Building the business case for a regional delivery center

Context

As Western Europe Delivery Enablement Manager, I supported strategic initiatives aimed at strengthening Delivery capabilities across eight European countries: France, Spain, Portugal, Belgium, Luxembourg, the Netherlands, Switzerland, and Denmark.

​

My scope covered Cloud, Cybersecurity, and Digital Workplace services. I worked closely with European Vice Presidents, Business Unit Leaders, Country Managers, Sales, Delivery, Portfolio, and Pre-sales teams to support business growth, capability development, and regional delivery transformation.

​

One of the most strategic initiatives focused on evaluating the creation of a Regional  Center.

​

The objective was not simply to establish a new delivery center, but to determine whether such an organization could sustainably support business growth, leverage expertise across Europe, strengthen regional delivery capabilities, and create greater value for customers

.

​

The challenge

Building the business case went far beyond producing financial projections.

It required consolidating information from eight countries, multiple Business Units, and five parallel workstreams to answer several strategic questions:

• Which markets offered the greatest growth potential?

• Which opportunities already existed across the region?

• Which capabilities were currently available?

• Which services should be prioritized?

• What investments would be required?

• What operating model would strengthen local teams rather than compete with them?

 

The goal was to provide European leadership with an objective, evidence-based assessment to support a major investment decision.

​

My approach

I led the development of the business case by coordinating five strategic workstreams covering Portfolio, Sales & Pre-sales, Market, Delivery, and Finance.

The program brought together senior stakeholders across the region, including the Head of Western Europe, the VP of Delivery, the VP of Growth, the VP of Pre-sales, Business Unit Leaders, and the executives expected to lead the future Regional Nearshore Resource Center.

​

My role extended well beyond program coordination. I was also responsible for producing a significant portion of the strategic analysis supporting executive decision-making.

​

I began by conducting two months of stakeholder interviews to establish an objective understanding of the current situation. This assessment highlighted several key findings: a regional center concept that was widely promoted but lacked a clearly defined operating structure, Cloud, Cybersecurity, and Digital Workplace teams working largely independently despite strong complementarities, and several capabilities that remained underutilized across the region.

​

Working closely with Sales and Pre-sales teams, I consolidated commercial opportunities identified across the eight countries and estimated the business potential over a three-year horizon.

​

In parallel, I collaborated with Delivery leaders to map existing capabilities across the region. This analysis addressed a recurring operational challenge: in my day-to-day role, three out of every four requests I received involved locating expertise or identifying available resources, highlighting the absence of a consolidated regional capability view.

​

We then assessed several operating scenarios against predefined criteria, including available skills, cost structure, existing locations, operating models, scalability, and business risks. Particular attention was given to employee attrition, recognizing its impact on recruitment costs, knowledge retention, customer continuity, and service quality.

​

Based on these analyses, I contributed to defining the future service portfolio, designing the target operating model, estimating investment requirements, developing the regional capability ramp-up strategy, and proposing a phased commercial development approach aligned with the maturity of the future center.

Alongside these activities, I managed the day-to-day governance of the program through weekly steering committees, bi-weekly executive strategy sessions, stakeholder workshops, action tracking, and decision documentation.

​

Results

The project resulted in a comprehensive strategic business case presented to the European leadership team.

The business case consolidated:

• analyses produced across five strategic workstreams;

• commercial opportunities identified in eight European countries;

• a three-year business growth projection;

• a regional capability map;

• a target service portfolio;

• a proposed operating model;

• investment assumptions;

• and a capability ramp-up strategy.

 

Beyond the deliverable itself, the initiative provided the executive team with a consolidated view of growth opportunities, existing capabilities, investment requirements, business risks, and critical success factors before any strategic investment decision was made.

 

Most importantly, the proposed operating model was supported by objective analysis rather than assumptions, enabling leadership to evaluate the initiative with confidence.

​

What this experience enables me to bring to organizations today

This experience taught me that a business case is far more than a financial model—it is a strategic decision-making tool.

​

Its value lies in bringing together market analysis, operational realities, financial assumptions, and stakeholder perspectives into a single, coherent recommendation.

Working alongside European Vice Presidents, Business Unit Leaders, Country Managers, and cross-functional teams across eight countries strengthened my ability to navigate complex matrix organizations, understand competing priorities, and build consensus around strategic decisions.

​

Today, I help organizations transform complex information into clear, evidence-based recommendations by aligning strategic ambition with operational reality. My approach enables leadership teams to make informed decisions based not only on financial projections, but also on organizational capabilities, execution readiness, and long-term value creation.