What I’ve learned about site leadership at Global Development Centers
“Leadership is not about being in charge. It is about taking care of those in your charge.” — Simon Sinek
Over the past few years, I’ve had the privilege of working at two global development centers, first in Nairobi, then in Dublin. Neither were company headquarters, yet both were full of brilliant, capable people doing mission-critical work.
While I’ve never been a site leader myself, I’ve been lucky to observe and learn from the incredible people who hold those roles. This post is a reflection of what I’ve seen and appreciated about great site leadership. It’s not expert advice, just honest observations from someone who’s been close to the action.
Why global companies build Development Centers
I believe talent is everywhere, but opportunity is not. That belief has only grown stronger as I’ve watched global tech companies expand into Africa and other parts of the world and be amazed at the quality of work coming from those regions.
When I joined the development center in Nairobi, I was the first product manager hired there. I saw the team grow to over 500 people in less than two years. It was exciting to be part of something that was changing the narrative about African tech talent. Later, I moved to the company’s European Development Center in Dublin, where I saw a different but equally powerful model in action.
From these experiences, I’ve come to understand a few reasons why companies set up development centers in new regions. Yes, it’s partly about cost especially in countries where the cost of living is lower. But it’s also about global reach, local relevance, and inclusion. These centers create jobs, build skills, and allow companies to serve customers better by including more diverse perspectives in product decisions.
But for all this to work well, strong site leadership is key.
Based on what I’ve seen, there are four big areas where site leaders make a difference:
1. Advocating for the site
A great site leader keeps the broader company aware of what the site is doing and why it matters. This usually involves regular updates to executive stakeholders, highlighting what the teams have built, what impact the work has had, and how it aligns with company goals.
This kind of visibility helps the site stay relevant and supported. I once heard a leader say, “If no one knows the value you're adding, it's like it never happened.” I think that applies strongly here.
2. Growing the site and retaining talent
Growth isn’t just about hiring more people. It’s also about keeping the people you already have. I’ve noticed that strong sites often have teams from different parts of the business. That diversity spreads risk, so if one team scales back, the site doesn’t collapse.
Site leaders often pitch to internal teams about why they should build their products out of that location. At the same time, they work closely with HR and managers to reduce attrition, because growing a site doesn’t help much if people keep leaving.
3. Supporting employee wellbeing
When people feel valued and cared for, they tend to stay and do great work. In every site I’ve worked in, I’ve seen how much employee wellbeing matters and how much of it depends on leadership.
Some examples of what great site leaders do here:
Organize team-building events and social activities
Check in regularly with teams to understand what’s working (and what’s not)
Help teams manage time zone challenges
Push for benefits that are relevant to the region (e.g., health insurance, pension plans)
Support professional development and learning
Fund travel for cross-team connection
Benchmark compensation and share insights with talent teams
Advocate for fair severance packages when layoffs happen
These things may seem small, but together, they build a strong culture of care.
4. Building local brand awareness
A site leader is also a connector, between the company and the wider community. I’ve seen site leaders work with sales and marketing teams, universities, tech hubs, and local organizations to grow the company’s reputation in the region.
The goal isn’t just to hire faster (though that helps!), it’s also to show up as a thoughtful employer and trusted brand in the market. That long-term reputation is a big part of what makes development centers thrive.
No one does it alone
All of this is a lot to manage, which is why site leaders are usually given a budget and support to build out site operations teams. I’ve also seen some of them form leadership committees, made up of senior employees, to co-create the vision and drive key initiatives for the site.
One thing I really admire is how strong site leaders build partnerships across the company. They identify key allies, people who can open doors, champion the site, or help grow its influence, and they nurture those relationships thoughtfully. That kind of advocacy can open up more opportunities for the site than any one individual can on their own.
These are just reflections. I’ve never been in the driver’s seat of site leadership, but I’ve had a front-row seat. And I’ve learned so much from the people who do it well.
If you’re thinking about taking on a site leadership role or supporting someone who is, I hope this post gives you a few helpful ideas. And if you're currently in the role, thank you. I’ve seen how much it takes, and I deeply admire the care and commitment it requires.