Overview
Philip Morris International needed to centralise global technology capability in a nearshore Centre of Excellence. emagine helped build the model in Portugal, delivering more than 200 experts across core technology domains while supporting cloud-first delivery, diversity goals and long-term digital transformation.
The Challenge
Philip Morris International operates at global scale, selling in more than 180 countries and running production units and R&D labs worldwide. As the company continued to diversify its portfolio, it also needed to align with modern quality and technology standards. That created a clear need for stronger, more coordinated digital capability across the business.
PMI’s answer was to consolidate global technology capabilities into a centralised Centre of Excellence. The ambition was not limited to recruitment. The company needed a model that could source diverse, high-quality talent across multiple disciplines, support cloud-first delivery, and align with long-term digital priorities at enterprise scale.
The scope of the requirement was broad. PMI needed to hire more than 200 experts across cloud, development, data, infrastructure and other specialist areas. At the same time, it wanted to achieve a 50/50 gender balance in sourcing in key areas, reflecting a diversity target that sat alongside the need for speed and technical quality.
There was also a delivery design challenge. PMI did not need a single-mode model. It needed to combine long-term hires with agile delivery squads, enabling the organisation to build enduring capability while also supporting ongoing programmes and the rollout of cloud solutions globally. This required clear governance, strong operational setup and close alignment with PMI headquarters.
In other words, the challenge was not simply to stand up a new tech hub. It was to build a Centre of Excellence that could scale quickly, operate in a controlled and accountable way, and create strategic value beyond immediate hiring needs. PMI needed a partner that could help design and run that model, not just fill roles into it.
- 180+ countries
PMI operates globally across more than 180 countries. - 200+ experts needed
The CoE needed to hire more than 200 specialists across multiple technology areas. - 50/50 gender target
PMI wanted to achieve gender balance in sourcing in key areas. - 100% cloud ambition
The CoE was designed to support PMI’s goal of full cloud transformation.
The Solution
emagine IT led the sourcing, setup and operational delivery of PMI’s nearshore Centre of Excellence in Portugal using a dual service model. The aim was to create a scalable capability hub that could support both long-term hiring needs and agile delivery, while staying aligned with PMI’s global digital agenda.
The model combined direct recruitment with extended agile teams, allowing PMI to build sustainable in-house capability while also accelerating work across priority technology domains. Local governance was aligned with PMI headquarters, and a platform-based delivery model created clear end-to-end accountability.
Phase 1: Establish the Centre of Excellence model
The first step was to define and stand up the operating model for the CoE in Portugal. This included setting up the structure, governance and sourcing approach needed to support rapid scale without losing control or consistency.
Because the requirement combined talent acquisition with delivery capability, the model had to do more than create a recruitment engine. It needed to support a functioning technology centre with local operational oversight and strong alignment to PMI’s wider organisation.
Phase 2: Deliver talent across multiple technology domains
Once the model was in place, emagine delivered talent across a wide range of specialist areas, including cloud, infrastructure, QA, UX/UI, development, IoT and data. This breadth was essential because PMI’s digital transformation agenda depended on multiple technology capabilities moving forward together.
The dual service model also helped balance long-term capability building with the practical needs of ongoing delivery. Direct recruitment supported durable team growth, while extended agile teams added the flexibility needed to accelerate work where demand was highest.
Phase 3: Align governance and accountability to global delivery
A critical part of the solution was governance. emagine aligned local governance in Portugal with PMI headquarters, creating a setup that could operate effectively as part of a global organisation rather than as a disconnected nearshore unit.
Alongside this, the platform-based model gave PMI end-to-end accountability across delivery. That helped create confidence that the CoE could support core business priorities as well as longer-term innovation, without fragmentation across teams or workstreams.
Phase 4: Build for diversity, cloud-readiness and long-term value
The solution was also designed around broader strategic goals. emagine supported PMI’s 50/50 gender balance objective in key areas, showing that diversity and delivery scale did not need to sit in tension.
At the same time, the CoE supported PMI’s cloud-first direction and its goal of 100% cloud transformation. By combining scalable sourcing, flexible contracting and a delivery model built for continuity, the centre was positioned to reduce long-term dependency on external providers while increasing strategic value for the business over time.
Transformation timeline
Phase 1
Establish the Centre of Excellence model
Phase 2
Deliver talent across multiple technology domains
Phase 3
Align governance and accountability to global delivery
Phase 4
Build for diversity, cloud-readiness and long-term value
The Results
The new Centre of Excellence strengthened both PMI’s immediate delivery capacity and the long-term digital capability needed to support cloud transformation at scale.
200+ roles filled in under 12 months
emagine helped PMI build its Centre of Excellence at pace, filling more than 200 roles within the first year and creating rapid momentum behind the nearshore model.
Diversity goals achieved in key areas
The engagement met PMI’s 50% female sourcing objective in key areas, helping build the CoE around both quality and balance.
Cloud transformation supported at scale
The CoE helped advance PMI’s goal of 100% cloud transformation by providing the talent and delivery capability needed for cloud-first rollout.
A strategic capability hub established
With flexible contracting and reduced long-term reliance on external dependencies, the CoE was positioned to support both core business delivery and future digital innovation.