplanned outages.

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Network migration planning

The location currently under review has dark fiber capacity between buildings which can facilitate a
migration if the fiber and it's requisite support gear are financially viable. New equipment locations
need to be mapped out and accounted for. Acceptance testing methodology must be drawn up and
reviewed to ensure any network extensions perform as expected prior to being promoted to production.

SAN planning
Migrating storage tends to be a laborious task in detailing the dependencies for all the equipment
involved. It requires migrating those elements over to new storage, relocating the physical disk, and
then migrating data back to the original configuration in the new location. Additionally, the fact that
the servers may not migrate to the new location at the same time the data storage moves will require a
method to bridge across the two sites.

When
In the initial planning stages, we use modeling tools to research financially ideal time tables for
relocating. As the project progresses, we allocate equipment into move cycles based on dependencies
and production impact:
● Production issues such as release cycles, corporate initiatives, high market times, etc.
● Allocate to minimize the number of high risk relocations per phase. In the case of an issue, this
allows more resources to focus on the single problem.
● Plan move cycles to mitigate impact by scheduling during times of least use.
● Within the external limitations from vendors such as network, power, and the site build out.
For high-risk/high-impact moves, the process is broken down into a short interval schedule3 for review
and practice, complete with rollback procedures to minimize risk

3
Short interval schedule (SIS) is a defined step by step process paired with appropriate roll back strategies for high profile
actions. Each step has a defined action, duration and assigned resource. There are defined management go/no go
decision points defined along the way. The SIS will allow peer review, trial runs and management approval in advance
of the actual execution.

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Appendix

Data Center 1 Power Calculation Summary

This area shows the current state of “As is” plus some estimations based on this information
Current Power Draw (main space+new space estimate) 162871 W
Power additions 56000 W

Seattle Rack Unit Total 1694 RU

Space additions 558 RU

Current Seattle Cabinet Density 61 racks power density 2670 W/cabinet

Least Possible Total Cabinets 54 racks power density 4053 W/cabinet
75% Utilization of All Cabinets 72 racks power density 3040 W/cabinet

Known Power Requirement

RU kW AVG kW/RU Avg kW/Rack – 100% util Forward needs projection based on year over year increase in power
2252 219 0.10 4.08
Power Growth Annual % increase 20%
This area calculates how many RU at the current AVG kW/RU rate 2007 2008 2009 2010 2011 2012
kW Capacity HVAC Max RU by available power Capacity Increase Seattle 163 195 235 281 338 405
407 115.76 4187 86% plus add 219 263 315 378 454 545

Calculates how many standard 1U servers at moderate use could be supported Add known items coming in early next year here
Total “Servers” Cabinets Servers per Rack A at 208V Usable W Allocated W RU W
1424 89 16 1.4 4560 5700 Power additions 558 56000
Portland servers 54 6000
Cooling Calcs 4 DB Storage Units 168 20400
ton HVAC BTU W kW 8 Data Storage Units 336 29600
1 12000 3515.97 3.52

Rack count
cabs width total
19” 13 24 312
23” 11 29
rows Total
6 66

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Portland Data Center 1 Collocation Power Report

Power Report
19. Jul y 2019

C abin et - Stri p
120V R cpt.
Pr i. G en . UPS PMM Recen t A m per ag e R ead ing Wattag e R ack Cab W atts
208V Type
- Str ip

A B C

D D1 D1 -5 120 L5-20 6.9 828.0 A1-A

F F2 F2-3 120 L5-20 8.7 1044 .0 A1-B 1872 .0
D D1 D1 -5 120 L5-20 5.1 612.0 A2-A
F F2 F2-3 120 L5-20 4.2 504.0 A2-B 1116.0
F F2 F2-3 120 L5-20 9.1 1092 .0 A3-A
D D1 D1 -5 120 L5-20 8.8 1056 .0 A3-B 2148 .0
D D1 D1 -5 120 L5-20 10.4 1248 .0 A4-A
D D1 D1 -5 120 L5-20 0.4 48.0 A4-A1
F F2 F2-3 120 L5-20 13.5 1620 .0 A4-B
F F2 F2-3 120 L5-20 3.0 360.0 A4-B1 3276 .0
F F2 F2-3 120 L5-20 10.0 1200 .0 A6-A
D D1 D1 -5 120 L5-20 8.7 1044 .0 A6-B 2244 .0
D D1 D1 -5 120 L5-20 4.1 492.0 B1-A
F F2 F2-3 120 L5-20 4.2 504.0 B1-B 996.0
D D1 D1 -5 120 L5-20 9.6 1152.0 B2-A
F F2 F2-3 208 L6-30 7.8 7.8 1622 .4 B2-A1
F F2 F2-3 120 L5-20 7.5 900.0 B2-B
D D1 D1 -5 208 L6-30 8.1 8.2 1695 .2 B2-B1 5369 .6
F F2 F2-3 120 L5-20 13.0 1560 .0 B4-A
F F2 F2-3 120 L5-20 10.8 1296 .0 B4-B 2856 .0
F F2 F2-3 208 L6-30 8.5 8.6 1778 .4 B5-A
D D1 D1 -5 208 L6-30 8.8 8.8 1830 .4 B5-B 3608 .8
F F2 F2-3 208 L6-30 6.4 6.4 1331 .2 B6-A
D D1 D1 -5 208 L6-30 6.6 6.6 1372 .8 B6-B 2704 .0
F F2 F2-3 120 L5-20 7.9 948.0 C3 -A
D D1 D1 -5 120 L5-20 8.1 972.0 C3 -B 1920 .0
D D1 D1 -5 120 L5-20 10.8 1296 .0 C4 -A
F F2 F2-3 120 L5-20 10.2 1224 .0 C4 -B 2520 .0
F F2 F2-3 120 L5-20 8.3 996.0 C5 -A
F F2 F2-3 120 L5-20 12.6 1512 .0 C5 -B 2508 .0
F F2 F2-3 120 L5-20 10.5 1260 .0 C6 -A
F F2 F2-3 120 L5-20 10.1 1212 .0 C6 -B 2472 .0
F F2 F2-3 120 L5-20 7.7 924.0 D1 924.0
F F2 F2-3 120 L5-20 5.8 696.0 D2
F F2 F2-3 208 L6-20 9.3 9.2 1924 .0 D2 2620 .0
F F2 F2-3 120 L5-20 7.6 912.0 D3
D D1 D1 -5 120 L5-20 2.6 312.0 D3
F F2 F2-3 120 L5-20 1.8 216.0 D3 1440 .0
F F2 F2-3 120 L5-20 4.6 552.0 D4
G G1 G1 -4 208 L6-20 9.4 9.4 1955 .2 D4 2507 .2
G G1 G1 -4 208 L6-30 6.1 6.2 1279 .2 E0-A
G G1 G1 -4 208 L6-30 6.0 6.0 1248 .0 E0-A1
F F2 F2-3 208 L6-30 6.1 6.1 1268 .8 E0-B
F F2 F2-3 208 L6-30 6.2 6.1 1279 .2 E0-B1 5075 .2
D D1 D1 -5 208 L6-30 10.8 10.8 2246 .4 E1-A
F F2 F2-3 208 L6-30 10.0 10.0 2080 .0 E1-B 4326 .4
G G1 G1 -4 208 L6-20 4.8 4.8 998.4 E2-A
F F2 F2-3 208 L6-20 4.1 4.1 852.8 E2-B 1851 .2
G G1 G1 -4 208 L6-20 4.7 4.7 977.6 E3-A
F F2 F2-3 208 L6-20 4.5 4.4 925.6 E3-B 1903 .2
G G1 G1 -4 208 L6-20 1.7 1.7 353.6 E4-A
G G1 G1 -4 208 L6-20 2.0 2.2 436.8 E4-A1
E E2 E2-5 208 L6-20 1.8 1.9 384.8 E4-B
E E2 E2-5 208 L6-20 2.3 2.3 478.4 E4-B1 1653 .6
G G1 G1 -4 208 L6-20 1.6 1.6 332.8 E5-A
G G1 G1 -4 208 L6-20 2.0 2.0 416.0 E5-A1
E E2 E2-5 208 L6-20 1.9 1.9 395.2 E5-B
E E2 E2-5 208 L6-20 2.1 2.1 436.8 E5-B1 1580 .8
G G1 G1 -4 208 L6-30 11.3 11.1 2329 .6 F1-A
F F2 F2-3 208 L6-30 9.7 9.7 2017 .6 F1-B 4347 .2
G G1 G1 -4 208 L6-30 9.8 10.0 2059 .2 F2-A
F F2 F2-3 208 L6-30 9.3 9.4 1944 .8 F2-B 4004 .0
G G1 G1 -4 208 L6-30 10.8 10.6 2225 .6 F3-A
F F2 F2-3 208 L6-30 8.5 8.6 1778 .4 F3-B 4004 .0
G G1 G1 -4 208 L6-30 8.6 8.5 1778 .4 F4-A
F F2 F2-3 208 L6-30 8.0 7.8 1643 .2 F4-B 3421 .6
G G1 G1 -4 208 L6-30 8.9 8.8 1840 .8 F5-A
F F2 F2-3 208 L6-30 6.3 6.3 1310 .4 F5-B 3151 .2
G G1 G1 -4 208 L6-30 7.8 7.6 1601 .6 F6-A
F F2 F2-3 208 L6-30 7.0 7.0 1456 .0 F6-B 3057 .6
D D1 D1 -5 208 L6-30 7.6 7.7 1591 .2 G1 -A
E E2 E2-5 208 L6-30 8.4 8.4 1747 .2 G1 -B 3338 .4
D D1 D1 -5 208 L6-30 8.8 8.7 1820 .0 G2 -A
E E2 E2-5 208 L6-30 8.5 8.5 1768 .0 G2 -B 3588 .0
G G1 G1 -2 208 9C 54 5.2 7.5 7.5 2422 .9 G4 -A1
E E2 E2-5 208 9C 54 8.3 8.6 5.7 2710 .8 G4 -B1 5133 .7
G G1 G1 -2 208 9C 54 7.0 6.7 6.2 2386 .9 G5 -A1
E E2 E2-5 208 9C 54 7.6 7.3 7.4 2674 .8 G5 -B1 5061 .7
D D1 D1 -5 208 L6-30 9.7 9.7 2017 .6 G6 -A
G G1 G1 -2 208 L6-30 4.4 4.4 915.2 G6 -A1
E E2 E2-5 208 L6-30 9.5 9.6 1986 .4 G6 -B 4919 .2
D D1 D1 -5 208 L6-30 11.6 11.7 2423 .2 G7 -A
G G1 G1 -2 208 L6-30 7.4 7.3 1528 .8 G7 -A1
E E2 E2-5 208 L6-30 9.4 9.4 1955 .2 G7 -B 5907 .2
G G1 G1 -2 208 L6-30 13.2 13.2 2745 .6 G8 -A
E E2 E2-5 208 L6-30 10.1 10.2 2111.2 G8 -B 4856 .8
D D1 D1 -5 208 L6-30 12.4 12.5 2589 .6 G9 -A
E E2 E2-5 208 L6-30 7.8 7.8 1622 .4 G9 -B 4212 .0
D D1 D1 -5 208 L6-30 7.7 7.7 1601 .6 G1 0-A
E E2 E2-5 208 L6-30 11.1 11.1 2308 .8 G1 0-B 3910 .4
D D1 D1 -5 208 L6-30 8.9 8.8 1840 .8 G11-A
E E2 E2-5 208 L6-30 11.4 11.6 2392 .0 G11-B 4232 .8
G G1 G1 -2 208 L6-20 8.8 8.8 1830 .4 G1 2A
E E2 E2-5 208 L6-20 8.0 8.0 1664 .0 G1 2B
D D1 D1 -5 208 L6-20 0.0 0.0 0.0 G1 2-A
G G1 G1 -2 208 L6-20 0.0 0.0 0.0 G1 2-A1
E E2 E2-5 208 L6-20 0.0 0.0 0.0 G1 2-B 3494 .4
D D1 D1 -5 208 L6-30 9.8 9.7 2028 .0 G1 3-A
E E2 E2-5 208 L6-30 9.0 9.0 1872 .0 G1 3-B 3900 .0
D D1 D1 -5 208 L6-30 0.0 0.0 0.0 G1 4-A
E E2 E2-5 208 L6-30 0.0 0.0 0.0 G1 4-B 0.0
D D1 D1 -5 208 L6-30 0.0 0.0 0.0 G1 5-A
E E2 E2-5 208 L6-30 0.0 0.0 0.0 G1 5-B 0.0
G G1 G1 -2 208 L6-30 2.0 2.0 416.0 H6 -A
E E2 E2-5 208 L6-30 1.9 1.9 395.2 H6 -B 811.2
G G1 G1 -2 208 L6-30 0.0 0.0 0.0 H7 -A
E E2 E2-5 208 L6-30 0.0 0.0 0.0 H7 -B 0.0
G G1 G1 -2 208 L6-30 0.0 0.0 0.0 H8 -A
E E2 E2-5 208 L6-30 0.0 0.0 0.0 H8 -B 0.0
G G1 G1 -2 208 L6-30 0.5 0.6 114.4 H9 -A
E E2 E2-5 208 L6-30 3.4 3.4 707.2 H9 -B 821.6
G G1 G1 -2 208 L6-30 3.1 3.0 634.4 H1 0-A
E E2 E2-5 208 L6-30 2.7 2.7 561.6 H1 0-B 1196.0
G G1 G1 -2 208 L6-30 5.7 5.6 1175.2 H11-A
G G1 G1 -2 208 L6-30 6.2 6.2 1289 .6 H11-A 1
E E2 E2-5 208 L6-30 7.0 6.8 1435 .2 H11-B
E E2 E2-5 208 L6-30 6.4 6.3 1320 .8 H11-B 1 5220 .8
G G1 G1 -2 208 L6-30 7.4 7.4 1539 .2 H1 2-A
E E2 E2-5 208 L6-30 7.3 7.3 1518 .4 H1 2-B 3057 .6
G G1 G1 -2 208 L6-30 9.2 9.0 1892 .8 H1 3-A
E E2 E2-5 208 L6-30 9.6 9.6 1996 .8 H1 3-B 3889 .6
G G1 G1 -2 208 L6-30 8.5 8.5 1768 .0 H1 4-A
E E2 E2-5 208 L6-30 9.6 9.8 2017 .6 H1 4-B 3785 .6
G G1 G1 -2 208 L6-30 9.8 9.6 2017 .6 H1 5-A
E E2 E2-5 208 L6-30 9.8 9.8 2038 .4 H1 5-B 4056 .0

Total Watts per Sq.

Total Sq. Ft.
Wattage Ft.

156,870.7 2,039.0 76.9

Rcpt. Rc pt. Rcpt. Rcp t.

Rc pt. Ty pe Rc pt. Type Rc pt. Type
Type Type Type Type Total
L5-15 L5-20 L5-30 L21-20 L6-20 L6-30 9C54
Used Qty: 0 32 0 0 19 70 4 125

Confidential page 23 of 24 February 23, 2009

Metagyre Data Center Consolidation Financial Analysis & High-level Technical Recommendation NewCo

Rack Cost Model

Rack Utilization
Install Cost per Server Rack (NRC) # of devices RU.s / device Type of device
Available RU.s 8 4 1 Access Layer Switches 40 ports per switch
Switch cost $19,200 26 1 Servers 4 Ports per server
server cost $195,000 4 1 Cable Management
Circuit cost $1,200
PDU cost $1,600
Rack cost $2,000
Item Counts and Prices Cabling cost $576 Install Cost for Storage (NRC)
total $219,576 total $1,200,000
Desired rack density in RU.s 42
Applications, services, or JVMs per server 0
Co-location Racks space available 50 Install Cost Network Services (NRC)
Applications, services and JVMs required 0 Cost per Rack (MRC) total $1,700,000
Web teir servers required 20 Floor cost $1,500
Power circuit Install price (NRC) $1,200 Power cost $1,500
20A/3o price / mth (MRC) $1,500 total $3,000 Web Servers 21
30 amp price / mth (MRC) $1,100 App Servers (JVMs) 0
20 amp price / mth (MRC) $750 Database Servers 0
Switch price (NRC) $4,800 Terabytes of storage 0
Server price (NRC) $7,500 Requried Nbr of Racks
Rack price (NRC) $2,000 Server Racks required 1
PDUs price (NRC) $1,600 Storage Rack required 4
Cable Mgmt price per switch (NRC) $40 Network Racks required 2
Cable price each (NRC) $4 total 7
Co-location Floor per rack price (MRC) $1,500
Co-location cage per rack price (NRC) $1,000
Accumulated Costs
Monthly Recurring $85,500
Annual Recurring $1,026,000
Initial Capex $3,169,576
First Year $4,195,576

Confidential page 24 of 24 February 23, 2009