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Educational Article

CDUs: The Brains of Direct Liquid Cooling

By Subzero Engineering

Why Direct Liquid Cooling Requires an Intelligent Control Layer

Traditional air cooling has hit its limits as rack power densities surpass 100 kW due to the relentless growth of AI and high-performance computing (HPC) workloads. Already, CPUs and GPUs exceed 700–1000 W per socket, while projections estimate 1500 W+ going forward. Fans and heat sinks are just unable to handle these thermal loads at scale; air cooling has hit its limits.

Hybrid cooling strategies are becoming the only scalable, sustainable path forward.

Single-phase direct-to-chip (DTC) liquid cooling has emerged as the most practical and serviceable solution, delivering coolant directly to cold plates attached to processors and accelerators. However, Direct Liquid Cooling (DLC) cannot be scaled safely or efficiently with plumbing alone. The key enabler is the Coolant Distribution Unit (CDU) – a system that integrates pumps, heat exchangers, sensors, and control logic into a coordinated package.

CDUs are often mistaken for passive infrastructure. But far from being a passive subsystem, they act as the brains of DLC, orchestrating isolation, stability, adaptability, and efficiency to make DTC viable at data center scale. They serve as the intelligent control layer for the entire thermal management system.

Intelligent Orchestration

CDUs do a lot more than just transport fluid around the cooling system. They think, adapt, and protect the liquid cooling portion of the hybrid cooling system. They maintain redundancy to ensure continuous operation, control flow, and pressure using automated valves and variable speed pumps, filter particulates to protect cold plates, and maintain coolant temperature above the dew point to prevent condensation. They contribute to the precise, intelligent, and flexible coordination of the complete thermal management system.

Because of their greater cooling capacity, CDUs are ideal for large HPC data centers. However, because they must be connected to the facility’s chilled water supply or other heat rejection source to continuously provide liquid to the cold plates for cooling, they can be complicated.

CDUs typically fall into two categories:

  • Liquid to Liquid (L2L): Large HPC facilities are well-suited for high-capacity CDUs known as L2L. Through heat exchangers, they move chip heat into the isolated chilled water loop, such as the facility water system (FWS). 
  • Liquid to Air (L2A): For smaller deployments, L2A CDUs are simpler but have a lower cooling capacity. By utilizing conventional HVAC systems, they transfer heat from the returning liquid coolant from the cold plates to the surrounding data center air by using liquid to air heat exchangers rather than a chilled water supply or FWS.

Isolation: Safeguarding IT from Facility Water

Acting as the bridge between the FWS and the dedicated technology cooling system (TCS), which provides filtered liquid coolant directly to the chips via cold plate, CDUs isolate sensitive server cold plates from external variability, ensuring a safe and stable environment while constantly adjusting to shifting workloads.

One of L2L CDU’s primary functions is to create a dual-loop architecture:

  • Primary loop (facility side): connects to building chilled water, district cooling, or dry coolers.
  • Secondary loop (IT side): delivers conditioned coolant directly to IT racks.

CDUs isolate the primary loop (which may carry contaminants, particulates, scaling agents or chemical treatments like biocides and corrosion inhibitors – chemistry that is incompatible with IT gear) from the secondary loop. As well as preventing corrosion and fouling, this isolation offers operators the safety margin that operators need for board-level confidence in liquid.

The integrity of the server cold plates is safeguarded by the CDU, which uses a heat exchanger to separate the two environments and maintain a clean, controlled fluid in the IT loop. Because CDUs are fitted with variable speed pumps, automated valves, and sensors, they can dynamically adjust the flow rate and pressure of the TCS to ensure optimal cooling even when HPC workloads change.

Stability: Balancing Thermal Predictability with Unpredictable Loads

HPC and AI workloads are not only high power, they are also volatile. GPU-intensive training jobs or changeable CPU workloads can cause high-frequency power swings, which without regulation, would translate into thermal instability. The CDU mitigates this risk by controlling temperature, pressure, and flow across all racks and nodes, absorbing dynamic changes and delivering predictable thermal conditions.

The CDU absorbs fluctuations by stabilizing temperature, pressure, and flow across all racks and nodes, regardless of how erratic the workload is. Sensor arrays ensure the cooling loop remains in accordance with specifications, while variable speed pumps modify flow to fit demand, and heat exchangers are calibrated to maintain an established approach temperature.

Adaptability: Bridging Facility Constraints with IT Requirements

The thermal architecture of data centers varies widely; some use warm-water loops that operate at temperatures between 20 and 40°C. By adjusting secondary loop conditions to align IT requirements with the facility, the CDU adjusts to these fluctuations. The CDU uses mixing or bypass control to temper supply water. It can alternate between tower-assisted cooling, free cooling, or dry cooler rejection depending on the environmental conditions, and it can adjust flow distribution among racks to align with real-time demand.

This adaptability makes DTC deployable in a variety of infrastructures without requiring extensive facility renovations. It also makes it possible for liquid cooling to be phased in gradually – ideal for operators who need to make incremental upgrades.

Efficiency: Enabling Sustainable Scale

Beyond risk and reliability, CDUs unlock possibilities that make liquid cooling a sustainable option.

By managing flow and temperature, CDUs eliminate the inefficiencies of over-pumping and over-cooling. They also maximize scope for free cooling and heat recovery integration such as connecting to district heating networks and reclaiming waste heat as a revenue stream or sustainability benefit. This allows operators to simultaneously lower PUE (Power Usage Effectiveness) to values below 1.1 while simultaneously reducing WUE (Water Usage Effectiveness) by minimizing evaporative cooling. All this, while meeting the extreme thermal demands of AI and HPC workloads.

CDUs as the Thermal Control Plane

Viewed holistically, CDUs are far more than pumps and pipes. They are the thermal control plane for thermal management, orchestrating safe isolation, dynamic stability, infrastructure adaptability, and operational efficiency.

They translate unpredictable IT loads into manageable facility-side conditions, ensuring that single-phase DTC can be deployed at scale, enabling HPC and AI data centers to evolve into multi-hundred kW racks without thermal failure.

Without CDUs, direct-to-chip cooling would be risky, uncoordinated, and inefficient. With CDUs, it becomes an intelligent and resilient architecture capable of supporting 100 kW and higher racks and the escalating thermal demands of AI and HPC clusters.

As workloads continue to climb and rack power densities surge,  the industry’s ability to scale hinges on this intelligence. CDUs are not a supporting component. They are the enabler of single-phase DTC at scale and a cornerstone of the future data center.

Data Center
Educational Article

Immersion Cooling: Lagging Today, Leading Tomorrow

By Subzero Engineering

The Safe Choice Today vs. the Scalable Choice Tomorrow

For many large-scale deployments, direct-to-chip (DTC) single-phase cooling has emerged as the market’s preferred direct liquid cooling (DLC) technique.

It is easy to see why. DTC is dependable, well-established, and reasonably simple to incorporate into the current data center infrastructure. For risk-sensitive facilities that are wary of operational disruption or retrofit headaches, DTC is the logical choice, and that’s why it has become the dominant DLC standard.

But the “logical choice today” is not the same as the “best choice for the future.” Technically, the superior solution is immersion cooling. With the ability to support denser racks than air cooling or DTC, immersion cooling offers higher heat removal capacity by immersing entire servers in dielectric fluids. Right now, immersion cooling is mostly used in specific areas such as crypto mining, experimental high-performance computing, and some edge computing setups. However, it hasn’t gained much popularity in the data center market yet, mainly due to high initial costs, the need for special infrastructure, and the challenges of training people to use it.

But with the consistent trajectory of compute, energy economics, and environmental pressures, is immersion cooling simply waiting for its moment to shine?

Why DTC Leads Today

Today, DTC dominates the market due to its ease of use. DTC solutions can be deployed in standard racks with minimal retrofits, data center teams don’t need to undergo extensive retraining, and maintenance procedures stay somewhat familiar. More than anything else, DTC is a straightforward solution for organizations that are unable or unwilling to re-architect their environments for immersion cooling in the face of increasing power densities.

Why Immersion Lags

Immersion Cooling is still in the early adoption and growth phase rather than being fully mature however, its efficiency improvements indicate that it will soon move from being a specialized solution to a vital component of hyperscalers’, HPC operators’, and edge deployments’ thermal management arsenal.

So why isn’t immersion adopted more often if it is a technically superior solution?

  • High CAPEX: Immersion costs are significantly more than DTC retrofits because it requires specialized tanks, dielectric fluids, pumps, and monitoring systems.
  • Specialized Infrastructure: Racks replaced with tank-based designs require redesign of cabling, power distribution, and architectural layouts.
  • Learning Curve: Hardware compatibility, fluid handling, and maintenance considerations all call for retraining and skill sets.

The high initial expenditures, specific infrastructure requirements, and a process that hasn’t yet unified on a single model are the main obstacles to immersion today. Therefore, is it too disruptive to consider seriously?

The Case for Immersion

History has shown us that often the “niche” of today becomes the necessity of tomorrow.

Immersion cooling solves problems that DTC can only mitigate.

  • Unmatched thermal performance: Immersion can absorb heat from all components, not just CPUs and GPUs, by completely submerging servers in dielectric fluids.
  • Extreme density potential: Racks can be packed much more densely without needing to depend on airflow. This enables higher compute density per square foot.
  • Energy efficiency: Immersion cooling can significantly lower power usage associated with cooling. Power usage effectiveness (PUE) levels of 1.02 to 1.05 have been observed by some operators.
  • Sustainability: Immersion does not use water as the primary cooling method, which is a developing benefit in areas with water scarcity compared to evaporative cooling technologies. However, water may still be used indirectly to carry heat away from the dielectric fluid via heat exchangers and via chillers or cooling towers to reject heat from the building.
  • Hardware longevity: Immersion can increase the useable life of servers by removing hot spots and thermal cycling.

Additionally, immersion cooling eliminates the need of airflow from data center design. Operators can completely redesign facility layouts without the requirement for air-handling infrastructure, raised floors, or large HVAC systems. However, experts in both air and immersion cooling still predict a future where both air and immersion will coexist in the industry depending on specific cooling needs.

What Will Force the Shift?

Operators cannot afford ineffective thermal management as power costs grow, and the trajectory of compute power continues to rise. Rack power densities are already increasing beyond that which air and DTC cooling can sustainably handle as processors get near 1000W+ TDP levels. Energy prices remain volatile and demands for efficiency and sustainability are being driven by environmental challenges.

Can immersion’s higher upfront investment be justified when weighed against long-term energy savings, environmental benefits, and the ability to extend hardware lifecycles?

Tipping Point

In the near term, DTC will remain the workhorse, as it’s good enough to buy operators time without demanding a full architectural reset. However, immersion’s tipping point won’t arrive because the technology suddenly becomes more appealing. It will arrive when nothing else works. DTC won’t scale forever.

The long-term goal will likely be immersion. Workload trends, power densities, and sustainability requirements all point to a future in which immersion is not only viable but the only workable option.

At that point, immersion will go from trailing to prevailing, but the changes will go beyond thermal efficiency. Data center architecture will evolve, altering not just cooling strategies but the data center’s architecture. A new approach will be unlocked by tank-based designs, fluid-centric maintenance, and different hardware form factors, where cooling will no longer be a limitation but rather a facilitator of sustainability, performance and efficiency.

This is about enabling the next generation of computational infrastructure, not simply about cooling.

Conclusion

The issue is not if immersion will catch up, but rather when high-density workloads will force the shift.

When it does, will operators be prepared? Those who still view immersion as a fringe experiment run the danger of having to rush to catch up when DTC reaches its limit, whereas those early adopters will be able to take the lead since they will already be training, developing, and cultivating knowledge and expertise.

For data centers, the future of cooling won’t be about being cautious. It will belong to those who are brave enough to wager on immersion before the tipping point happens.

Data Center
Educational Article

Racing Against the Talent Gap: Sustaining Africa’s Data Center Growth

By Subzero Engineering

Rapid growth is redefining infrastructure across Africa, exposing a critical gap in skilled human capital.

Africa’s data center capacity has more than doubled over the last five years, and analysts predict that the industry will have more than 1,000 MW of installed IT load by 2030.

With new facilities rushing to go online at an unprecedented rate, the meaning of “infrastructure” for African economies has changed because of the fintech revolution, e-commerce, and the rapid increase of cloud use.

However, beneath the optimism, Africa’s data center sector faces bottlenecks in financing, power reliability, and regulation. One of the most urgent issues to resolve is an acute shortage of skilled workers. The human infrastructure necessary for the operation and maintenance of this digital ecosystem is trailing significantly behind investments in physical infrastructure.

The faster the industry grows, the more exposed it becomes to its own human-capital deficit, and without a pipeline of skilled professionals, the continent’s data center ambitions risk outpacing its ability to sustain them.

The Infrastructure Challenge

Land, power, and regulation are the tangibles that data center investors typically concentrate on, but how these elements interact shows the difficulties of doing business in African marketplaces.

Grid instability is continuing to be a problem in more developed African economies like South Africa, but power problems are far more severe in Nigeria, where grid reliability can be less than 50% in many parts. As a result, energy costs can be significantly higher than comparable facilities in the Middle East or Europe.

Complicated licensing processes, shifting tax regimes, and inconsistent specifications and certifications all add to regulatory uncertainty, which hinders planning and delays projects. In addition, the devaluation of African currencies makes it difficult to fund major infrastructure projects, discourages long-term commitments, and increases the cost of imported equipment.

Nevertheless, the continent would still find it difficult to satisfy the expectations of its digital infrastructure sector even if these challenges were resolved tomorrow. The most critical issue is the lack of a robust workforce.

The Talent Gap

Operators across the continent report difficulty in finding competent engineers and technicians who understand the complex interactions that are required to run a modern facility.

Building and operating Tier III or Tier IV data centers requires specialized skills that are acquired over years. Professionals with specific expertise in international certification requirements, redundancy design, or high-density facilities are scarce at this level.

It doesn’t help that Africa is exporting the very skills it most urgently needs. Data center professionals are drawn to opportunities in Europe, the Middle East, and North America, where compensation is higher and professional development pathways have more clarity.

As a result, the continent trains but fails to retain its most prized human resources. Facilities lose experienced engineers, project teams lose continuity, and the next generation loses mentors. Organizations are forced into reactive hiring wars, poaching staff from competitors instead of expanding the market’s talent pool.

Invisible Industry

The shortage of skilled professionals in Africa’s data center sector is the predictable consequence of the way technical education, industry structure, and investment priorities have evolved.

For many young African engineers, they’ve been educated that ‘tech’ does not refer to the actual infrastructure but rather to software, coding, finance, or cloud apps.

Ironically, one of the most technically complex career pathways is the data center business, which is situated at the convergence of digital, electrical, and mechanical systems. However, without visibility, neither students nor early-career professionals will know that.

Fragmented Certification

Programs in critical infrastructure engineering and data center operations are not commonly offered at African educational institutions. Despite producing skilled graduates in IT, mechanical, and electrical engineering, it is rare to find those that have worked with mission-critical infrastructure.

Few regional institutions are certified to deliver Tier or BICSI training. Cost, travel, and the lack of recognized local training facilities are the main barriers to accessing these programs in Africa. The result is that only a small elite can afford to obtain global credentials, with most operators relying on informal or vendor-led training.

Underinvestment in Workforce Development

With limited funding and short project timelines, many operators choose to forego investment in structured development programs that foster long-term capability in favor of expecting recruits to arrive ‘job ready’.

When margins are tight, training budgets are frequently the first to be slashed. Businesses complain about the lack of trained labor, but few are building the foundation to generate it. Even when training is offered, it is often inward facing, instructing employees on specific site operations without developing those broader skill sets that are transferable across the industry.

Turning the Gap into an Opportunity

Classroom schooling alone is unlikely to be effective. Apprenticeship programs that blend academic instruction with practical training and rotating mentorship programs across power, cooling, and network teams expedite and establish operational readiness.

Organizations collaborating with local colleges to establish training centers can facilitate access to resources, educational programs, and certification systems that meet globally recognized standards. Successful cases in Asia and the Middle East show that such partnerships can revolutionize national skill sets in just a few years.

Practical governmental policy levers include co-funding vocational programs, accelerating the certification process, and offering tax incentives to companies that invest in training. Pilot projects are yielding promising results in South Africa and Keya, but an ongoing commitment is needed to scale these programs across the continent.

Sustainable Growth

Africa will continue to attract investment due to its thirst for data, artificial intelligence, and cloud computing, but this investment won’t result in sustained growth unless the industry develops its people infrastructure with the same vigor as its physical infrastructure.

Personal growth, not just compensation, determines retention. Operators that provide possibilities for international certification, exposure to innovative technologies, and clear career development pathways will see that employees are far less likely to leave when they see opportunities for advancement at home.

The fastest return on investment in the data center industry is the investment in people. It is important to remember that every engineer trained today can become a teacher for the next generation. Organizations that invest in workforce development, embed training, and retain experienced professionals will pull away from those that don’t. The race is not against time or technology; it’s against the widening talent gap, and Africa’s young population represents its greatest opportunity to build a sustainable digital backbone.

CompanyData Center
TeamVideo

Inside Subzero’s New APAC Facility: Faster Delivery, Smarter Design, Global Innovation

Shane Kilfoil, Subzero President

Take a deep dive into Subzero Engineering’s newest APAC Center of Excellence in Vietnam, guided by President Shane Kilfoil.

In this interview, Shane explains how the Vietnam facility is transforming Subzero’s global operations—accelerating product delivery, strengthening supply chain resilience, and enabling 24/7 engineering collaboration across the US, EMEA, and APAC.

You’ll learn how Subzero is preparing for the next generation of data centers through innovations in containment, hybrid cooling, sustainability, and region-specific engineering.

What you’ll discover in this video:

  • Why Subzero chose Vietnam as its APAC manufacturing hub
  • How local engineering cuts lead times and improves customer responsiveness
  • The role of 24/7 global engineering collaboration
  • Innovations supporting AI, high-density, and liquid-cooling environments
  • How sustainability is built into both the facility and the product line
  • The company’s strategy for serving hyperscale and enterprise customers worldwide

Key Themes:

Speed. Innovation. Sustainability. Customer-driven engineering.
This facility represents a major leap forward in Subzero’s mission to build smarter, more efficient, and future-ready data center infrastructure.

CompanyData Center
TeamVideo

How Subzero Engineering Is Powering APAC’s Data Center Future: Insights from GM Midge Pan

Midge Pan, Subzero APAC General Manager is interviewed

Building Tomorrow’s Leaders Today

In this in-depth interview, Midge Pan, General Manager for Subzero Engineering APAC, explains how Subzero is redefining data center performance across one of the world’s fastest-growing digital infrastructure regions. From hybrid cooling innovations to rapid modular deployment, this video highlights the strategy behind Subzero Engineering’s Vietnam facility and APAC-wide expansion.

This video gives a clear look at how Subzero Engineering is solving next-generation cooling, sustainability, and speed-to-deployment challenges across Asia Pacific—while setting new global standards for reliability and efficiency.

In this video you will learn:

  1. How Subzero Engineering solves complex APAC data center challenges
    • Solving root problems—not symptoms—through deep customer embedding
    • Modular designs that deploy in weeks, not months
    • Instant global knowledge-sharing: a solution proven in Singapore benefits Sydney immediately
    • R&D that anticipates AI and edge-driven workloads before the market demands them
  2. Why Vietnam is central to Subzero’s APAC strategy
    • APAC manufacturing anchor enabling up to 50% faster lead times
    • Central access to Japan, ASEAN, and Australia
    • Growing regional tech talent and strong export/trade positioning
    • Tight integration with the Singapore sales and service hub
  3. Engineering excellence with local adaptation
    • Global standards, engineered locally for APAC’s varied climates
    • Systems designed for humidity, dust, heat, and rapid deployment
    • Smart customization with standardized components delivers up to 40% faster installation
    • Flexible containment systems adapted to local regulations and energy grids
  4. What’s driving the next era of APAC data centers
    • AI density: Hybrid cooling already deployed while others still catch up
    • Sustainability mandates: Containment delivering ~30% energy reduction
    • Edge expansion: New markets requiring faster, compact, modular solutions
  5. How Subzero measures what matters to customers
    • Time-to-solution
    • Deployment speed
    • Knowledge-transfer velocity across US, EMEA, and APAC
    • Lifecycle value and total cost of ownership—not just upfront costs
  6. Overcoming APAC’s top three regional challenges
    • Supply chain disruptions: Vietnam facility ensures quality control and timing
    • Power constraints: Containment reduces cooling energy by ~30% and lowers PUE
    • Regulatory changes: Fast adaptation through modular, compliant containment systems
  7. How APAC trends are shaping Subzero’s global roadmap
    • Slimmer, smarter containment for tidal spaces
    • Tougher seals and environmental tuning for tropical climates
    • Faster, more modular assemblies now applied worldwide

Why this matters

Subzero Engineering’s APAC strategy is about more than speed—it’s about building smarter, more sustainable, future-proof data centers across the region. Vietnam and Singapore together form a powerful engine for innovation, regional responsiveness, and next-generation cooling solutions.

APAC isn’t just adopting the future of digital infrastructure. It’s helping define it.

Company
Press Release

Subzero Engineering Strengthens Global Reach with Launch of New Vietnam Facility

Subzero Engineering, global leader in data center containment and cleanroom solutions, is expanding its global footprint with the launch of a major new facility in Ho Chi Minh City, Vietnam.

Serving as a central hub for Subzero’s Asia-Pacific operations, the facility represents a significant step in the company’s strategic global expansion and underscores its long-term commitment to the APAC region.

“This expansion is about more than infrastructure — it’s about proximity to our partners, agility in the supply chain and speed to market,” said Midge Pan, General Manager, APAC – Subzero Engineering. “Vietnam offers a unique combination of talent, resilience and strategic location that enables us to meet APAC’s growing demand for cutting-edge digital infrastructure.”

A Center of Excellence for Manufacturing and Innovation

The Ho Chi Minh City facility will function as a global center of excellence supporting the company’s global Application Engineering teams. The site will house manufacturing, design, research and development operations, and produce Subzero’s suite of solutions, including hot and cold aisle containment systems, aisle frames, modular enclosures and airflow management technologies.

The addition of a dedicated R&D space will also accelerate product innovation tailored for APAC’s rapidly evolving data center landscape – particularly solutions optimized for AI, high-density computing and sustainability.

“This new facility is a strategic cornerstone in Subzero’s global vision — designed to integrate localized innovation with global scale.” said Shane Kilfoil, President of Subzero Engineering. “By establishing a center of excellence in Vietnam, we’re not just expanding our footprint; we’re embedding agility, resilience, and sustainability into the core of our operations. This allows us to respond faster to APAC’s dynamic market demands while strengthening our worldwide supply chain and advancing our mission to lead the future of intelligent, energy-efficient data center infrastructure.”

Investing in People and the Future

Subzero Engineering’s expansion demonstrates confidence in Vietnam’s knowledge economy. The facility will generate over 50 highly skilled positions across engineering and technical functions, with opportunities for software engineers, R&D professionals, and advanced factory specialists.

Plans are also underway to develop partnerships with local universities and technical institutes, creating internship and training opportunities to feed a sustainable pipeline of skilled talent.

Built for Sustainability

Subzero is establishing its APAC operational hub in Vietnam within a high-performance, sustainability-advanced facility designed to minimize environmental impact. The site incorporates large-scale solar energy generation, energy-efficient systems, and sustainable building practices, enabling low-carbon operations from day one. By choosing this future-ready infrastructure, Subzero is aligning its regional footprint with its global environmental goals, demonstrating that operational excellence and ecological responsibility go hand in hand.

“This facility represents our long-term commitment to sustainable innovation and local impact across the APAC region,” said Pan. “We’re building a future-ready operation that combines environmental responsibility with engineering excellence, enabling us to deliver smarter, more efficient solutions faster. By investing in local talent and sustainable practices, we’re not just expanding our footprint—we’re raising the standard for what global operations can be in the data center industry.”

A Global Vision Made Local

The Vietnam facility aligns with Subzero Engineering’s vision of being a truly global company, not only present in key markets but embedded within them. With operations now spanning North America, Europe and APAC, Subzero is ideally positioned to support the next generation of data centers with consistent quality, localized expertise and rapid responsiveness.

“This new facility is a tangible expression of our commitment to Asia-Pacific and our belief in Vietnam’s role in shaping the future of digital infrastructure,” added Kilfoil. “It’s an exciting new chapter for our global story.”

About Subzero Engineering

Subzero Engineering specializes in providing turnkey, precision-engineered data center containment solutions that are designed for industry-leading functionality and scalable fast deployments. With a focus on sustainability, our solutions are built to provide maximum efficiency, minimize downtime, and reduce energy consumption. Our team of experts works closely with clients to understand their unique needs and requirements, and we pride ourselves on delivering customized solutions that exceed expectations. Whether you’re looking for a new data center build or an upgrade to an existing facility, our turnkey solutions are designed to deliver exceptional results. Since 2005, we have been containing critical environments and providing exceptional solutions to the world’s most demanding technology companies.

Company
Video

Inside Subzero’s New APAC Center of Excellence in Vietnam

A next-generation manufacturing and R&D hub built in APAC, for APAC—designed to accelerate innovation, cut lead times, and power sustainable, AI-ready data centers.

Subzero Engineering has expanded its global footprint with a new manufacturing and R&D facility in Ho Chi Minh City, Vietnam. This APAC hub combines advanced engineering, local manufacturing, and sustainability-focused infrastructure to deliver faster, smarter, and more efficient containment and cooling solutions across the region—and around the world.

Experience the Vietnam Facility

Take a guided tour of Subzero’s new APAC Center of Excellence. In this video, our leadership team walks you through the vision behind the facility, the technology inside it, and what it means for customers across Asia-Pacific and beyond.

  • See how factory and engineering teams collaborate under one roof
  • Learn how local manufacturing cuts lead times by up to 50%
  • Discover how we’re preparing for AI, high-density, and edge workloads
  • Explore the sustainability features built into the site from day one

A Global Hub for Manufacturing, R&D and Application Engineering

Our Ho Chi Minh City facility serves as Subzero Engineering’s APAC manufacturing and R&D hub—and a global center of excellence for next-generation containment and airflow solutions.

Bringing factory space and engineering space together, the site supports:

  • Manufacturing of hot and cold aisle containment, aisle frames, modular enclosures, and airflow management systems
  • Application Engineering & R&D focused on AI, high-density computing, and hybrid cooling
  • 24/7 engineering collaboration, with teams in Vietnam, the Americas, and EMEA working around the clock to solve customer challenges

By embedding engineering talent directly alongside production, we shorten design-to-deployment cycles, improve quality, and keep innovation tightly aligned with real-world data center needs.

Designed Around APAC’s Fastest-Growing Data Center Markets

The Asia-Pacific region is one of the fastest-growing data center markets in the world—characterized by higher power densities, diverse climates, and aggressive deployment timelines.

Our Vietnam facility puts us closer to our customers and their challenges, enabling:

  • Regional responsiveness: Shorter lead times and reduced reliance on long-haul shipping and air freight
  • Solutions tailored to local conditions: Containment and cooling designed for APAC climates, regulations, and grid realities
  • “APAC for APAC” innovation: Local teams co-creating with customers on edge, AI, and next-generation data center designs

From Singapore to Sydney to Tokyo, customers benefit from solutions that are engineered globally—but optimized and delivered locally.

Faster Lead Times, Stronger Supply Chain

With Vietnam joining our existing facilities in the US and Dublin, Subzero now operates a more balanced and resilient global network.

Customers gain:

  • Lead times reduced by up to 50%—in many cases, delivery in 4–6 weeks instead of three months
  • Greater control over quality and timing thanks to local manufacturing and advanced ERP systems
  • Reduced logistics risk and cost, with strategic proximity to ports, suppliers, and export hubs
  • A second global hub that supports quick pivots and rapid customization to meet shifting demand across US, EMEA, and APAC

This expansion strengthens our ability to deliver consistent global product lines with the local flexibility each market requires.

Future-Ready, Low-Carbon Operations from Day One

The Vietnam facility is housed within a sustainability-focused industrial complex designed to minimize environmental impact and support long-term energy goals.

Key features include:

  • Large-scale solar energy generation integrated across the industrial park
  • High-performance building design with energy-efficient systems and low-power LED lighting
  • Use of recyclable and sustainable materials in office and production spaces

Across our portfolio, Subzero solutions help data centers achieve meaningful energy savings—often around 30% cooling energy reduction when optimized containment and hybrid cooling are deployed.

By pairing a low-carbon facility with energy-efficient products, we align APAC operations with our global mission to lead in intelligent, sustainable data center infrastructure.

Growing Local Talent, Advancing Global Innovation

Subzero’s investment in Vietnam reflects our belief in the country’s engineering talent and innovation potential.

The facility will create 50+ highly skilled roles across:

  • Software and application engineering
  • R&D and product development
  • Advanced manufacturing and factory operations

We are also exploring partnerships with universities and technical institutes to build internship and training programs that support a long-term, sustainable talent pipeline.

By tapping into Vietnam’s dynamic tech workforce, we strengthen our ability to design and deliver the next generation of containment, cooling, and airflow solutions—for APAC and for the world.

Learn More & Connect with Our APAC Team

Our Vietnam facility marks an important chapter in Subzero Engineering’s global journey—and we’re just getting started.

Watch the full tour, explore the press release, and connect with us to discuss how our APAC Center of Excellence can support your next data center project.

Data Center
Educational Article

Is Air Cooling Still Vital in the Liquid Cooling Transition?

By Amber Jackson
As Published on DataCentreMagazine.com

Why liquid cooling is becoming essential for AI-driven data centers—while air cooling still plays a critical role

As AI drives immense compute demands, it is expected to be the main cause of data center power demands doubling worldwide between 2022 and 2026—unless operators are able to tackle sustainability head-on to decrease rising emissions.

One of the main topics of conversation is thermal management, as GPUs continue to draw significant power densities. Cooling servers quickly has become one of the most pressing challenges in a hyperscale data center environment, particularly as traditional air cooling systems can no longer keep up with the demands of AI workloads.

To dig into this further, Subzero Engineering’s Senior CFD Manager, Gordon Johnson, shares his analysis that liquid cooling has quickly become the new norm for data centers of the future—but that air cooling is still required.

“Direct Liquid Cooling (DLC), and specifically Direct-to-Chip (DTC), is now essential for controlling heat,” he says. “However, about 25% of the heat produced by IT equipment still needs to be expelled through the air, especially from secondary parts such as memory subsystems, storage, and power delivery circuits.

“It is impossible to overlook this heat residue, and that’s where traditional airflow strategies are still needed, albeit in a supporting role.”

Confronting hyperscale cooling challenges

Gordon explains that hyperscale operators are seeing a sharp rise in OPEX from both power and cooling, given that it has become one of their most significant challenges.

“In recent years, power and cooling have become strategic levers and margin killers in hyperscale operations,” he says. “If you’re operating at scale, your P&L is directly tied to your power and cooling intelligence.

“Those who get it right will widen their advantage. Those who don’t could find AI infrastructure becoming financially unsustainable.”

He argues that efficiency is no longer just best practice, as—despite the rise of renewable energy resources—AI is effectively slowing down decarbonization.

“Data centers’ energy usage is driven by the fact that advancements in AI model performance frequently result in larger models and more inference, raising energy costs and contributing to sustainability challenges,” he explains.

“AI needs to get more efficient, not just more powerful.”

Energy consumption remains a key concern as AI continues to boom. Once deployed, these models require an enormous amount of inference infrastructure to process countless queries every day.

“Modern AI GPUs are now drawing upwards of 500 watts per chip,” Gordon says. “Hyperscale data centers that once operated in the 10–30 kW/rack range are now pushing 80–120 kW/rack to support AI training and inference.

“With air cooling limited to about 30–40 kW/rack, the air just cannot carry the created heat quickly enough, even with optimal containment and supply airflow.”

Embracing air cooling in direct liquid cooling

Higher compute density, increased energy efficiency, and more reliable thermal control at the component level are all made possible for hyperscale operators by DLC—and specifically DTC.

Gordon says: “It is a practical means of maintaining the safe thermal working range of contemporary CPUs and GPUs. DLC also permits higher incoming air temperatures, reducing reliance on traditional HVAC systems and chillers.”

However, he argues that advanced DTC systems do not eliminate the need for air cooling.

“Air cooling is necessary even with the most sophisticated DTC systems,” he says. “The cooling of non-critical components, cabinet pressurization, and residual heat evacuation still require airflow.”

Additionally, hot and cold aisle containment systems have been proven to separate the hot exhaust air from the cold intake air effectively.

“Efficiency increases can result in a cooling energy decrease of 10–30%,” Gordon says. “Containment is essential for optimizing the performance of air-cooled systems in legacy settings.

“Raised flooring, hot/cold aisles, and containment systems are becoming progressively more crucial in environments that are transitional or hybrid (liquid + air cooled).

“These airflow techniques aid in the separation of AI-specific and older infrastructure in mixed-use data centers. However, in modern AI racks, air cooling is the supporting act rather than the main attraction.”

For operators managing large megawatts of IT load, hot/cold aisle containment is one of the most cost-effective and space-saving solutions available. Gordon explains that making slight improvements to airflow containment can ultimately result in large-scale energy savings in high-density settings.

“By stabilizing temperature zones and lowering fluctuation, this improves cooling system responsiveness while lowering chiller load and encouraging energy-reuse initiatives,” he explains.

“Hot/cold aisle containment is no longer just a best practice—it is becoming a critical optimization layer in tomorrow’s high-performance, high-efficiency data centers.

“For operators managing hundreds of megawatts of IT load, hot/cold aisle containment is still one of the most cost-effective, space-efficient tools available.”

Where does the industry go from here?

As the data center industry continues to transition toward liquid cooling adoption, Gordon is eager for operators to understand that air cooling will remain relevant.

He explains that air management in the cooling stack is changing from a primary to a supporting, yet essential, system—highlighting that the industry is improving and re-integrating traditional tactics alongside cutting-edge liquid systems rather than discarding them.

“Hyperscalers are under constant examination to meet net-zero targets. In addition to complying with energy efficiency regulations, the hybrid solution offers data center operators a way to transition from conventional air-cooled facilities to liquid-readiness without requiring complete overhauls,” he says.

“With high-density AI workloads, air cooling just cannot keep up. It’s a physical limitation. Hybrid methods that combine regulated airflow with DLC are now the engineering benchmark for scalable, effective, and future-ready data centers.”

Data Center
Educational Article

Optimizing for Sustainability

By Gordon Johnson, Senior CFD Manager at Subzero Engineering
As Published in Data Centre & Network News

An Environmental Cost

As essential as data centers are to our increasingly digital lives, they come at a huge environmental cost to our planet.

It doesn’t help that much of the energy required to power them is still sourced from fossil fuels. It’s one of the reasons that the industry has been identified as a major contributor to climate change.

Given the growing environmental concerns, it is now an urgent necessity to transition to sustainable, renewable energy sources, energy-efficient technologies, and recyclable materials. To impose the importance of net zero, governments and regulatory bodies worldwide are seeking to implement stricter environmental policies to meet global climate goals.

The adoption of sustainable design ensures adherence to these regulations. Furthermore, as sustainability becomes a crucial component of corporate social responsibility (CSR) for many organizations, and more consumers and businesses are favoring companies with strong environmental commitments, a strong sustainability policy can yield a competitive advantage in a tough marketplace.

Transitioning from White to Green

White space, as it relates to data centers, is the space inside a building devoted to IT hardware, such as servers, storage, and networking components. It is a highly controlled environment with restricted access, monitored for temperature, humidity, and other factors critical to maintaining the health of IT systems.

Increasing demand for data center performance and capacity while at the same time reducing operating costs requires an efficient use of white space. What could the transformation from white space to green building offer? And can it still deliver on operational excellence?

Incorporating renewable energy sources and embracing natural power supplies, such as wind or solar, enables operational efficiencies to be raised, cooling requirements reduced, and CO₂ emissions to be significantly reduced.

In addition, construction using recycled and recyclable materials also supports global initiatives in combating climate change, reducing waste, and lowering greenhouse gas emissions.

Green Building Certifications

According to the US Office of Energy Efficiency and Renewable Energy, data centers are one of the most energy-intensive building types, consuming 10 to 50 times the energy per floor space of a typical commercial office building. This energy consumption is only expected to increase due to high intensity emerging technologies such as artificial intelligence (AI), blockchain and cryptocurrency.

Global green building certifications, such as Leadership in Energy and Environmental Design (LEED), are heralding a new era of environmentally sustainable practices. These certifications set a framework for integrating recycled and recyclable materials with measurable benchmarks for sustainability, energy efficiency and environmental stewardship.

Globally recognized green building certifications and standards that evaluate the environmental impact and performance of buildings are essential in promoting environmentally conscious design in contemporary infrastructure. Internationally recognized indicators give data centers the means to demonstrate their commitment to minimizing environmental impact, and set a bar for best practice in sustainable construction and operation. This encourages industry-wide adoption, opening the door for a more sustainable future.

Balancing Costs and Sustainability

Transitioning to greener materials and practices offers significant environmental benefits, but it also raises questions about cost. Does the investment in recyclable, green materials balance the return on investment?

Upfront costs of adopting green building practices are indeed high, particularly in legacy data centers, but the long-term financial benefits are indisputable. Over time, utilizing energy-efficient designs and systems can lead to a lower total cost of ownership (TCO) by reducing power and operational expenses.

Integrating renewables can also decrease organizations’ reliance on fossil fuels, helping them to better manage any future energy challenges. Additionally, data centers that actively pursue net zero initiatives can enhance their brand perception by complying with regulations, benefiting from a value that is difficult to quantify.

These benefits justify the initial investment. When evaluating costs concerning TCO, the argument for both financial and environmental sustainability is compelling.

The Power of Collective Responsibility

While data centers have an unavoidable influence on the environment, the industry is quickly establishing itself as a leader in environmental sustainability by implementing a variety of net zero strategies. However, all industry stakeholders need to play a role in the collective accountability for an environmentally friendly future.

Partnerships are integral to this collaborative approach. From operators adopting renewable energy sources to designers innovating with eco-friendly materials, investors funding sustainability projects to policymakers incentivizing green practices; we are all answerable in the acceleration of sustainable operation.

Setting an Example

Taking decisive action is the first step to sustainability. The choice of being a sustainability leader yields benefits beyond the environment; it brings about a positive change chain reaction, a ripple effect across all industries. Positive transformation inspires and influences all sectors and markets.

Adopting this role of responsibility leverages a legacy of accountability and investment in sustainability, with the long-lasting positive impact on the globe to be enjoyed by the next generation of technology entrepreneurs.

About the writer 

Gordon Johnson is the Senior CFD Engineer at Subzero Engineering, responsible for planning and managing all CFD-related jobs in the US and worldwide. 

He has over 25 years of experience in the data center industry which includes data center energy efficiency assessments, CFD modeling, and disaster recovery.  He is a certified US Department of Energy Data Center Energy Practitioner (DCEP), a certified Data Centre Design Professional (CDCDP), and holds a Bachelor of Science in Electrical Engineering from New Jersey Institute of Technology.   

Company
Educational Article

Shane Kilfoil of Subzero Engineering On The 5 Best Ways to Drive Product Growth

Commitment. Once the resources required have been identified, are we truly committed? While we’re not a small organization, we’re not a large one either and there is only so much we can do at any given time. This is probably the most important step because if we are committed, then all the other preceding things are worth it. If we’re not, but still start the project, it has a high likelihood of failing.

An Interview with Shane Kilfoil by Rachel Kline published on medium.com

In the realm of business, particularly with regard to tech products, growth is the key to success. However, navigating the journey from ideation to expansion presents its own unique set of challenges. How does one devise a strategy to ensure sustained growth of a product in a competitive marketplace? What are the best practices, strategies, and methodologies to accomplish this? In this interview series, we would like to speak to experienced professionals who have successfully driven product growth. As part of this series, we had the distinct pleasure of interviewingShane Kilfoil.

Shane Kilfoil, currently serving as President of Subzero Engineering and Simplex, brings to the role a wealth of experience gained over 25 years in leadership positions across the Industrial and IT sectors on a global scale. Notably, he served as the Senior Vice President Global Sales and Marketing for Tripp Lite, showcasing his strategic prowess. With an 11-year tenure at Eaton, including a role as Managing Director of Africa, Shane’s versatility extends from sales to product management. Holding a National Diploma in Electrical Engineering from Nelson Mandela University and a Post Graduate Diploma in Business Management.

At the helm of Subzero Engineering, a global leader in critical environment solutions, Shane drives sustainability, efficiency, and innovation. Leading with a customer-centric approach, he actively engages major providers, ensuring Subzero Engineering remains a frontrunner by developing cutting-edge, next-generation solutions. Shane Kilfoil’s leadership continues to propel Subzero Engineering to success in the dynamic and evolving global critical environments market, solidifying its status as an industry leader.

Thank you so much for joining us in this interview series! Before diving in, our readers would love to learn more about you. Can you tell us a little about yourself?

My name is Shane Kilfoil. I was born, raised, and educated in South Africa, and I take great pride in my heritage. Throughout my career, I’ve had the privilege of working in various countries around the world. I’ve lived in the UK for several years, worked in the US, and returned to South Africa as an expat for an assignment. My work experience is extensive and diverse, encompassing roles in field service, engineering, sales, product marketing, product management, and general management, which is my current focus.

What led you to this specific career path?

I studied electrical engineering but quickly realized it wasn’t my forte, so I transitioned to the commercial side. I was fortunate to have mentors who were far more knowledgeable than I was at the time, and they helped guide me down a different career path. Over the years, I discovered my passion for general management. I began to focus more on this area and seized opportunities that guided me down this path. That’s how I arrived at where I am today — initially being guided by others and gradually becoming more decisive as I identified my passion for leading teams and companies.

Can you share the most exciting story that has happened to you since you began at your company?

The most exciting aspect for me has been witnessing the company’s transformation over the past 36 months. We’ve evolved from a niche player in containment to a team capable of supporting our customers’ needs in a fast-paced and ever-changing data center environment. This transformation has allowed the organization to blossom and grow. Our team now tackles opportunities head-on, driving and fulfilling custom products while still meeting our core business needs. I don’t think we could have achieved this 36 months ago. Seeing the organization’s development is incredibly exciting for me.

You’re a successful business leader. What are three traits about yourself that you feel helped fuel your success? Can you share a story or example for each?

  1. I firmly believe in building a robust and diverse team. A group of experts who collaborate effectively is far more powerful than relying on a single person. At Subzero Engineering, our rapid growth is driven by a strong leadership team that promotes our shared values. My role is to remove any barriers they face. Having a team of skilled individuals not only enhances our company’s success but also improves our perceived capabilities from our customers.
  2. In my position it is important to see the big picture and help the organization translate that vision into actionable tactics. All too often teams embark on a project that is not aligned with their company’s goals. In these instances, you must evaluate the project, see if it can add significant value or halt it. Companies have finite resources and unfortunately you cannot take them all on. It is my job to help the team understand which project helps us meet our corporate goals and which do not. When changing a project’s direction or ending it, I ensure that teams understand the reasoning behind the decision. Understanding why a decision is made makes it easier to accept decisions, even if we don’t always agree.
  3. I am passionate about the businesses I work in and the customers we serve. However, I know this energy needs to be tempered at times. Not everyone is motivated the same way, and I need to ensure that I don’t overwhelm the teams with my ideas. However, during tough times, passion and energy can help pull a team together and motivate individuals to get them through the rough patch.

Do you have any mentors or experiences that have particularly influenced you?

Mentors come in many different forms. I like to think that my team mentors me daily, helping me become a more successful leader. Throughout my career, several influential people have guided me at various stages, each of them fundamentally shaping who I am today.

I was once told that if you can trust your team and allow them to guide your leadership style, their open and honest feedback can make you a better leader. I’ve tried to live by this advice for the past decade. It can be humbling because you might think you’re doing well, only to learn from your team that you’re not performing as well as you thought. However, if open dialogue and feedback are maintained and you’re willing to act on it, you can improve. This has been a significant learning curve, one that my mentors have strongly encouraged me to embrace.

What have been the most effective tactics your organization has used to accelerate product growth?

Our organization has been evolving. For many years, we were known as innovators, but over a three-to-five-year period, we stagnated. It wasn’t that we didn’t want to innovate; we were just so focused on day-to-day operations and executing incoming business that innovation took a back seat.

In the past two years, we’ve addressed this. It wasn’t a specific tactic but rather a recognition that we needed to do more to stay relevant. We identified key individuals and created teams around them that are dedicated solely to innovation. Some focus on driving innovation with specific customers, while others concentrate on the broader business. These teams wake up every day thinking about innovation, allowing them to avoid distractions from daily operations. This dedicated focus has significantly accelerated our innovation mentality and processes within the organization.

What do you see as the biggest challenge with respect to scaling a product-led business?

Not believing in your business plan or strategy and being distracted by the “new shiny object”! At the start of the year, businesses set a budget and strategy, but it’s easy to get distracted by new opportunities that occur during the year. While these opportunities should be considered, deviating from the original business plan to pursue a different direction can severely impact annual performance if not correctly thought through. It’s crucial to balance seizing new opportunities with staying focused on the end goal.

What, in your view, is a good litmus test to screen for a skilled and effective growth manager?

Initially, it’s important to look for someone with a track record of developing and bringing similar products to market. Throughout my career, I’ve hired people with different skill sets to drive growth, depending on the business’s maturity cycle and the type of development or growth needed.

However, it’s also crucial to ensure that whoever you’re hiring can fit within your company culture, regardless of their experience. If someone looks great on paper but doesn’t fit within that culture, there can be a clash. A highly successful person can become combative or unsuccessful if they don’t align with the culture. So, you must ask yourself: despite their technical capabilities, does the hire have the right personality to fit within the organization?

Of course, you might need someone to proactively change the company culture, and that’s a different hire. However, if you have a business that is trying to accelerate and you believe you’re doing all the right things elsewhere, then fitting within that culture is vitally important.

Can you describe a product growth tactic you or your team has used that was more effective than you anticipated? What was the goal, how did you execute, and what was the outcome?

The most effective product growth strategies often come from listening to customers and solving a problem that they have. If one customer has a problem that you can solve, you might be able to solve other customers problems.

One transformative opportunity came from a customer who reached out through our website, asking if we could develop a solution for them. At the time, this request wasn’t our focus, and although they were a large customer, we might have ordinarily walked away. However, the timing worked out as we were looking to reboot our product development cycle. The customer was passionate and helped us understand the potential benefits, not just for us but for the wider industry. We took a risk and spent a year developing a product solution without any promise of a purchase order. Now, 24 months later, this has led to significant transformation in a sector of our business that we had not anticipated participating in.

Customers can provide the most beneficial ideas because they have challenges that need resolution. As an organization, we have refocused our efforts on having a mindful approach to solve customer issues in a proactive way. We believe that this is what sets us apart from our competitors.

Thank you for all of that. Here is the main question of our interview. Based on your experience, what are your “5 Best Ways to Drive Product Growth”? If you can, please share a story or an example for each.

  1. Is it core to the business?
    The starting point is always, is this core to our business? Is it a natural adjacency? Does it add to something that we’ve already got that strengthens our existing base business?
  2. Payback.
    If it is core to our business, do we do it? Is the payback worth the investment, depending on what that investment is? Do we have the resources that can support that investment?
  3. Resources.
    If the idea is good, do you have the resources?
  4. Finding resources.
    If resources are lacking, how hard would it be to get those resources. Can they be hired? Can they be bought? Can those resources be acquired to aid the success of the project?
  5. Commitment.
    Once the resources required have been identified, are we truly committed? While we’re not a small organization, we’re not a large one either and there is only so much we can do at any given time. This is probably the most important step because if we are committed, then all the other preceding things are worth it. If we’re not, but still start the project, it has a high likelihood of failing.

What is the number one mistake you see product marketers make that may actually be hurting their growth outcomes?

Not enough people halt failing projects. In any engineering team or project management team, once you start a project, it feels like your child — you feel personally connected and responsible for it. However, sometimes during development you realize the project isn’t going to meet the customer or project requirements. Teams are typically reluctant to kill a project at this stage, especially when significant financial and emotional investment has already been committed.

Companies need to create an environment where it’s okay to be wrong. Things change, and as a result, the solution or initiative may no longer be relevant or won’t provide the expected return. It’s not necessarily a failure on the project team; you just don’t always get it right.

This is one of the biggest lessons I’ve learned and one of the main struggles I’ve seen product marketing teams face. We need to regularly ask ourselves if the projects being worked on are still relevant. If not, then we need to be ok in reallocating resources to other more important or strategic projects that help the company realize their vision. Having a robust process that helps this ensures that you are always maximizing your company’s resources.

Thank you so much for this. This was very inspirational, and we wish you only continued success!