DFT s Strategic Plan. November 10, November 10, 2015

Transcription

1 DFT s Strategic Plan November 10, November 10, 2015

2 INTRODUCTION Speakers today are: Christopher Eldredge: President & Chief Executive Officer Jeffrey Foster: Chief Financial Officer Scott Davis: Executive Vice President of Data Center Operations Agenda: Company Presentation: 1:00 p.m. 3:00 p.m. Questions & Answers: 3:00 p.m. 4:00 p.m. 2 November 10, 2015

3 FORWARD LOOKING STATEMENT This presentation contains forward-looking statements. We caution investors that any forward-looking statements included in this presentation are based on management s beliefs and assumptions made by, and information currently available to, management. Such forward-looking statements include statements relating to: projected financial information, including our expected future financial and operational results, and the assumptions underlying such results; the data center industry, including expected data center utilization, expected data, cloud and Internet utilization and spending rates; our ability to meet our liquidity and capital needs, including access to the capital markets and terms of capital and debt financings; our expected development plans, including entry into new markets and the benefits of new product designs; and our assumptions related to the leasing of available space to third-party customers, including expected rental rates, returns on invested capital and mark-to-market assumptions following lease expirations. When used, the words anticipate, believe, expect, intend, may, might, plan, estimate, project, should, will, result and similar expressions, which do not relate solely to historical matters, are intended to identify forward-looking statements. Such statements are subject to risks, uncertainties and assumptions and are not guarantees of future performance, which may be affected by known and unknown risks, trends, uncertainties and factors that are beyond our control. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those anticipated, estimated or projected. Some of the risks and uncertainties that may cause our actual results, performance or achievements to differ materially from those expressed or implied by forward-looking statements include, among others, the following: adverse general or local economic or real estate developments in our markets or the technology industry, including a continued and prolonged economic downturn; failure to successfully lease vacant space in or operate properties, defaults on or non-renewal of leases by customers; failure to collect customer obligations and note receivables; failure to obtain necessary financing, extend the maturity of or refinance our existing debt, or comply with the financial and other covenants of the agreements that govern our existing debt; decreased rental rates, increased vacancy rates or customer bankruptcies; increased interest rates; the failure of DuPont Fabros Technology, Inc. ( DFT ) to qualify and maintain qualification as a real estate investment trust, or REIT; adverse changes in tax laws; environmental uncertainties; risks related to natural disasters; financial market fluctuations, including disruptions in the financial and credit markets and the availability of capital and other financing; and changes in real estate and zoning laws. The risks described above are not exhaustive, and additional factors could adversely affect our business and financial performance, including those discussed DFT s annual report on Form 10-K for the year ended December 31, 2014 and Form 10-Q for the quarter ended September 30, 2015 filed with the Securities and Exchange Commission. We expressly disclaim any responsibility to update any forward-looking statement, whether as a result of new information, future events or otherwise, except as required by law. Unless otherwise noted, all information in this presentation is as of September 30, November 10, 2015

4 DFT s Strategic Plan November 10, November 10, 2015

5 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 5 November 10, 2015

6 DFT MISSION We design and operate innovative data centers. We create solutions with our customers that free them to focus on their core business. 6 November 10, 2015

7 DFT VISION To remain the wholesale data center provider of choice, while diversifying our customer base and expanding our geographic presence to attain a 10% profitability growth rate. 7 November 10, 2015

8 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 8 November 10, 2015

9 INVESTIGATION What do current and prospective customers really want for the future? What types of products and services might we offer? What geographies and markets are most promising? What s the potential size of the opportunity in terms of MW s and revenue? Explored both broad and deep questions using common frameworks 9 November 10, 2015

10 LEARNING Affirmed our current approach and product Multi-tenant data center remains viable Current design/product suits existing customers Surfaced new opportunities Customer requirements vary New flexible design attractive to expanded customer verticals New opportunities and accelerated growth require new approach 10 November 10, 2015

11 STRATEGIC FOCUS We remain committed to the wholesale data center business thus capitalizing on our exceptional skill in design and operations, and where the potential to lead is becoming even greater. 11 November 10, 2015

12 CONCLUSION: Stay Focused on Wholesale Market growth is exploding in large space and power needs which is more effectively served by wholesale Cloud (MSFT, GOOG, AMZN, CRM) Social Networking (FB, TWTR, LNKD) Enterprise (Fortune 1000) Pricing is increasing and returns remain attractive DFT has highest EBITDA margin Wholesale investment lower than retail Wholesale G&A lower than retail DFT only pure play wholesale option for investors 12 November 10, 2015

13 ROI vs. EBITDA Margin (1) (2) (2) ROI SG&A % of Revenue EBITDA Margin 12% 4% 60% 10%-12% 6% 52% 17%-18% 14% 42% 12%-16% 14% 47% 16% 22% 40% N/A 30% 38% (1) Publicly disclosed targets (2) Per 3Q15 Company Earnings DFT: Best EBITDA Margin & Strong Adjusted ROI 13 November 10, 2015

14 STRATEGIC FOCUS: Key Findings Accelerated growth requires: Larger geographic footprint with strategic inventory Flexible building design and lease structure Entrance flexibility to rapidly meet varied customer deployments Investment in G&A ahead of revenue to prepare for growth Customer-centric flexibility supports profitable growth 14 November 10, 2015

15 STRATEGIC FOCUS: Priorities Target two new markets that match wholesale customers need for multiple geographic locations Diversify our portfolio with flexible wholesale products to meet power density, resiliency and deployment needs Add high quality new logos to our best-in-class customer base Produce double-digit growth in revenue, EBITDA and FFO per share Finance plan from operations and debt within our targeted range Our plan will achieve solid financial results without issuance of equity 15 November 10, 2015

16 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 16 November 10, 2015

17 2015 FINANCIAL GROWTH Guidance Range: 2015 Growth: 2015 vs 2014 Revenue $440M to $445M 5.3% to 6.6% Normalized FFO per share $2.45 to $ % to 3.4% AFFO per share $2.63 to $ % to 6.8% Deliver higher growth rates in the future 17 November 10, 2015

18 INVESTMENT GRADE CUSTOMERS Customer % of Annualized Based Rent (as of 1 Oct 2015) Percentage of 3Q15 Revenue by S&P Credit Ratios¹, ² 1. Microsoft 22.3% 2. Facebook 19.7% 3. Rackspace 11.2% 4. Yahoo! 7.2% 5. Fortune1000 SAAS provider, not rated 6.9% 6. Fortune 25, IG Rated 5.3% 7. Server Central 2.7% 8. Net Data Centers 2.5% 9. Dropbox 1.7% 10. Symantec 1.7% 11. IAC 1.6% 12. Fortune 25, IG Rated 1.3% 13. UBS 1.2% 14. Zynga 1.1% 15. Sanofi Aventis 1.1% Total 87.5% B/BB 9% IG Like³ 28% NR 13% (1) As of September 30, 2015 (2) Includes customer rating prior to debt payoff (3) Includes Facebook and Rackspace BBB² 15% AAA 26% AA, 7% 2% A, 2% 18 November 10, % of revenue is from investment grade or equivalent customers

19 CUSTOMERS: ORGANIC GROWTH Highlights Customers Growth with DFT Once landed, our customers tend to stay with us and take on more leases 75% of our leased space represents expansions from existing customers (who have been with DFT for more than 1 year) Organic growth is testament to the reliability of our services, value of our product resulting in +180 MW of organic growth 75% One Lease 25% Multiple Leases Customers continue to grow with us 19 November 10, 2015

20 CURRENT LOCATIONS Elk Grove Village, IL (2 data centers) 43.8 MW Piscataway, NJ 18.2 MW Santa Clara, CA 36.6 MW Northern Virginia (8 data centers) MW 20 November 10, data centers in 4 markets: MW

21 HISTORIC LEASING TRENDS DFT s Historic Leasing (Annually) Current Development Capacity (1) Northern Virginia MW 5 years Chicago MW 5 years Silicon Valley 8-10 MW 2 years Northern New Jersey 1-2 MW -- Once Silicon Valley is out of capacity, DFT can only add about 25 MW of capacity annually, which is less than 10% capacity growth (1) Includes land under contract Result is less than 10% growth for revenue, EBITDA and FFO per share 21 November 10, 2015

22 CURRENT PRODUCT OVERVIEW DFT provides wholesale products Limited power density flexibility No flexibility for resiliency level Lease structure is 100% Triple Net Allows for full recovery of operating expenses Requires educating customers on the Triple Net structure Impacts new customer acquisition Slower pace of new customer acquisition 22 November 10, 2015

23 SITUATION ANALYSIS SUMMARY Development of existing geographies using current product yields $690 million of revenue in 2020 Revenue growth at 8% CAGR ( ) Rate of growth is slower when compared to peers Must grow faster while improving profitability Must diversify customer base with high quality new logos to reduce impact of customer departure and risk of rent roll downs 23 November 10, 2015 Key challenges: accelerating growth and diversifying customers

24 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 24 November 10, 2015

25 WHOLESALE OPPORTUNITIES Multi-tenant wholesale data center market is growing In aggregate, projected demand outstrips supply, even as some geographies risk potential oversupply Growth of the Internet continues to fuel demand Rise of cloud and data storage Outsourcing increasingly attractive as it lowers total cost of ownership Prospective wholesale customer needs continue to evolve Changes in technology affect how data is managed, accessed, stored, and delivered Smaller customers continue to move data to cloud Requires innovation in design and operations to decrease costs while increasing flexibility Unmet demand and evolving customer needs create wholesale opportunities 25 November 10, 2015

26 BUILD VS. LEASE BUILD ASSUMPTIONS Build 6 MW data center $15 million/mw (30 year life) Interest Rate 7% Operating Expenses $60/kW/month Power Utilization 70% Heat Rejection Rate 1.4 Annual Build Costs Annual Lease Costs - ACC7 Depreciation $3,000,000 Base Rent $6,840,000 Interest Expense 6,300,000 LEASE ASSUMPTIONS Base rent $95/kW/month Operating expense $20/kW/month Power Utilization 70% Heat Rejection Rate 1.1 Operating Expense 4,320,000 Operating Expense 1,440,000 Electricity Servers 2,207,520 Electricity Servers 2,207,520 Electricity Cooling 883,008 Electricity Cooling 220,752 Total Costs $16,710,528 $10,708, November 10, 2015 Outsourcing model has significant cost advantages 36% annual savings and flexibility at end of lease

27 OPPORTUNITIES Strong macro trends drive annual data center growth of +13% for North America Worldwide IaaS spending forecasted to support +28% CAGR Public cloud usage and average spend remain strong across all customer groups Near triple digit percentage growth in cloud revenues Recent performance suggests continued growth and potential 27 November 10, 2015

28 MARKET GROWTH Multiple Growth Drivers North American Data Center Market Revenue ($B) Cloud Computing $14.7 Social Media Gaming $8.9 $10.1 $11.3 $12.9 Health Care Mobile Applications Increased Outsourcing Source: 451 Research Multi-Tenant Datacenter Global Providers (includes wholesale and co-location) Strong macro trends drive data center growth 28 November 10, 2015

29 MARKET GROWTH: Traffic 170 Internet Global IP Traffic ( ) Exabytes Per Month Mobile Data Traffic ( ) Exabytes Per Month November 10, 2015 Huge growth projected for Internet and mobile traffic Source: Cisco Visual Networking Index (VNI) and Ericsson Mobility Report

30 MARKET GROWTH: Traffic Exabytes Per Month Video Over the Top (OTT) Global IP Traffic ( ) Source: Cisco Visual Networking Index (VNI) and Ericsson Mobility Report Projected growth in video traffic exceeds 20% during November 10, 2015

31 SPENDING GROWTH $45 $40 $35 $30 $25 $20 $15 $10 $5 $ E 2016E 2017E 2018E 2019E Source: Gartner (June 2015) Worldwide IaaS Spending Forecast ($B) 31 November 10, 2015 Projected 28.2% CAGR for IaaS spending worldwide

32 PUBLIC CLOUD Frequency of Usage (% of respondents) Average Annual Public Cloud Spend ($000 s) 50% 45% 45% 44% $250 $237 40% $200 $193 35% 30% 25% 20% 15% 10% 5% 0% 32% 31% Azure AWS Google IBM SoftLayer 27% Rackspace Public Cloud $150 $100 $50 $0 $13 $162 $124 $26 $73 $115 $1 $146 $51 $66 $66 $97 $57 $6 $4 $20 $78 $35 AWS Azure Google IBM Rackspace SoftLayer Public Cloud Small Medium Enterprise Total 32 November 10, 2015 Explosive public cloud usage and spending Source: Cowen and Company, Altman Vilandrie & Company

33 DATA CENTER GROWTH Multiple Growth Drivers Expansion of MSFT, AMZN, and GOOG signals continued growth in cloud Enterprise customers who are uncomfortable with public cloud may outsource data centers More cost effective option vs. inhouse build or operate Overall demand growing worldwide 26% CAGR for North American data center traffic over the next five years - US & Canadian markets remain attractive Projected Data Center Growth Cloud vs. Traditional Data Centers (MM) E 2015E 2016E 2017E 2018E Cloud data center workloads Traditional data center workloads Source: Cisco s Global Cloud Index, Jefferies July 2015 As traditional data center leader and enabler of cloud, DFT wellpositioned to capitalize on projected growth 33 November 10, 2015

34 CONCLUSION: Stay Focused on Wholesale Market growth is exploding in large space and power needs which is more effectively served by wholesale Cloud (MSFT, GOOG, AMZN, CRM) Social Networking (FB, TWTR, LNKD) Enterprise (Fortune 1000) Pricing is increasing and returns remain attractive DFT has highest EBITDA margin Wholesale investment lower than retail Wholesale G&A lower than retail 34 November 10, 2015 DFT only pure play wholesale option for investors

35 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 35 November 10, 2015

36 36 November 10, 2015 STRATEGIC PRIORITIES: NEW MARKETS

37 CONCLUSIONS: Markets 37 November 10, 2015 Broad Characterization Specific Market Analysis Field Visits Top 3 Mkts. International: Amsterdam, Frankfurt, Singapore, Slough Domestic US: Atlanta, Dallas, Las Vegas, Phoenix, Portland, Reno, Salt Lake City Canada: Toronto Domestic US: Dallas, Las Vegas, Phoenix, Portland, Reno, Salt Lake City Canada: Toronto Domestic US: Dallas, Phoenix, Portland Canada: Toronto Toronto, Portland and Phoenix Screened specific market areas using primary and secondary sources

38 LOCATIONS: CURRENT VS Portland, OR Toronto, ON Elk Grove Village, IL Piscataway, NJ Elk Grove Village, IL Piscataway, NJ Santa Clara, CA Santa Clara, CA Phoenix, AZ Northern Virginia Northern Virginia 257 MW Today 432 MW in November 10, 2015

39 39 November 10, 2015 STRATEGIC PRIORITIES: NEW MARKETS TORONTO MARKET OPPORTUNITY

40 TORONTO: Wholesale Market Cycle 40 November 10, 2015 Source: Cushman & Wakefield Data Center Market Report - August 25, 2015 Toronto in favorable part of the market cycle

41 WHY TORONTO Strong Fundamentals 4 th largest North American market Financial capital of Canada Economic diversification buffers effects of petroleum sector volatility Limited wholesale capacity in the market with stable pricing Minimal income tax leakage Customer Appeal Data sovereignty laws require data to remain in Canada Excellent connectivity Location attracts new DFT logos and offers current customers opportunity to expand internationally Existing wholesale users in retail space are likely to transition to multitenant data centers Favorable supply and demand balance for Toronto 41 November 10, 2015

42 TORONTO: Top Providers Highlights Market Share Top Retail Providers (based on square footage) 35 data center providers with mainly a retail focus Q9 Networks has largest market share (5 data centers) 2 wholesale providers: Allied Properties REIT and Digital Realty 11% 19% 11% 25% 34% Q9 NETWORKS ALLIED PROPERTIES REIT TELUS SUNGARD AVAILABILITY SERVICES EQUINIX Source: 451 Research Toronto Market Report, Q Market is under supplied 42 November 10, 2015

43 TORONTO: Addressable Market Highlights Market Segmentation (MW) Build to Suit & Turnkey Leases Limited Wholesale Players Market is underserved 11% 9% 6% 41% Potential customers currently building their own due to lack of supply 33% Demand rising from IT/Cloud firms that need to store data in Canada Internet Telco Software Financial Services Technology Demand exceeds supply Source: CBRE Toronto Market Report Q November 10, 2015

44 TORONTO: Supply and Demand Data center demand driven by enterprise and technology markets Demand outpacing supply 2 major wholesale providers in Canada Allied Properties REIT is a significant player, but wholesale is not its core business Wholesale Supply DLR: 1.35 MW Q9: 1 MW Loblaw: 1.9 MW (grocery store selling excess space in its data center) Allied Properties REIT: no inventory Total: 4.25 MW of critical load available for lease 44 November 10, 2015 Driven by enterprise and technology companies, demand is outpacing supply

45 TORONTO: Executed Deal Flow Executed Wholesale Leases 2014 Q2, 2015 Capacity Additions ( : 65MW) Includes wholesale, retail, self-build DLR 20% Allied 15% 65% Megawatts Financial Retail Chain Technology Source: Cushman & Wakefield Data Center Market Report Toronto September 2, 2015 Several large DFT customers already going to Toronto 45 November 10, 2015

46 46 November 10, 2015 STRATEGIC PRIORITIES: NEW MARKETS PORTLAND MARKET OPPORTUNITY

47 PORTLAND: Wholesale Market Cycle 47 November 10, 2015 Source: Cushman & Wakefield Data Center Market Report - August 25, 2015 Portland in favorable part of the market cycle

48 WHY PORTLAND Strong Fundamentals Customer Appeal 3 rd largest city in the Pacific Northwest Limited wholesale capacity Tax advantages and enterprise zones Excellent network connectivity New Trans-Pacific Fiber Landing Three major cable systems pulled through Hillsboro Google Fiber going into Portland Cost-effective, abundant and reliable electricity Mild climate reduces cooling costs 48 November 10, 2015 Favorable market conditions for Portland

49 Network Plan: Trans-Pacific Fiber Landing 49 November 10, 2015

50 PORTLAND: Major Players Highlights Market Share Major Players The Portland NAP remains market share leader based on amount of built out operational space currently available with its downtown datacenter Top Wholesale Providers 13% 14% 45% Infomart Data Centers is second; T5 Data Centers in third with each expanding their Hillsboro datacenter campuses Market showing favorable supply/demand dynamic for additional wholesale providers Portland NAP 28% T5 Data Centers Infomart Data Centers Other Source: : 451 Research, 2015 Source: : 451 Research, 2015 Portland has room for another major player 50 November 10, 2015

51 PORTLAND: Market Segmentation Highlights Market Segmentation Increase in demand from West Coast and Northwest regional companies for wholesale space due to the market s relatively low power costs, multiple fiber providers and appealing tax structure Recent Customer Demand By Industry 6% 14% 38% Demand for premium wholesale space driven by IT services and cloud firms, in addition to enterprises with requirements to store big data such as healthcare, pharma and finance 42% Content/Cloud/Media RTL Tech Other (IHC, LS, MFG) Source: : 451 Research, 2015 Source: Cushman & Wakefield Data Center Market Report Portland, August 25, 2015 Market can support a new entrant 51 November 10, 2015

52 PORTLAND: Supply and Demand Data center demand driven by enterprise and technology markets Recent transactions CMCSA 8.5 MW LNKD - 8 MW Additional demand is estimated to be roughly 20 MW Potential addressable market increasing with build outs from cloud providers Major Wholesale Supply DLR: no inventory T5: no inventory Infomart: no inventory 52 November 10, 2015 Demand is outpacing supply

53 PORTLAND: Executed Deal Flow Executed Wholesale Leases ( YTD) VIAWEST INFOMART T Megawatts Source: Cushman & Wakefield Data Center Market Report Portland, August 25, November 10, 2015 Accumulated data center leasing in Portland totals 19 MW of absorption, led by Infomart and T5

54 54 November 10, 2015 STRATEGIC PRIORITIES: NEW MARKETS PHOENIX MARKET OPPORTUNITY

55 PHOENIX: Wholesale Market Cycle Source: Cushman & Wakefield Data Center Market Report August 25, 2015 Phoenix wholesale market is on the rise 55 November 10, 2015

56 WHY PHOENIX Strong Fundamentals 8th largest data center market in North America Demand forecasted to outpace supply Investment in infrastructure projects to attract high-tech business Low risk of natural disaster Customer Appeal Preferred secondary market for California data center requirements Existing customer presence and interest Excellent connectivity Abundance of low cost power Tax incentives for customers and DFT Favorable market conditions for Phoenix 56 November 10, 2015

57 PHOENIX: Major Players Highlights Market Share Major Players DLR and IO comprise more than half of the Phoenix market Remainder of market is more fragmented Of DFT s peers, only DLR and CONE have notable market share 24% 29% 4% 6% 10% 27% DLR IO CONE T Phoenix NAP Other Source: 451 Research Datacenter KnowledgeBase, 2015 Phoenix has room for another major player 57 November 10, 2015

58 PHOENIX: Market Segmentation Highlights Market Segmentation Good alternative to California for customers Strong demand from West Coast, Midwest and East Coast for wholesale space to support secondary and disaster-recovery deployments Strong fiber availability Diverse mix of energy sources Phoenix Customer Demand By Industry 10% 20% 15% 15% 20% 20% Retail Technology Financial Services Telecom Healthcare Insurance Source: : JLL Phoenix Data Center & Colocation Overview, November 10, 2015 Data Center demand driven by disaster recovery and California demand

59 PHOENIX: Supply and Demand Multi-Tenant Data Center Supply & Demand (Phoenix) 59 November 10, 2015 Data Center demand exceeds supply

60 PHOENIX: Executed Deal Flow Executed Wholesale Leases ( YTD) VIAWEST CENTURYLINK DLR IO CONE 60 November 10, Megawatts Source: Cushman & Wakefield Data Center Market Report Phoenix, September 2, 2015 Accumulated data center leasing in Phoenix totals 33 MW of absorption, led by CONE and IO

61 61 November 10, 2015 STRATEGIC PRIORITIES: NEW MARKETS ENTRY STRATEGY

62 NEW MARKETS: Entry Strategy Flexible design provides low and high density power, different levels of redundancy Communicate a lower TCO by being in a multi-tenant data center Existing customer base will serve as base of demand generation Brand loyalty, and high quality service reputation Targeted verticals: Cloud, Enterprise, Financial Services, Healthcare, Insurance, Retail, Technology, Content/Media Partner with Systems Integrators (SI) and IT firms to drive opportunities Flexible products adapted to each market will attract new customers 62 November 10, 2015

63 TARGETED VERTICALS New markets provide opportunities in business verticals that lend themselves to wholesale solutions: Tech: Technology B&F: Banking & Financial Services IHC: Insurance, Health Care CCMS: Cloud, Content/Media, Social Ent: Enterprise Rtl.: Retail Toronto Phoenix Portland Tech B&F IHC CCMS Ent. Rtl. New markets provide vertical opportunities of interest 63 November 10, 2015

64 64 November 10, 2015 STRATEGIC PRIORITIES: NEW PRODUCTS

65 FINDINGS: Customers, Products & Services Prospective customers in our target markets are buying a range of density and reliability Analysis of existing and proposed data centers show range of N, N+1, N+2, 2N facilities Helpful to segment customers based on their requirements for resilience and reliability Allows us to tailor our products and services, and target marketing and sales approach more effectively Multi-tenant data center is viable in new markets and geographies Growing demand for multi-tenant data centers Desire from both prospective and current customers to diversify their locations in addition to adding capacity Requires different data center designs to suit specific market conditions Understanding of customers needs is critical to properly align products and services Multiple insights from customer analysis 65 November 10, 2015

66 FINDINGS: Customers, Products & Services New product and service offerings enhance existing products and help attract new customers Varied customer requirements suggest need for flexibility and adaptability in our product and ways of working Widening gap between low and high density customers Hyper-scale segment may have lower resiliency requirements as new layer of redundancy is achieved via multiple data centers in diverse geographies Desire to add computing power more rapidly favors shorter time to build rooms Resiliency levels range from N to 2N with greatest concentration at N+1 Capital and operating cost remain important to both DFT and our customers Smaller initial deployments to lower up front capital costs Preference for fixed operating costs among some customer groups Choice of product also impacts our operating and lease models Manage customer and DFT risk Assure appropriate pricing Multiple products are viable in the market 66 November 10, 2015

67 NEW PRODUCTS: Data Center Flexibility Support a range of power densities ( watts per SF) Support a range of resiliencies (N to 2N) Agility Create shell and backbone infrastructure that can support rapid deployment of customized solutions for end users Avoids stranded UPS/Cooling capacity in low density/low resiliency configurations Future Proof Allow customers to expand in the same room as technologies evolve and power density needs increase Easily reconfigurable when lease expires and tenant occupancy changes New product adds flexibility and agility for now and later 67 November 10, 2015

68 NEW PRODUCTS: Data Center Features Approximately 150,000 square foot powered shell, expandable in roughly the same increment depending on lot size Shell is built with incoming utility, expandable generator plant and backbone to feed UPS systems UPS Systems may be static or rotary technology Each shell has eight (8) 10,000 square foot computer rooms Cooling solution is deployable separately and custom configured for the climate Product features allow varied deployment approach to suit the market 68 November 10, 2015

69 INITIAL DEPLOYMENT Flexible Power Delivery 100W to 300W per SF COMPUTER ROOM ELEC/UPS ROOM COMPUTER ROOM 69 November 10, 2015 Building Block Pairs of Computer Rooms fed from common Elec/UPS Room

70 INITIAL DEPLOYMENT 150,000 Square Foot Shell November 10, 2015 Up to 16MW of Critical Load

71 EXPANDABLE IN MULTIPLE PHASES Phase 1 Phase Common Common November 10, 2015 Phase 2 Phase 4

72 RAPID DEPLOYMENT Determine a customer s specific density and resiliency needs Optimize time to deliver customized solution Target week build cycle Compared to 6 to 9 months to build out a phase in our current model Requires key elements to be in place Pre-engineered design solutions Inventory of component to reduce lead time Standing agreements with contractors and suppliers Rapid deployment speeds product delivery to customers 72 November 10, 2015

73 NEW PRODUCTS: Flexible Lease Structure Full Service lease structure is an important alternative to offer customers, particularly new customers Simplicity - the Triple Net structure is less widely understood Certainty - some customers want to be able to budget costs throughout the lease term with greater certainty than the Triple Net model allows Rent includes all costs related to operating expenses Full rent amount subject to annual escalation Exceptions: Metered Power including cooling uplift - passed through to customer at DFT cost Property taxes and insurance increased above annual escalation percentage passed through to customer Amortized capital costs that result from change in law (e.g., environmental regulation requires additional scrubbers or ADA requires additional accommodations) DFT will price full service leases so that it can recover its operating costs over the lease term and earn a risk premium New lease structure attracts new customers 73 November 10, 2015

74 74 November 10, 2015 STRATEGIC PRIORITIES: PROGRESS

75 STRATEGIC PRIORITIES: Progress Accelerate growth in our current business Defined new full-service lease model in addition to Triple Net Expansions and lease-ups in existing markets Target New Markets for Expansion Created short list of land in key locations (Toronto, Portland, Phoenix) Negotiating land acquisition (Toronto, Portland, Phoenix) UNDERWAY UNDERWAY 75 November 10, 2015

76 STRATEGIC PRIORITIES: Progress Diversify Our Portfolio Add new wholesale products Design concept for scalable product New site specific design for Santa Clara expansion Hiring new executive leaders Marketing Sales and Product Build core competence in customer and business intelligence Developing new integrated marketing and sales strategy Building out the brand UNDERWAY UNDERWAY UNDERWAY 76 November 10, 2015

77 KEY MILESTONES THROUGH Q Q Q Q Q Q ADMINISTRATION New capabilities in Sales & Marketing SALES Acquire new high credit quality logos DEVELOPMENT Land acquisition (Toronto, Portland and Phoenix) 77 November 10, 2015 DEVELOPMENT Build-out

78 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 78 November 10, 2015

79 CASE STUDY: Ashburn Campus 6 operating data centers totaling 136 MW and 678,000 CRSF 98% leased as of October 29 Sales tax exemption from Virginia Saves customers $15 / $20 kw per month depending on server refresh rate Recent leasing success ACC2 and Net Data Centers space at ACC4 and ACC5 re-leased ACC6 Phase II 100% leased at opening ACC7 Phase I 100% leased in 13 months ACC7 Phase II 67% pre-leased (opens December) Facilitated over 17 MW of subleasing in last year Campus facilitates demand From 2012 to % of leasing came from existing campus customers Captured 4 new logos (2 in 2015) 79 November 10, 2015 Campus creates embedded demand

80 CASE STUDY: Introduction of New Data Center Design Introduced new design 3.0 for ACC7 and CH2 Flexible density Medium voltage Chiller assist cooling Oil filled PDUs Industry leading PUE ACC7 Phase I (13 MW): 100% leased up in 13 months 2 new logos 13% ROI CH2 Phase I (7 MW): 100% leased up in 4 months 1 new customer to Chicago campus 13% ROI 80 November 10, 2015 DFT successful in rolling out new designs

81 CASE STUDY: Managing End of Lease In last 3 years 71% of customers renewed (excluding Yahoo! as measured by MW) Renewals decreased cash base rent by 0.5% and increased GAAP base rent by 4.2% Re-leased 33.4 MW over last 3 years Facilitated sublease of over 17 MW All sublessees entered into lease extensions with DFT 81 November 10, 2015 End of lease success supports organic growth

82 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 82 November 10, 2015

83 FINANCIAL IMPACT: Key Assumptions Enter new markets Toronto (priority), Portland and Phoenix Continue expansion in existing markets driven by demand Target ROI Santa Clara - 11% All other markets 12-14% Use free cash flow and debt to fund developments Free cash flow after dividends averages $100 million per year Net Debt to EBITDA remains below 5:1 Use Line of Credit until $450MM then seek permanent debt Invest in sales and marketing departments Interest Rates One-month LIBOR - 0.4% in 2016 to 2.5% in 2020 Permanent debt financing in 2017 (bonds) - 7% fixed 83 November 10, 2015 Organic growth without issuing equity

84 FINANCIAL IMPACT: Market Rents Base Rent / Management Fee per kw per Month $130 $120 $110 $100 $90 $ Rent recovery began in 2014 and is forecasted to continue 84 November 10, 2015

85 MARK TO MARKET: Key Assumptions ( ) Assume renewal of existing leases upon expiration 28% renew at super wholesale rates and are currently at super wholesale rates 31% renew at super wholesale rates and are currently at wholesale rates 41% renew at wholesale rates Of the renewals, 59% are roll-downs of cash base rent while the remaining are rollups Average cash roll-down across the entire portfolio is 9%. Average GAAP base rent roll-down across the entire portfolio is less than 1% for Year Decrease in Annualized Cash Base Rent 2016 $6.0M 2017 $8.4M 2018 $8.3M 2019 $5.4M 2020 $3.2M Total $31.3M Mark to market impact is manageable 85 November 10, 2015

86 PROJECTED FINANCIAL IMPACT: Income Statement 2015E 2020E (2015E-2020E CAGR) Revenue Growth 6.0% 10% to 12% EBITDA Margin 60.6% 63% to 64% G&A as Percent of Revenue 4.1% 3.7% to 3.9% Norm. FFO per share Growth 2.9% 9.5% to 10.5% AFFO per share Growth 6.2% 8.5% to 9.5% Double digit Revenue and FFO per share growth over the next five years 86 November 10, 2015

87 FINANCIAL IMPACT: Balance Sheet / Credit Ratios / Other Statistics 2015E 2020E Total Gross Assets $3.6B $ 5.0B Total Debt $1.2B $ 2.0B Increase in Preferred Stock vs $ - Increase in Common Stock vs $ - Net Debt to EBITDA 4.5x 4.3x Interest Coverage 3.1x 3.3x MW placed into service ( ) Development Spend $210M $1.3B Dividend Growth 20% 6% to 7% AFFO Payout Ratio 63% 60% Growth while maintaining Net Debt to EBITDA ratio below 5 at all times 87 November 10, 2015

88 CONTENTS Mission and Vision Strategy Summary Current Situation Opportunities Strategic Priorities New Markets New Products Progress Execution Case Studies Financial Impact Closing 88 November 10, 2015

89 CLOSING We will: Offer more flexibility to serve the needs of both new and existing customers Diversify geographic footprint Increase number of high quality logos We will deliver increased revenue growth and profitability without new equity 89 November 10, 2015

90 90 November 10,

91 RECONCILIATIONS OF NET INCOME TO NAREIT FFO, NORMALIZED FFO AND AFFO (1) 91 November 10, 2015