With the capital committed and the cloud capacity secured, the build-out can look like a funding-and-procurement problem. Sign the deals, stand up the platform, done. The hard part, in that telling, is money.
The binding constraint sits somewhere the budget can't fix on its own: a thin layer of people who can actually architect, secure, and operate this at scale. Everyone in the region is hiring from the same shallow pool, for the same specialisms, at the same time.
A fast-growing market bidding for one shortlist has predictable effects. Salaries climb, tenure shortens, and the person who designed your platform is one counter-offer away from operating someone else's. The knowledge that keeps a system safe and running doesn't sit in the documentation. It sits in a few heads, and those heads have a notice period.
This is the part the plan tends to skip. It costed the compute, and maybe the power. It rarely costed the hiring runway in a market this tight, the months before a new joiner is genuinely productive, the retention, or the quiet dependency on a handful of individuals whose departure would stall the whole thing. Talent is a supply chain too, and right now it is tighter than the one that ships hardware.
So the questions worth asking aren't only about the technology. Which roles can only one person currently do. What is the realistic hiring runway here, not the optimistic one in the plan. What lives in someone's head rather than in writing. Does the design assume a team you can actually staff, and keep.
You can secure the capital and the capacity and still be short the people who turn them into something that runs. The scarcest thing in the build-out doesn't arrive on a truck.