Episode 205 of the Data Center Go-to-Market Podcast features an interview with Jay Zapata, Chief Executive Officer at SATOKIE.

  • Trace how SATOKIE’s buyer profile evolved from large ASIC-focused companies to data center buyers with stricter uptime and redundancy requirements.
  • Explore how Jay Zapata’s finance and energy background informs the company’s approach to power origination and customer economics.
  • Examine how an in-house, 24/7 NOC supports dependable managed services and client referrals.
  • Assess why power expertise is increasingly important as AI workloads raise demand for high-density compute.
  • Identify the operational metrics, including revenue and costs per megawatt, that guide financially disciplined growth.
  • Recognize the risks of expanding or bundling services before establishing strength in a core offering.
  • Navigate complex buying committees and RFPs by building relationships throughout client organizations.
  • Anticipate how behind-the-meter power could reshape data center operations and service providers’ role across the energy-to-compute lifecycle.

 

 

Host:

Joshua Feinberg, CEO
DCSMI

 

Special Guest:

Jay Zapata, Chief Executive Officer
SATOKIE

 

Overview

The discussion examined how SATOKIE is positioning its power origination and managed services business for changing data-center and AI infrastructure demands.

Market Shift

  • Jay said buyer profiles have shifted from public companies seeking tier-zero Bitcoin facilities to customers seeking tier-three capacity, with greater emphasis on redundancy, uptime, energization dates, and accountability.
  • AI growth is increasing demand for behind-the-meter power and closer coordination between energy providers and compute operators.

GTM Approach

  • SATOKIE relies heavily on client referrals, operational credibility, in-house 24/7 support, and relationships across customer organizations.
  • Jay emphasized focusing on the company’s strongest offerings instead of prematurely bundling services or pursuing broad vertical integration.
  • Financial metrics such as revenue and cost per megawatt, cost per kilowatt-hour, and SG&A help guide growth and customer fit.

 

Outline

Buyer And Market Changes

  • SATOKIE transitioned from serving buyers of tier-zero Bitcoin facilities to targeting tier-three data-center needs.
  • Buyers increasingly prioritize uptime, redundancy, firm energization dates, and accountability.
  • AI workloads are increasing interest in behind-the-meter generation and energy expertise.

Founder and CFO Perspective

  • Jay applies corporate-finance and energy-sector experience to evaluate customer economics and company growth.
  • Operating metrics include revenue per megawatt, cost per megawatt, cost per kilowatt-hour, direct labor, power costs, and SG&A.
  • Balancing financial discipline with founder-led growth remains an ongoing challenge.

Managed Services Model

  • SATOKIE operates an in-house NOC combined with human call-center support.
  • The company manages approximately 150 megawatts for customers and owns approximately 30 megawatts.
  • Keeping accountability and support in-house is positioned as a differentiator.

Go-to-Market Strategy

  • Client referrals and strong operating relationships are the primary sources of growth.
  • Content supports market education and transparency but has not consistently converted directly into revenue.
  • Preferred-vendor status and relationships across customer teams help influence RFPs.
  • The company favors focused service offerings over premature bundling or vertical integration.

Future Outlook

  • Increasing grid constraints may accelerate behind-the-meter data-center projects.
  • Long-term winners may understand the full lifecycle from energy origination through compute production and facility operations.

Guest Resources

Resources



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