Shelagh Montgomery

Executive Vice President
Strategic Client Management, QTS Data Centers

Shelagh Montgomery is a 25-year sales veteran of the Internet and data centers industries. She is a founder and executive sponsor of QTS’ Women Inspiring Leadership Group and was recently recognized for her efforts by Women In Technology (WIT) with a nomination for the 2020 Woman of the Year in STEAM.

Published in Issue 5 | December 2020

You have been in the Internet infrastructure industry for almost 25 years in leadership roles. Tell us about your journey and the most rewarding parts.

My journey has been circuitous! Like many in this industry, I had no idea that I would end up here—in part because it didn’t exist when I was in school. I went to Columbia School of International and Public Affairs in ‘92 for international trade and management with the intention of working for the US Federal Government. I was accepted into the Presidential Intern Program, where I worked on the Computer Hardware and Software desk, as it was called, at the Department of Commerce. I covered a fascinating, new industry, the online industry.

I then took a leap into sales. It was a scary step; I took a huge pay cut with the hopes that I would make up for it in commissions. It’s a chance I probably wouldn’t take today, but I’m grateful I did back then. Not because it turned out I was good at the function, but because I found my calling in sales and the Internet industry. I began my career during the Internet boom of the late ‘90s with PSINet. During my fiveyear tenure, I helped open our first office in Brussels and then, our New York City location as a sales director. From there, I moved on to Digex, a company with a greater focus on hosting than connectivity. I remained in leadership roles with Digex, Globix, and ultimately QTS.

None of these companies are giant corporations, but the most rewarding part is to effect real change, see my ideas executed in the marketplace and be involved in different parts of the business. When QTS acquired Globix in 2006, we could migrate 200 colocation customers from our New York City datacenter to a new datacenter in under six months. I was given the reins to manage customer communications, negotiations and project plans, but I was also integrally involved in technical and financial decisions.

You founded Women Inspiring Leadership (WIL) group at QTS. Please tell us about the group and its objectives.

A few years ago, a colleague of mine and I were two of only a few women in leadership at QTS. We were approached by two smart, ambitious and hardworking women at the company to be their mentors. We didn’t have a formal mentoring program at that time but we immediately agreed, recognizing the importance of a role like this for women starting their careers. After about a year of informal mentoring, we agreed that we could be far more effective and reach so many more women, if we created a resource group. Happily, QTS was very supportive of the idea and WIL was born.

Our mission is to support and foster women at QTS and in the technology industry through discussion, education and networking. As we enter our third year, I’m happy to report that we have launched a mentoring program with over 60 participants, hosted many speakers, focus panels and training events. We have also started to work with other groups on diversity and inclusion topics. The importance of having many perspectives participate in the decision making is more important than ever.

Implementing the right culture with the right DNA within the organization has been instrumental to the company’s success. Having a team of experts that complement each other is integral.

Client management as function involves dealing with the customers (external component) and dealing with various functional groups within the company (internal component). What are some of the challenges you have faced and how did you overcome those?

The thing I love most about this function is that we deal with so many different types of companies, projects and challenges— no two days are alike! Naturally, with that comes some challenges—we depend on many groups within QTS to help us meet our client’s needs. A recent example is the challenges faced due to COVID-19.

While the datacenter business remains robust, our clients come from all kinds of industries: hospitality, healthcare, consumer goods and others. Most industries have been greatly affected, and we anticipated some irregularities to pay bills.

Our finance group was adjusting expectations and we partnered with them to work with any customer who required new payment terms. Using information on government loan programs, we worked on customized payment plans for every client.

With the commoditization of the services that our industry is providing to customers, what are the differentiating factors important for client management?

A mature, intelligent team handling customer relationships can bring its own differentiation. Ensuring my team can speak fluently to the company’s processes, policies and products, while also appreciating the perspective of the client, is critical. In sales, it’s important to believe in your product to be successful. Fortunately, QTS is unique among our peers. We are the only datacenter company that has embraced and executed on digitizing our entire platform to allow for visibility, reporting and management of a customer’s environment. We also are leading in our sustainability initiatives and commitment to establishing Network Access Points where datacenter, subsea fiber and terrestrial networks converge, making them the ideal ubiquitous global interconnection hubs in the U.S.