In this paper we explore how the salient role of stakeholders influences the scalability of information and communication technology for development (ICT4D)projects. While a number of studies have indicated that pilot ICT4D studies fail to scale, conceptual clarity needs attention. Such failure is influenced by a lack of transfer of salience from salient stakeholders in the pilot study to stakeholders in replicated instances. This paper employed the stakeholder theory to explore salient roles. An exploratory case study in rural mountain areas of Nepal is conducted, focusing on the Nepal Wireless Network Project (NWNP). Despite a seemingly similar point of departure the project’s success varied dramatically from one village to another. A main explanatory factor is differences in the salient roles of stakeholders. This study contributes to the discourse on the scalability of ICT4D projects by identifying the roles of salient stakeholders and potential stakeholders.