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Latvia lands the deals

And overturns four years of Estonian dominance to become our new investment promotion champion

August 30, 2024

6 min read

August 30, 2024

6 min read

It was only in April that we suggested Latvia was currently the hottest property in the Baltic states, highlighting the rapid development of its tech and start-up ecosystem, which has hitherto been somewhat in the shadows of its Baltic neighbours, Lithuania and—especially—Estonia. 

Then, earlier this month, the country climbed to an all-time high of second place (albeit behind Estonia) in Emerging Europe’s IT Competitiveness Index, part of the Future of IT 2024 report

This week, there was further confirmation of the country’s upward trajectory and of its ongoing efforts to become the preeminent Baltic investment destination with news that the Investment and Development Agency of Latvia (LIAA) has displaced Invest Estonia as the leading national investment promotion agency (IPA) in Central and Eastern Europe and the Baltics, ending four years of uninterrupted Estonian success. 

In the latest edition of Emerging Europe’s Investment Promotion Report, which since 2018 has taken an in-depth look at how the region’s 23 IPAs communicate their investment opportunities and how they use their digital channels to get potential investors interested in the various business opportunities offered by the region’s key sectors, LIAA, third in 2023 behind Estonia and Lithuania, leapfrogged both of its Baltic neighbours to claim top spot. 

Slovenia is fourth (up from seventh in 2023), with Czechia again in fifth. At the other end of the index are Albania, Montenegro, and Azerbaijan. Both Montenegro and Azerbaijan did see some improvement in their overall scores, however.

Latvia outperformed all of its competitors in two of the five categories that contribute to an IPA’s overal score: ‘Validity of information’ and ‘Support and community building’. The country’s IPA provides extensive information about the Latvian economy in general, as well as offering key information about the main sectors for investment and existing incentives for investment.

Estonia is the leader in the ‘Innovativeness and creativity’ category while Lithuania ranks first in ‘Online presence and ease of use’. Ukraine’s IPA, perhaps unsurprisingly, came out on top in ‘Response to current events’.

Latvia’s moment

Foreign Direct Investment (FDI) in Latvia reached 1.5 billion euros in 2023 according to the International Monetary Fund (IMF), a big increase on the 1.16 billion euros of 2022, with almost 90 per cent coming from other EU countries. Sweden is the largest single investor in Latvia, accounting for nearly a third of all inward investment. 

Key sectors include professional and technical services, finance and insurance, real estate, and manufacturing. 

“LIAA has been ranked quite high in the Investment Promotion Report for quite some time and in 2023 we made the podium alongside the Estonian and Lithuanian agencies. This shows how strong we are here in the Baltics in creating and promoting our value proposition,” says Raivis Bremsmits, director general of the Investment and Development Agency of Latvia. 

“This year’s first place proves how committed we are here in Latvia to showcase our country to the global business community. LIAA follows classic FDI targets but also goes beyond CapEx and workplaces. 

“While traditionally focused on brownfield and greenfield projects, we assist strategic mergers and acquisitions- and startup investments to attract new capital and expertise. For years, we’ve supported strategic partnerships with our startup community to achieve these goals.” 

Bremsmits also says that Latvia is expanding its global sales network, with LIAA operating 22 foreign offices—the largest network in the Baltics. 

“We collaborate closely with the Ministry of Foreign Affairs and embassies to strengthen our services to existing and new investors. 

“Thinking beyond traditional IPA roles is crucial. Investors benefit from a highly efficient local supply chain, impactful research and development, and easy access to export markets. That’s why our team includes investment advisors, as well as export, technology, and start-up experts, to turn these synergies into reality.” 

Nation branding 

This year, aside from ranking the performance of each country, Emerging Europe partnered with Brand Finance to look at national brands and their value. 

There is—naturally—a strong relationship between the perceived attractiveness of a country as an investment destination and FDI inflows.   

Brand Finance data shows that 31 per cent of the variance in FDI inflows across emerging Europe can be explained by the willingness to recommend each of the 22 nations (Kosovo is not included in its research) as destinations to invest in. 

“Poland leads as a significant outlier with a high recommendation score and substantial FDI inflows, accounting for over a third of the total for the region, but the scale of its lead over the rest of the pack points to other factors having a stake in its success, from its economic clout to its diplomatic influence,” says Konrad Jagodzinski, place branding director, Brand Finance.

“Croatia has the second-highest recommendation score in the region but lower FDI inflows compared to its peers. This can be linked to its strong tourism sector, which enhances its nation brand but may deter investment in other sectors,” he adds.

“Ukraine meanwhile scores lowest for recommendation to invest in, unsurprisingly so given the ongoing Russian aggression. At the same time, it still commands relatively high levels of FDI inflows compared to its peers, demonstrating that negative perceptions can be challenged through a targeted strategy.  

“This shows that while the perceived investment climate is relevant, other factors significantly influence FDI inflows. There are more objective factors at play—such as policies and infrastructure. However, there are also other aspects of the nation brand—which can be easily overlooked by investment promotion agencies as falling beyond their traditional remit—that also play vital roles.    

“Therefore, looking at a nation brand as a whole rather than at investment attractiveness alone, and understanding its soft power—perceived influence rather than only reputation, can really set a country apart from competitors and yield improved results. 

“Understanding the relationship between perceived investment attractiveness, the ability to leverage those perceptions to bring investors across the line, and finally the tangible results in terms of FDI inflows, is the foundation on which investment attraction agencies can chart impactful strategies.”


Copies of the full Emerging Europe Investment Promotion Report 2024 can be downloaded here.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst at Reinvantage.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.