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The Transnistrian gambit

How should Moldova leverage EU support for its troublesome breakaway region?

February 3, 2025

6 min read

February 3, 2025

6 min read

Since Vadim Krasnoselsky, leader of Moldova’s separatist Transnistria region, made a triumphalist statement on January 3, declaring that the region can manage on its own without external help, less than a month has passed.

Now, Krasnoselsky hums a different tune, acknowledging European support with a belated, “Thank you, European Union”.

During this time, the so-called authorities in Tiraspol, the region’s capital, have tried to rewrite reality, promoting the idea that Russia will offer support to overcome the humanitarian crisis on the left bank of the Dniester—a crisis triggered by Ukraine’s decision to suspend a Russian gas deal via its territory to the region.

What’s more, out of the 30 million euros offered by the European Union to alleviate the energy crisis, Tiraspol is claiming the entire amount, refusing to accept that these funds are intended for the whole of Moldova, not just the separatist region. The separatist authorities insist that the support should be used exclusively for their own needs, with no electricity for the right bank.

But the reality is clear: The European Union has allocated this money not just for Transnistria, but for the whole country. This is just the beginning of a broader programme, which aims not only to prevent a humanitarian crisis on the left bank, but also to support the right bank by reducing electricity tariffs.

In the medium term, the EU’s ultimate goal is that Moldova will never again find itself in such a difficult situation, and a programme to reduce energy vulnerability will be developed over the next two years.

However, this aid should not be seen as an unconditional favour, but as a strategic process with clear conditions. Chișinău now has all the leverage it needs to impose economic and administrative reforms to ensure the real and sustainable reintegration of the Transnistria region into the Republic of Moldova.

Return to old habits

Tiraspol is desperate to return to the status quo of the past three decades: profiting from the sale of energy produced at the Cuciurgan Power Plant and, at the same time, receiving free gas. But the context has changed. In the midst of an energy crisis, with the population on the left bank of the Dniester literally freezing, the so-called authorities are trying to impose conditions for accepting the EU aid.

They don’t want to freeze, nor to give up their parasitic economic model, but, at the same time, they are aware that they must not look the gift horse in the mouth.

Furthermore, Tiraspol is trying to play on several fronts, testing the limits of Chișinău and the European Union’s patience. Through its rhetoric, the so-called Transnistrian administration is trying to maintain the illusion of balance, but the reality shows a growing dependence on the support of the Republic of Moldova and external partners.

In the meantime, Moscow has shown little interest about the fate of the more than 350,000 inhabitants of the region, failing even at the last hour to honour its contractual obligations towards them.

In recent years, the Transnistrian issue has been managed in a reactive manner, without a clear and sustainable long-term plan. Against this backdrop of geopolitical and economic uncertainty, it is imperative to develop a coherent strategy for resolving the Transnistrian conflict.

Nothing for free

If Chișinău is serious about reintegrating the region—especially at a time when it has a strategic advantage—this plan must include clear and phased conditions for the gradual reintegration of Transnistria into the Republic of Moldova.

Key measures include integration of the Transnistrian economy into the fiscal system of the Republic of Moldova. All businesses operating in the breakaway region must be included in the national budget, and taxes must be paid equally by citizens on both sides of the Dniester.

This process can be implemented gradually, by creating tax compliance mechanisms and phasing out the economic privileges of the Tiraspol regime, with the first step already in place since January 1, 2024, with the entry into force of the new Customs Code of the Republic of Moldova.

Also, economic support must be conditional on concrete reforms. Any financial support provided to the region must be linked to verifiable progress towards financial transparency and negotiated autonomy, in line with the constitutional framework of the Republic of Moldova.

Public institutions in Transnistria need to be reformed and integrated into the administrative structures of the Republic of Moldova, thus ensuring that the citizens of Transnistria will benefit from the same rights and social services as those on the right bank, including pensions, salaries and health care.

Thirdly, for Transnistria’s reintegration to be real and sustainable, the Tiraspol authorities must give up their own military and paramilitary structures. At the same time, Moscow must be pressured to withdraw its Russian Operative Group of Troops (ROTG) and military equipment, including those in the Cobasna depots.

However, such a reintegration plan cannot work without a clear communication strategy and the firm guidance of the United States and European Union. Chișinău needs to demonstrate that it has both the political will and the capacity to manage this process in a sustainable way, avoiding the trap of a new, long-term deadlock.

A moment of decision for Chișinău

This is the first time in three decades that Moldova holds undisputed leverage in its relationship with Transnistria. While EU assistance to prevent a humanitarian crisis was necessary, this support must be accompanied by a broader strategy to finally resolve the frozen conflict and eliminate the security threat posed by the separatist regime.

However, the success of such a strategy depends on several key factors. These include the political will of the government in Chișinău to break out of the status quo logic and adopt a bolder approach, and the strong support of the United States and European Union, providing both financial backing and diplomatic cover for the difficult decisions ahead.

The results of Moldova’s parliamentary elections this year will be crucial, as there is a real risk of efforts being derailed by pro-Russian parties, which could potentially form a majority in parliament, much like the situation in Georgia.

In an election year, these decisions will have a direct impact on the government’s public perception and its ability to manage the country’s strategic challenges. If Moldova fails to seize this moment, it risks returning to a state of political and economic vulnerability, with the separatist regime in Tiraspol continuing to exert influence, and Moscow’s grip on the region remaining unchallenged.

The choices made now will define Moldova’s future path, either solidifying its European trajectory or perpetuating its vulnerability to external pressures.

Laurențiu Pleșca

Laurențiu Pleșca

PhD candidate at Bucharest University and a senior policy researcher at the Black Sea Trust of the German Marshall Fund.

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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.