In March's Employee Spotlight Q&A, Roz Owens, Senior Manager Human Resources Manager for Europe, the Middle East, and Africa (EMEA), shares how mindset, ownership and collaboration help Edged build and retain teams globally to create next-gen AI infrastructure at scale.
When I joined Endeavour, I’ll be honest…. I didn’t fully know what I was stepping into. The EMEA region was still very young, and the organization had that fast-moving, entrepreneurial energy you only really get in a scaling business.
What drew me in was the ambition. During the recruitment process, I’d spoken at length to some of the senior team about Edged and the data center platform. But once I joined, I realized how much broader the ecosystem really is. The range of technologies Endeavour is investing in to support the AI landscape, and the level of conviction behind them, is genuinely impressive. Jake [Carnemark]’s passion for identifying and fostering breakthrough technology is infectious, and it’s inspiring to be part of something that feels like it’s contributing to real, global change.
Over the past year, my view of the culture has evolved, too. Yes, there’s high pace and high expectations, but there’s also a real desire and willingness to build in the right way. Together with the rest of the HR team we’ve spent much of the last year putting the foundations in place to support the growth we know is coming. It’s still evolving, which is part of the excitement, but the structure is strengthening in line with the ambition of the business.
For me, it starts with mindset over résumé. Technical capability is obviously critical in AI infrastructure, but what really differentiates someone here is their appetite for ambiguity, growth and pace. We’re not a static, fully formed environment — we’re constantly building while delivering. That requires resilience, curiosity and a willingness to shape things, not just operate within them.
So we look for people who can handle today’s complexity but are also genuinely energized by what’s next. This industry is evolving quickly, and the people who thrive at Endeavour are the ones who lean into that change rather than resist it.
I also think energy matters more than we sometimes acknowledge. When I reflect on my own recruitment process 18 months ago, I remember coming away from every conversation feeling excited by what was being built and the scale of the opportunity ahead. That enthusiasm was contagious and it still is!
Not everyone is ready to take that leap into something that’s scaling this quickly, and that’s completely fair. But for those who are, the opportunity to help shape the future of AI infrastructure rather than simply participate in it is pretty special.
I’m not a huge fan of the phrase “culture fit,” because it can easily become code for sameness. At Endeavour, I feel like it’s much more about “culture add”. Do you believe in what we’re building? Do you take ownership? Are you prepared to move with pace and purpose?
We’ve recently refreshed our company values, and that process was thoughtful and deliberate. The values weren’t created in a vacuum; they were shaped to reflect who we already are and who we want to become as we scale. “Connection”, “Purpose” and “We Get it Done” aren’t just words on a website; I think they beautifully capture the balance of togetherness, ambition and action that defines this business.
The key is aligning on those principles while actively seeking different perspectives. The best teams here are diverse in background, geography and thinking style but they are also united by shared intent. Strong values create cohesion. Diversity creates innovation. We need both.
Ownership is the big one! The people who succeed at Endeavour don’t wait for perfect instructions or neatly defined lanes. They step forward, they solve problems and they take accountability for outcomes, not just tasks. That mindset really reflects our “We Get it Done” value; ambition paired with action.
Pragmatism is another differentiator. We operate in a fast-moving, technically complex space, and not every variable will be known. The ability to make sound decisions with imperfect information and keep momentum is invaluable.
And finally, connection. The people who thrive here don’t operate in silos. They build relationships across teams, disciplines and geographies, understanding that delivering integrated infrastructure at scale is a collective effort. That spirit of collaboration is what turns individual expertise into real impact.
When you combine ownership, pragmatism and connection, you tend to see people genuinely flourish at Endeavour.
Scaling can unintentionally create silos, so connection has to be intentional. For me, it starts with clarity: clear company goals, aligned departmental priorities and visible individual objectives. When people can see how their work connects to the bigger picture, collaboration becomes far more natural. Last year we spent a significant amount of time researching and implementing Lattice to give that visibility across the organization. It wasn’t just a systems decision; it was a cultural one. And having that support from Jake at the top to invest in a platform like that made a real difference.
On a personal level, remote working was something I wasn’t sure how I’d adapt to, as I’m very much a people person. But it’s actually expanded my reach. I connect daily with colleagues across EMEA and the US, and those cross-Atlantic relationships probably wouldn’t have formed in a traditional office structure.
At the same time, we recognize that in-person connection still matters. Even as a remote workforce, there’s real investment in bringing people together throughout the year. That balance of structured alignment, daily global collaboration and intentional face-to-face time helps us scale without losing cohesion.
Because we’re scaling rapidly, opportunities can open up quickly and often in unexpected ways. We’ve invested heavily in clearer goal setting, structured feedback and performance tools to help people see their trajectory, not just their current role. Development shouldn’t be accidental; it should feel intentional.
We’re also thinking about development more broadly. Driven by Jake’s belief in investing in the next generation, our internship program is designed to be genuinely hands-on. Interns don’t just observe, they contribute to live projects across data, energy and technology, gaining exposure to the real-world challenges of building sustainable infrastructure at scale.
Alongside that, initiatives like Endeavour Women in Tech focus on fostering leadership, mentorship and advocacy, ensuring women across the business are not only represented, but supported to grow and lead.
What keeps people energized over the longer-term is their impact. When you can see that what you’re building today will shape the company tomorrow, it creates momentum. There’s a real sense that you’re contributing to something still being written.
For me, retention isn’t about perks, it’s about progression, purpose and feeling that your growth is being taken seriously.
Competition for technical talent is intense, particularly in data center and AI-adjacent roles. The market is sophisticated, and top candidates are discerning.
Salary still matters, of course, but it’s rarely the deciding factor on its own. People are looking for purpose, flexibility and clarity around growth. They want to understand not just what they’ll be doing, but why it matters and how it positions them for the future of the industry.
Our largely remote, agile model is also a significant advantage. It allows us to access talent across geographies and gives individuals autonomy over how they structure their work. For many senior technical professionals, that trust-based environment is incredibly attractive.
But beyond flexibility, it’s the substance of what we’re building that resonates. We’re not applying AI as a buzzword, we’re developing the infrastructure that enables it at scale, and doing so with a strong sustainability lens. Candidates increasingly ask about long-term impact, environmental responsibility and the broader ecosystem. Being able to speak credibly about regenerative infrastructure and integrated technology gives us a meaningful edge.
I also think there’s something compelling about joining the company at this stage. We’re not a finished machine, we’re a platform being built. For the right person, the opportunity to influence direction, standards and outcomes is far more motivating than stepping into something already fixed.
Our values can’t just live on a slide deck or on our website, and they certainly can’t just appear once a year in a town hall.
For us, it’s an ongoing process. We’ve already embedded our values into the most recent performance review cycle, where people were assessed not only on what they delivered, but how they delivered it. That behavioral lens is important — the hope is that it reinforces to our people that outcomes and values go hand in hand.
We also ran a “Feedback Fridays” campaign encouraging colleagues to publicly recognize peers who had gone above and beyond in living our values. That kind of peer recognition brings the words to life far more powerfully than a policy ever could.
Are we finished? Not at all. We’re currently reviewing and strengthening our on-boarding processes to ensure our values are even more front and center from day one. Interviews are an area we can continue to formalize further too, and that’s part of the journey as we scale.
For me, keeping values alive is about repetition and reinforcement. When they consistently show up in performance conversations, recognition, leadership messaging and everyday decision-making, they move from generic statements to actual standards.
EMEA is wonderfully complex and that’s part of what makes it interesting. Each country brings its own regulatory framework, labor expectations and cultural norms. You simply can’t apply a one-size-fits-all HR model, particularly when it comes to employment law, benefits or ways of working. Trying to standardize everything would be both risky and ineffective.
For me, the key is separating what must be local from what should be consistent.
Compliance, contractual structures and certain benefits need to reflect local realities. That’s non-negotiable. But expectations around performance, ownership, collaboration and opportunity should feel consistent wherever you sit — whether that’s Spain, the UK or elsewhere in the region.
I’m fortunate to report to someone who genuinely understands that balance. She respects the importance of local expertise and gives me the flexibility to adapt where needed, but she’s also a brilliant partner when it comes to shaping initiatives that need global alignment. That combination of trust and collaboration makes it possible to protect local nuance without losing cohesion.
Ultimately, it’s about respecting context without fragmenting culture. A strong global identity gives us direction; thoughtful localization makes it work in practice.
Outside of work, my world revolves around family life which is busy, loud and occasionally chaotic in the best possible way. With older children now, I seem to spend a fair amount of time in the role of part-time taxi driver, coordinating social lives that are far more active than my own!
That balance keeps me grounded. It’s a constant reminder that behind every employee profile is a real person with a full life, responsibilities and ambitions beyond work. I think that perspective genuinely shapes how I approach HR.
I’m also a member of a Rock Choir, which is probably the opposite of sitting quietly behind a laptop. Singing (enthusiastically, if not always perfectly!) is a brilliant reset. It’s collaborative, energizing and a reminder that confidence grows when you’re willing to use your voice — even slightly outside your comfort zone.
Endeavour’s flexibility makes all of that possible. The trust-based, remote environment means I can show up fully professionally while still being present personally. For me, that’s not just a perk, it’s what makes long-term performance sustainable, and a big part of why this last year with Endeavour has genuinely been one of the most fulfilling working years of my career to date. With hopefully many more to come!
There’s an old saying that “Behind every great man, there is a great woman”. But I’d go so far as to say that women don’t need to stand behind anyone. We should be at the table, shaping decisions alongside men.
I’ve spent over 20 years in the tech industry — first in telecoms and now in digital infrastructure — and I’m not from a technical background myself. That’s probably the first thing I’d say to any woman thinking about moving into tech: don’t assume you need to tick every technical box before you belong in the room.
Tech is an ecosystem. It needs engineers but it also needs strategic thinkers, operators, commercial leaders, communicators and people specialists. If you’re curious, adaptable and willing to learn, there is absolutely space for you.
I’d also say don’t wait for perfect confidence. In my experience, growth often comes from stepping into opportunities slightly before you feel completely ready. Some of the most rewarding moves in my own career have come from leaning into roles that stretched me. In fast-moving areas like AI and infrastructure, learning in motion is often a big part of the job.
And finally, seek out environments that genuinely value contribution over ego. The right organization won’t just “allow” women to succeed; it will actively create space for them to lead, influence and shape direction. I’m incredibly proud to support and encourage women across our industry — whether through initiatives like Endeavour’s Women in Tech or through everyday advocacy and sponsorship.
Technology is shaping the future at an extraordinary pace. There’s no reason women shouldn’t be helping shape it, too.
