Vice President, Integrated Business Planning

** Who You Are:*
* The  
** Vice President, Integrated Business Planning (IBP)
** is the enterprise owner of the integrated planning and decision‑making management system that governs where, when, and how QTS deploys capacity and capital across markets. This role integrates customer demand, real estate pipeline, power availability, entitlements, supply chain readiness, construction delivery, and capital deployment into a single, disciplined enterprise plan.

Operating as a senior enterprise executive, the VP, IBP enables the CEO, ELT, and Capital Committee to make fact‑based, cross‑portfolio tradeoffs across markets, sites, timing, capital, and risk. The role ensures growth commitments are grounded in deliverable power, executable schedules, and prudent capital allocation, protecting capital efficiency, delivery credibility, and long‑range growth optionality across a multi‑billion‑dollar investment portfolio. IBP functions as a core enterprise management system, not a functional planning exercise.

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* What You Will Do:

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* ** Enterprise IBP Leadership & Governance*
* Serve as enterprise owner of the Integrated Business Planning management system, including governance design, decision rights, executive forums, scenarios, and planning cadence.

+ Establish IBP as the governing mechanism for growth pacing, capacity timing, and capital allocation across the enterprise.

+ Chair or facilitate executive planning and reconciliation forums that surface tradeoffs and drive clear, documented decisions.

** Enterprise Capacity, Market & Pipeline Integration*
* + Integrate the end‑to‑end real estate, power, entitlement, and development readiness pipeline into a single enterprise capacity plan.

+ Govern market entry, site sequencing, and pacing decisions based on demand signals, power delivery, entitlement readiness, execution capacity, and capital constraints.

+ Ensure transparent, decision‑grade visibility into advance, hold, defer, or exit options across markets and assets.

** Power Availability & Infrastructure Alignment*
* + Embed MW availability and power delivery timing as binding constraints within the enterprise plan.

+ Align utility commitments, substations, transmission capacity, and infrastructure investments with real estate readiness and construction phasing.

+ Elevate power‑related risks-including timing, cost, reliability, and scalability-to executive leadership to inform demand commitments and go‑to‑market strategy.

** Capital Planning, Portfolio Strategy & Scenario Governance*
* + Own the enterprise multi‑year capital planning and scenario framework spanning land, utilities, shell, and phased capacity build‑out.

+ Enable scenario‑based evaluation of demand volatility, power delays, entitlement risk, cost escalation, and execution capacity.

+ Support Capital Committee and executive leadership with clear tradeoffs between growth acceleration, optionality, risk exposure, and return.

+ Inform capital gating, reprioritization, and reallocation decisions across markets and projects.

** Supply Chain, Construction & Delivery Realism*
* + Integrate supply chain constraints, long‑lead equipment availability, and vendor capacity into enterprise plans.

+ Ensure development and construction schedules reflect realistic execution capabilities, not aspirational targets.

+ Align phasing strategies, delivery commitments, and capital release timing with supply and power realities.

** Commercial, Sales & Customer Commitment Enablement*
* + Provide enterprise guidance to Commercial, Sales, and Leasing on market availability, MW capacity, delivery timing, and expansion optionality.

+ Translate customer requirements into planning assumptions grounded in deliverable capacity and enterprise priorities.

+ Partner with executive leadership to evaluate customer commitments, clearly articulating feasibility, capital impact, risk, and required tradeoffs before approval.

** Performance Management, Analytics & Decision Support*
* + Define and own IBP performance metrics tied to capacity delivery confidence, capital efficiency, service readiness, schedule credibility, and enterprise risk.

+ Ensure all planning outputs are decision‑grade, analytically…