Interest in how local communities can positively benefit from the hosting of large-scale events has grown exponentially. Where most research has focused on the host city, nonhost regions have the potential to benefit greatly, yet little research has examined how these communities can achieve these benefits. This study examined the leverage process in a nonhost area for the London 2012 Olympics to consider the opportunities and challenges of such a task. Theoretically informed by the event leverage model, this case study used document analysis and semistructured interviews with 10 key stakeholders involved in the leveraging process. Findings reveal that effective event leverage in a nonhost area requires the establishment of early leadership and strategic alliances and highlights a significant role the specific leveraging team played. Partners found it difficult to continue with committing to event leverage due to conflicts of interests and goal misalignment. Theoretical contributions are also discussed.