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Cherries and politics

Russia’s war on Ukraine has forced Moldova’s agricultural sector to pivot

August 21, 2024

6 min read

August 21, 2024

6 min read

This summer, a heatwave has been suffocating Moldova, where agriculture is an important source of income. Almost everyone has been complaining about the unpredictable weather—for there has been rain too, a great deal of it.

“Some 300 millimetres of rain in six months, not counting snow! Two years ago, we had 250 millimetres in a year,” says fruit producer Ion Tulei, worried.

He shows us his cherry orchard in southern Moldova, near the Ukrainian border, only 80 kilometres from Odessa. His company Farmprod cultivates 50 hectares of apples, 28 hectares of cherries, and 27 hectares of plums, along with peaches, table grapes, and apricots.

We meet him in the middle of the summer, the peak time for cherry picking. “A perfectly ripe cherry is black and firm,” he says, proudly describing the plants grown in his orchard from seed. Many of his cherries will end up in Germany’s supermarkets.

But there are rows of perfectly sweet cherries on the trees that will just be left to rot. “Heavy rain came and ruined them. They have cracks on them now, and people don’t want them,” he explains. “They eat with their eyes; they want perfection. I am not even bothering to pick them,” Tulei says. That’s around 80 tonnes of cherries. What a waste.

Despite the weather becoming more unpredictable, Tulei says that more and more markets are opening up to his produce. “It was pretty easy last year because Europe didn’t have enough cherries, so we were really, really in demand. Everybody was coming to Moldova: ‘I need cherries, I need cherries!’”

Ion Tulei examines perfectly ripe black cherries that must remain on the trees due to rain damage

This year, his fruit company already familiar, EU buyers have returned. Just a couple of years ago, most of his cherries were sold to Russia. 

The Moldovan Fruit Association says that last year, Moldova exported 2,600 tonnes of sweet cherries to the European Union. “It’s a huge amount, 12.5 times more than the year before,” says Iurie Fala, executive director of Moldova Fruct. It was the entry point for Moldovan sweet cherries into the EU market.

In 2018, Moldova exported nearly 70 per cent of its apricots, cherries, peaches, and plums to Russia. By 2023, only about 18 per cent of those fruits ended up in Russia.

Cutting ties with Russia

For a long time, Russia was the number one export destination for Moldovan fruits. But bans to pressure the small country into being more pro-Russian have forced it to look for other partners. Since Moscow launched its full-scale invasion of Ukraine, export volumes to Russia have been shrinking extremely fast, says Iurie Fala.

“We exported to Russia for many, many years. Our producers had established their practices based on the Russian market,” Fala explains. The shift from Russia to the EU and other parts of the world has been significant.

In 2014, when Moldova signed an association agreement with the European Union, Russia imposed an embargo to Moldovan fruits, stating that Moldovan products needed to be more tightly controlled for safety reasons. “It’s just to pressurise the country; there are no actual reasons behind that,” Fala says. For example, at the same time, Moldova’s pro-Russian breakaway region, Transnistria, didn’t face similar problems.

Moldovan fruit exporters have since been looking for more stable markets.

For example, 80 per cent of plums are no longer going to Russia as they traditionally did. Instead, Moldova has become one of the biggest plum exporters to the European Union.

In 2023, Moldova exported nearly 74,000 tonnes of fresh plums, worth over 38 million US dollars, according to Cristina Ceban, state secretary at the Ministry of Economic Development and Digitalisation of Moldova.

Exports to the EU surged 2.6 times compared to 2022, to 60,443 tonnes, making Moldova the EU’s largest supplier of plums, surpassing countries like Spain, South Africa, the Netherlands, and Italy.

Stefan Bitlan, manager of the fruit export company Fani LTD, is one of the plum exporters who says the shift has been a long process for them.

“In February 2022, when the (full-scale) war started, we had already closed the seventh season of working exclusively with the European Union, exporting fruit to Romania, Austria, Germany, Latvia, and Poland,” he says.

Today, Fani LTD isn’t exporting to Russia at all. “You cannot make long-term plans when you don’t have stability,” he explains.

Ion Tulei feels that plums find markets easily because there is such great demand in the European market. His first trucks full of plums made it to Germany in 2017. “In 2018, I was already exporting around 20 trucks,” he says.

Cherries, meanwhile, are one of the hardest fruits to export because they are expensive and don’t stay fresh for long.

Moldovan apples still need to conquer the European market. Tons of them are still being exported from Moldova to Russia, despite the longer transport route through the Baltic countries instead of Ukraine. 

Iurie Fala explaining how Moldovan apples now have to travel through the Baltic states to reach the Russian market

Tulei is also still exporting apples to Russia, with about 30 per cent of his apple production going there. A couple of years ago, the majority was exported to the Russian market. He is now looking for opportunities to sell more of his apples to the Middle East.

“Any market for us is a good market; we’re happy to have it. But we are not focusing on the Russian market as we used to in Moldova. I am taking it as a secondary, backup market,” he says. “You wouldn’t want to throw away your fruits if there is somebody who wants to buy them.”

Putting Moldovan produce on the map

“The shift is hard because our neighbours are big apple producers and the European Union is itself a major producer,” says Iurie Fala from Moldova Fruct. 

In 2018, almost all Moldovan apples ended up in Russia. By 2023, it had dropped to half, “because of the fact that exports from the Transnistria region to Russia can never be zero,” Iurie Fala believes.

In 2014, overall exports from Moldova to the Russian Federation accounted for 18 per cent of the country’s total exports. By 2023, this share had shrunk to just 3.6 per cent—a dramatic decline over nearly a decade. Indeed, it was a 26-year low.

Moldovans have invested heavily in post-harvesting handling so they can sell their fruits to European markets when the local season is over. 

“Moldova should do a lot of marketing in Europe so that this part of the world knows Moldova as a country that produces tasty and quality fruits,” says Stefan Bitlan. 

Recently, this is happening more. “Things are moving really fast,” Ion Tulei adds. “Moldova Fruct is attending a lot of expos and similar events,” he says.

“In 2013, we participated in only one international exhibition—in Moscow—all year. Now we are attending seven international trade fairs related to the fruit business, like Fruit Logistica in Berlin and Fruit Attraction in Madrid, putting Moldovan fruit on the world map,” says Iurie Fala.

Tiina Kaukvere

Tiina Kaukvere

Tiina Kaukvere is an award-winning journalist living and working in Moldova.

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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.