2. Branch Playbook

Branch Handbook

The Branch Handbook defines the operating expectations for any branch that is part of the WillDom network. Its purpose is to establish a common baseline for how a branch should be structured, how it should operate, what tools and standards it must use, and which responsibilities it assumes as an independent operator working under the WillDom model.

This handbook should be understood as a high-level operating guide. It is informed by the different sections of the WillDom knowledge base, including Sales, Staffing, Solutions, Delivery, Talent Acquisition, Finance, Compliance, Legal, and Platform Operations. In that sense, it does not replace those areas. Instead, it explains what a branch is expected to look like and how it is expected to function as part of the network.

At its core, a branch is expected to operate as a business unit within the WillDom ecosystem. This means generating business, managing clients, participating in the talent network, operating through Wave and the shared tool stack, complying with WillDom standards, and contributing to the network with commercial, operational, and financial discipline.

1. What a branch is expected to do

A branch is expected to contribute across four major dimensions:

• commercial development, by building pipeline, running a sales plan, and growing revenue;

• talent acquisition, by sourcing, screening, and presenting candidates for staffing opportunities;

• delivery execution, by managing active clients, projects, developers, and service quality;

• financial and administrative coordination, by handling invoicing inputs, collections, payments, transfers, reporting, and branch-level finance discipline.

A branch is therefore not just a sales unit or a local affiliate. It is a complete operating unit inside the network and is expected to function with visibility, accountability, and consistency.

2. Expected branch structure

As a general rule, a branch is expected to have the following structure or, at minimum, to ensure these functions are clearly covered.

Branch Director

The Branch Director is accountable for the overall leadership of the branch. This role owns branch planning, commercial direction, coordination, and general management.

The Branch Director is expected to:

• lead the branch’s operation,

• define priorities and business planning,

• work with the branch sales plan,

• align branch activity with the WillDom model,

• oversee the branch’s participation in the network,

• ensure use of the required tools, standards, and operating processes,

• and act as the main representative of the branch within the ecosystem.

The Branch Director is ultimately responsible for making sure the branch is commercially active, operationally healthy, and properly integrated into the network.

Talent Specialist

The Talent Specialist (TS) owns the full-cycle talent matchmaking process. The role’s main goal is to maintain a constant and nurturing relationship with candidates, external partners, and WillDom’s internal talent pool in order to source, engage, assess, and attract the best-fit talent for each business opportunity.

The Talent Specialist is expected to:

• proactively source, screen, and assess talent,

• conduct behavioral interviews and technical evaluations,

• build and maintain long-term relationships with candidates,

• manage candidate experience through onboarding, closing, and offboarding,

• collaborate with Sales and Delivery to prioritize recruitment needs,

• partner with external recruiters and networks,

• coordinate with other Talent Specialists across the network,

• maintain accurate talent records and metrics,

• and actively participate in the Recruitment Cell.

This role is central to the branch’s staffing capability and to the health of the talent pipeline.

Delivery Manager

The Delivery Manager is responsible for the operational management of the branch’s clients and active engagements. This role represents the delivery function of the branch and is accountable for operational quality and execution follow-up.

This role is expected to cover:

• account and client follow-up,

• operational management of active engagements,

• coordination of developers or delivery teams,

• follow-up on time tracking,

• billing item readiness,

• delivery health and risk visibility,

• issue escalation,

• and ongoing governance of the branch’s active business.

If the branch does not yet have a dedicated Delivery Manager, the Branch Director may wear a double hat and cover the delivery function as well. However, the function itself must always be covered.

Delivery Support

The Delivery Support role supports the operational and financial coordination of service delivery across accounts. This role is important for ensuring that time reports, invoices, and delivery-related data are accurate, timely, and aligned with both client agreements and internal processes.

Delivery Support is expected to:

• collect, review, and validate weekly or monthly time reports,

• coordinate with Delivery and Finance for invoice preparation,

• track project hours and resource allocation,

• maintain accurate delivery-related data in the systems,

• monitor invoice timelines and payment status,

• support reconciliations and audit readiness,

• generate delivery-related reports,

• flag discrepancies, overages, and scope deviations,

• and support IT inventory tracking where applicable.

  Finance support

Each branch is also expected to cover the finance function, whether through a dedicated finance role or an equivalent structure.

This function is responsible for:

• cash flow follow-up,

• transfers,

• payments,

• invoicing coordination,

• branch-level financial organization,

• inter-branch payment follow-up,

• developer payment follow-up,

• and the operational discipline needed to support royalties, liquidations, and reporting.

  3. Operating under the WillDom brand

A branch operating in the network is expected to operate commercially under the WillDom brand. The Strategic Commercial Alliance makes clear that the partner operates under the WillDom commercial brand for the covered business scope and is granted a brand license for that purpose. The agreement also states that the partner must cease using its prior brand identity for covered activities within the applicable contractual transition period.

This means that, from the market’s perspective, the branch should present itself as WillDom, not as its prior local brand, except for any expressly preserved pre-existing business.

This includes:

• client-facing communication,

• signatures,

• presentations,

• LinkedIn presence,

• banners,

• and any other external touchpoint.

The branch must follow WillDom’s official brand guidelines and the Marketing team’s standards. The agreement also makes clear that the branch may not use the brand in ways that harm WillDom’s image, reputation, neutrality, or principles, and that WillDom may request changes or prohibit specific uses when needed.

A branch is therefore expected not only to use the brand, but to use it correctly and consistently.

4. Exclusivity and commercial positioning

The Strategic Commercial Alliance establishes that, for the covered scope of the agreement, the branch is expected to operate exclusively under the WillDom commercial model and may not enter into third-party agreements with the same subject matter or activity without WillDom’s authorization.

Operationally, this means that a branch is expected to align its commercial behavior with the WillDom network and not position competing structures, brands, or agreements for the same covered operating model.

This should be understood as part of branch integration into the network: joining the network is not only a commercial partnership; it is a commitment to operating under a shared model.

5. Mandatory adherence to the Operations Manual

The agreement explicitly states that the partner must observe the Operations Manual, its guidelines, its formalities, and its procedures. It also states that if a situation arises that is not contemplated in the manual, the partner must ask WillDom in writing how to proceed.

For the Branch Handbook, this means:

• the Operations Manual is not only a reference document,

• it is part of the expected operating framework of the branch,

• and compliance with it is mandatory for branch operation.

If a branch encounters a negotiation, activity, exception, or operating situation that is not documented, the branch should not improvise. It should escalate and request guidance before proceeding.

6. Independent operator responsibility

A branch operates as an independent legal and economic operator within the network. The Strategic Commercial Alliance makes clear that the relationship does not create a corporation, joint venture, or employment relationship between the branch and WillDom. Each party remains independent and responsible for its own personnel, contractors, labor obligations, taxes, and administrative responsibilities.

This is a key operating principle.

A branch is therefore responsible for:

• its own employees and contractors,

• labor and social security compliance,

• tax and regulatory compliance,

• compensation and employment conditions,

• and any claims arising from its own activity and personnel.

Joining the network does not transfer those liabilities to WillDom.

7. Team-building responsibility

The Strategic Commercial Alliance also establishes that the partner must hire, structure, and train its own teams, at its own cost, in accordance with WillDom’s standards.

This means each branch is expected to build its operating capability actively. A branch is not only expected to sell. It is expected to have or develop the internal structure required to operate within the network, including people, processes, and training aligned with WillDom standards.

8. Legal assets and contractual operation

Branches are expected to use WillDom legal assets for business conducted under the network model.

This means the branch should use:

• WillDom-approved contract templates,

• standardized legal clauses,

• approved operational/legal flows,

• and DocuSign for signature processes.

The branch should not continue to use its own local legal templates for WillDom-governed operations unless expressly approved.

9. Core tools a branch must use

Every branch is expected to operate using the core tools defined by WillDom. The Strategic Commercial Alliance also reinforces that digital services used to manage the business are part of the branch’s operating costs.

Google Workspace / WillDom domain emails

Branches are expected to use official Google accounts under the WillDom domain for business operations.

DocuSign

Used for contract execution and signature processes.

Wave

Wave is the core platform of the WillDom business model. According to the agreement, Wave enables management of clients, talents, opportunities, finance, delivery, and network collaboration.

Wave should be used for:

• leads and opportunities,

• candidate presentation,

• talent pool management,

• onboarding and offboarding,

• time tracking,

• billing items,

• finance visibility,

• delivery follow-up,

• and overall business management.

  HubSpot

Used for the sales process and opportunity management.

Slack

Used for communication across the network.

Whalemate

Used for cybersecurity training.

Power BI

Used for dashboards, reporting, and management visibility.

These tools are part of the standard operating environment of a branch and should be treated as core infrastructure, not as optional tools.

10. Platform use and data governance

The Strategic Commercial Alliance states that branch access to Wave is granted under license and subject to rules. The branch may not lease, lend, resell, sublicense, distribute, reverse engineer, copy, or provide unauthorized access to the platform or its elements.

Operationally, this means:

• branch access to Wave is authorized, not unrestricted;

• the branch must use the platform only for permitted business purposes;

• unauthorized sharing, copying, or misuse of platform access is prohibited;

• and the branch must treat platform use as part of its contractual obligations.

The agreement also makes clear that post-termination platform access may be withdrawn and that the handling of information in the platform is governed by the alliance terms.

11. Recommendation: migrate local business into Wave

WillDom strongly recommends that a new branch migrate its existing local business into Wave.

This includes:

• current clients,

• current developers,

• current team members,

• active opportunities,

• talent pool,

• and relevant operational data.

The goal is to avoid fragmented management across multiple tools and systems. By using Wave as the central operating system, the branch can manage both legacy and future business in one place, with one source of truth and one reporting logic.

This also improves visibility, operational consistency, and data quality across the network.

12. Communication with pre-existing clients

A branch is encouraged to proactively communicate to its pre-existing clients that it is now part of the WillDom network.

This communication should explain:

• that the branch is now operating as part of WillDom,

• who WillDom is,

• what additional capabilities the network provides,

• and what benefits this creates for the client.

This should be framed as an improvement in value proposition: the client now gains access to a broader network of capabilities, experts, and services.

13. Talent policies and referral programs

From a talent perspective, branches are expected to comply with the candidate territoriality policy and the broader network rules governing how candidates are sourced, managed, presented, and protected across the ecosystem.

Branches are also expected to comply with the policies and mechanics of:

• the Developer Referral Program (DRP),

• and the Client Referral Program (CRP),

following what is already defined in Wave and the relevant operating documentation.

This is essential for protecting collaboration and trust across the network.

14. Operational and financial accountability

The Strategic Commercial Alliance establishes that the partner is responsible for issuing time reports and invoices to its clients, distributing collected income as contractually required, paying its freelance professionals and related expenses, and sending monthly liquidations.

For the Branch Handbook, this translates into a simple rule:

A branch must operate with strong financial discipline.

That includes:

• keeping time and billing inputs up to date,

• issuing invoices correctly,

• managing collections,

• paying developers and relevant expenses,

• handling inter-branch flows when applicable,

• supporting royalty calculations,

• and sending the required financial information and liquidations on time.

Branch operations and branch finance cannot be separated. Good operational data is what makes the financial model work.

15. Why keeping everything in Wave matters

It is critical that branch business data lives in Wave.

This includes:

• talent pool,

• time tracking,

• assignments,

• contracts,

• billing items,

• delivery follow-up,

• commissions,

• and payments.

This is important not only operationally, but financially and analytically. Keeping the branch properly managed in Wave enables:

• client invoice calculation,

• inter-branch payment calculation,

• developer payment logic,

• variable royalty logic,

• Power BI reporting,

• and overall management visibility.

Wave is not just a system of record. It is part of the branch operating model.

16. Dashboards and management visibility

Branches are expected to use the available reports and dashboards as part of day-to-day management.

These include, among others:

• Finance Report,

• Global Stats V3,

• People Dashboard,

• Sales Dashboard,

• HubSpot dashboards,

• and any branch-relevant reporting views in Wave or Power BI.

These tools are part of how a branch should monitor its own health, performance, and activity.

17. Audit readiness

The Strategic Commercial Alliance gives WillDom the right to audit the partner with respect to platform use, liquidations, invoices, and certain project-related expenses, provided notice is given under the agreement. Refusal to grant that audit right may trigger serious contractual consequences.

For branch operation, this means the branch must maintain:

• complete records,

• accurate liquidations,

• traceable invoicing,

• reviewable supporting data,

• and operational/financial documentation in good order.

A branch should always be audit-ready.

18. Security, compliance, and advisory support

Branches are expected to operate with awareness of WillDom’s security and compliance framework.

Virtual CISO

Mariano del Río

Email: mariano.delrio@willdom.com

GDPR advisor

Tomasz Kolaszynski

Email: tomasz.kolaszynski@gorodo.pl

Branches should know these contacts and engage them when relevant.

19. Personal data protection

The Strategic Commercial Alliance explicitly states that the parties must comply with applicable personal data protection regulations in relation to clients, other partners, and third parties.

This means branches are expected to:

• handle personal data responsibly,

• comply with applicable privacy and data protection obligations,

• follow WillDom’s GDPR/compliance framework,

• and escalate questions or incidents through the appropriate channels.

This applies to candidate data, client data, employee data, and any other personal data handled through branch activity.

20. Confidentiality and intellectual property

The agreement makes clear that the alliance terms and related business information are confidential, and that the WillDom brand, platform, processes, code, and related materials are WillDom intellectual property. The confidentiality obligation survives termination for five years.

Branches are therefore expected to:

• protect confidential information,

• avoid unauthorized disclosure of client, supplier, business, operational, or commercial information,

• recognize that the platform and related assets are WillDom property,

• and use WillDom intellectual property only within the scope allowed by the agreement and operating policies.

  21. Required insurance

As established in the Strategic Commercial Alliance, branches must maintain the required insurance coverage for the relevant operations, including:

• General Liability,

• Errors and Omissions,

• Cybersecurity / Cyber Liability,

with the coverage conditions required by the agreement for applicable cases.

This is a branch obligation, not an optional best practice.

22. Recommended meeting participation

Branches are expected to actively participate in the operating rhythm of the network.

Recommended participation includes:

Sales Weekly

For sales alignment and commercial follow-up.

Hub Review Daily

For staffing follow-up and review of openings in the Hub in Wave.

Delivery Insight Hour

A biweekly meeting recommended for branches involved in delivery operations.

Talent Acquisition Monthly

The recurring meeting led by the People / Talent Acquisition area.

Participation in these routines helps branches remain aligned, visible, and connected to the network.

23. Branch offboarding principles

The Strategic Commercial Alliance also clarifies what happens when the relationship ends. Upon termination, the branch must stop using the WillDom brand and platform, return or destroy materials as required, settle pending obligations, and cooperate in an orderly transition of active relationships and commitments.

Operationally, this means branch offboarding should be managed in a gradual and coordinated way that protects:

• clients,

• talents,

• financial obligations,

• and network continuity.

A branch exit is not just an administrative event. It requires controlled transition and closure discipline.

ICP Selection

The first step in building a successful branch is defining its Ideal Customer Profile (ICP).

Branches should focus on industries, organizations, and transformation challenges where they can bring strong expertise, relationships, and differentiated value.

ICP definition typically considers factors such as:

• industry focus

• company size and complexity

• digital transformation maturity

• geographic presence

• relevance of AI and technology transformation initiatives

A well-defined ICP helps the branch concentrate its efforts on high-value opportunities where the ecosystem can deliver meaningful impact.

Sales Strategy

Branches are responsible for developing and executing a clear strategy for generating client opportunities.

The sales strategy typically focuses on:

• leveraging the branch leader’s professional network

• targeting strategic accounts within the defined ICP

• developing thought leadership and industry credibility

• collaborating with ecosystem partners to develop opportunities

Branches should prioritize building long-term relationships with decision-makers, positioning the ecosystem as a partner capable of delivering transformation initiatives rather than isolated services.

Sales activities should follow the structured WillDom Sales Engine, including discovery, solution design, and proposal development.

Sales Playbook – AI Value Discovery Workshop & 12-Week Transformation

Partner Playbook v1

Team Building

Branches do not rely solely on internal teams. Instead, they assemble delivery capabilities through the ecosystem.

Team building typically involves combining:

• specialized partners within the ecosystem

• engineering and technical talent

• solution leaders and architects

• industry experts

The branch leader is responsible for ensuring that the branch can assemble and coordinate the capabilities required to deliver transformation solutions.

This model allows branches to maintain high levels of specialization and flexibility without building large fixed teams.

Financial Model

Branches operate as entrepreneurial business units within the platform, with clear visibility into their economic performance.

The financial model is driven by:

• revenue generated from client engagements

• margin generated through delivery

• collaboration with ecosystem participants

Branches participate in the platform’s transaction model, where revenue is distributed according to the roles played in opportunity creation, solution development, and delivery.

Branch leaders are responsible for ensuring that their activities generate sustainable revenue and healthy margins over time.

Governance

Branches operate with entrepreneurial autonomy but within the governance framework of the WillDom ecosystem.

Branch leaders are responsible for:

• maintaining professional client relationships

• adhering to ecosystem policies and standards

• collaborating transparently with other ecosystem participants

• respecting opportunity ownership and participation rules

The governance model ensures that branches operate in a way that strengthens the ecosystem rather than creating internal competition.

Role of the Branch Leader

The branch leader plays a central role in the success of the branch.

This role combines elements of:

• business development

• ecosystem orchestration

• client relationship leadership

• strategic opportunity development

Rather than managing large internal teams, branch leaders focus on identifying opportunities and assembling the ecosystem capabilities required to deliver them.

Summary

A branch is the primary operating node of the WillDom platform, responsible for connecting client opportunities with the capabilities of the ecosystem.

By focusing on strategic client relationships, structured sales processes, and effective orchestration of ecosystem capabilities, branches can build sustainable and scalable businesses within the WillDom platform.