Some companies start working with engineers in Portugal through a partner and, after a while, want something more permanent: a team of their own, with its own identity, that is fully part of the company. This is often called a delivery hub, a tech hub or a development centre.
It is a significant step, and it is worth approaching it with a clear plan. This article outlines the main stages, the decisions to make early and the common mistakes we see.
Why companies build their own hub
A delivery hub makes sense when a company expects to need a substantial engineering team in the long term, wants that team to be fully integrated into its culture, and is willing to invest in it. Typical motivations include long-term cost control, direct ownership of knowledge, and the ability to attract people who want to work for a product company rather than a supplier.
It is less suitable for short-term needs or small teams. In those cases, team extension or a dedicated team through a partner is usually simpler.
Stage one: define the purpose
Before anything else, decide what the hub is for. Will it build a specific product? Support several teams? Handle a particular discipline, such as data or quality assurance? How large should it be after one year, and after three?
These answers shape everything else: the profiles to hire, the leadership needed, the location and the legal setup. A hub without a clear purpose tends to drift into a collection of people doing whatever is left over, which is hard to manage and hard to retain people in.
Stage two: choose the location and model
Portugal has several cities with active technology communities, including Lisbon, Porto, Braga, Coimbra and Aveiro. Each has its own talent pool, cost level and lifestyle. Many companies also choose a hybrid or largely remote setup, which widens the pool considerably.
You will also need to decide how the hub is structured. Some companies set up their own legal entity from the start. Others begin with a partner who employs the team and handles operations, with a plan to transfer the team to the company later. This second route reduces early risk and lets you start hiring sooner.
Stage three: legal, administrative and practical setup
If you create your own entity, there are several steps to plan: company registration, tax and social security registration, payroll, employment contracts, insurance, accounting and, if needed, an office. Local advisers can guide you through these, and the timeline depends on how quickly decisions are made.
Practical matters also take time: equipment, IT security, access policies and the tools the team will use. These are easy to underestimate.
Stage four: hire the first people carefully
The first hires define the hub’s culture. A strong local lead, someone who understands both the local market and your company, is often the most important hire of all. Senior engineers who can mentor others should usually come before junior ones.
Hiring good people takes time in any market, and Portugal is no exception. It is wise to plan for searches taking several weeks per role, and longer for senior or specialised positions. Rushing the first hires to meet a deadline is one of the most common causes of trouble later.
Stage five: integrate the hub into the company
A hub only works if it is treated as part of the company, not as a distant branch. Bring the first people to headquarters, or send colleagues to Portugal. Give the hub real ownership of meaningful work. Include its people in company communication, planning and decisions.
Career paths matter too. Engineers will want to know how they can grow, and whether senior roles are open to people in the hub.
Realistic timelines
Every situation is different, but it helps to think in phases rather than dates. Defining the purpose and model can take a few weeks. Setup and the first hires usually take a few months. Building a stable team with its own leadership and working rhythm is typically a matter of a year or more. Planning with this in mind avoids disappointment.
Common mistakes
- Starting to hire before the purpose of the hub is clear.
- Hiring many junior people first to save cost, without enough seniority to guide them.
- Treating the hub as a cheaper supplier rather than part of the company.
- Underestimating the time needed for administration and setup.
- Not planning for leadership in the hub itself.
How we help
At Boomit, our Your Own Delivery Hub service supports companies that want to build their own presence in Portugal. We can help with planning, hiring, setup and day-to-day operations, so the team can become fully yours over time. If you are considering this step, we would be glad to talk it through. You can reach us at boomit.pt.