The firm · Principal
Amanda Ferrer, founder and CEO.
Over a decade advocating on behalf of buyers, more than a billion dollars negotiated, and a global network of vendor relationships built one deal at a time. Two firms, two hemispheres, both built so their interests cannot quietly drift away from yours.
The record
Over a decade advocating for buyers, and more than a billion dollars in negotiated transaction value. The firm works across the full width of the market rather than one side of it — vendors and OEMs, operators and developers, carriers and ISPs, and the offtakers and enterprise buyers on the other end of the table — with active reach into North America, EMEA, APAC and Latin America.
That breadth is why a requirement can be matched to the right counterparty quickly instead of shopped around, and it exists because the work has been done well enough, often enough, that both sides of the market pick up the phone. Deals get done and clients keep more of their money. Integrity over everything — which is also why the firm is built the way it is.
She is also co-founder and Chief Revenue Officer of Strategic Supply Partners, the APAC arm based in Sydney, built to the same model so that access to operators, capacity and offtakers is genuinely global rather than a claim on a map.
Why the firm is structured the way it is
Most people who will help you buy infrastructure are paid by the thing they are helping you buy. That is not a character flaw in the individuals; it is an incentive that eventually bends every recommendation in the same direction. Building a firm that could not be bent that way meant giving up a few things on purpose.
- No inventory, no listings, no resale rights. The firm never owns the thing it introduces you to, so there is no margin hiding inside the introduction and no reason to steer you toward one operator over another.
- Retained by buyers and by operators. Not as a conflict, but as the source of the information — sitting on both sides of the market is how you know what a term is really worth. Where a deal genuinely needs both ends assembled, the firm will work both, and every party is told so at the outset. Disclosure is what keeps that straight, not exclusivity, and it is reinforced by holding no inventory and no position in the outcome.
- No cost to the buyer. Buy-side mandates are funded by the ecosystem. You are not paying for advice, so the advice does not have to justify itself with activity.
- Strategic partnerships, not a client list. The firm does not work with everyone who asks. A mandate is taken when there is full alignment on the requirement, the terms and how the deal will be run — because partial alignment is how deals stall late, at everyone’s cost.
- Willingness to tell you not to sign. The most valuable thing an advisor can say is that the deal in front of you is worse than doing nothing. That sentence is expensive for anyone paid on completion, and free here.
If you want to pressure-test any advisor, including this one, there is a short list of four questions worth asking before you retain anybody — and a longer list of twelve worth settling before you sign for capacity.
Three-sided, on purpose
Most deals in this market need three parties who are not in the same room: a neocloud with a platform, a data center partner with energised capacity that fits it, and an offtaker with real, qualified demand. Each one is normally waiting on the other two, and none of them can see the whole picture. Holding relationships at all three layers means the firm can bring the capacity to the neocloud and the offtaker to the neocloud, and put the pieces together into a transaction that would not otherwise have existed.
Orchestrating it is the part that matters. When one party sets expectations the others never hear, dates slip and the deal unwinds late. Running the middle — sequencing the diligence, keeping the density, power and ramp assumptions consistent across all three sets of paper, and telling each side what the others actually committed to — is how expectations stay where they belong and the in-service date survives contact with reality.
Where the firm works
GPU clusters and GPUaaS
Allocation, platform selection and the commercial terms wrapped around B200, B300 and GB300 NVL72.
Open the mandate →CapacityData center capacity sourcing
Retail and wholesale colocation up to 150 kW per rack, sourced globally and benchmarked against real comparables.
Open the mandate →AdvisoryBuy-side negotiation advisory
Advising from behind, leading alongside your team, or running the table outright on any enterprise infrastructure contract.
Open the mandate →Asked about the model.
01Are you a reseller? Do you sit between the buyer and the seller?
No. The firm does not resell, does not take title and does not mark anything up. It works through partners, which means you contract directly with the provider every time — the paper is between you and them, the pricing is theirs, and nothing is layered on top of it.
02Then what are you actually doing in the deal?
Providing access and negotiating. Knowing which partner can genuinely serve the requirement, what their constraint is, what a term is really worth, and where the exposure sits in the agreement. None of that requires standing in the middle of the transaction, and standing in the middle would compromise it.
03Do you ever work both sides of a deal?
Sometimes, where a deal needs both ends assembled to exist at all — an offtaker on one side, capacity or compute on the other. When that happens every party is told at the outset. Disclosure is what keeps it clean, reinforced by holding no inventory and no position in the outcome.
Start with a conversation, not a process.
No intake queue and no relationship manager. Thirty minutes, and an honest read on whether the requirement and the firm are aligned enough to be worth either of our time.