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Romania: Shaken, but resilient

Romania has weathered a political storm

March 21, 2025

5 min read

March 21, 2025

5 min read

Photo by Calin Stan on Unsplash

The cancellation of Romania’s presidential elections in December 2024 and the decision to reschedule them for May 2025 raised serious concerns both at home and abroad.

At first glance, this unprecedented move might suggest a breakdown of democracy. But while Romania is undoubtedly facing a turbulent moment, the reality is more nuanced. Beneath the institutional chaos, the country’s democratic and institutional foundations have proven more resilient than many assume.

It is crucial to distinguish between poorly explained election interference and the outright absence of electoral integrity and respect for democratic norms. 

The December 2024 presidential election, following on the heels of successful local, parliamentary and European parliamentary elections the same year, was marred by an institutional failure that should never have happened and by Romania’s recurring weakness in strategic communication (seen also during the Covid-19 pandemic).

Romanian institutions must do far better to justify their existence before the public. The delayed explanations for the election’s annulment—coming in February and March rather than December—only deepened suspicions. However, despite the opacity, the explanations did come, marking an important step toward accountability.

At the core of what happened last year—without dismissing foreign interference and the role of anti-democratic political and ideological entrepreneurs—is the failure of mainstream political parties to understand, legitimise and address the public’s grievances.

Instead of addressing these concerns, they responded with self-sufficiency and arrogance. This failure is best exemplified by former President Klaus Iohannis, whose lack of leadership was on full display.

His presidency was defined by complacency, detachment, and a preference for pomp and luxury over governance. When faced with Romania’s political crisis, he managed it as ineffectively as his ill-fated NATO leadership campaign—so poorly that even President Donald Trump reportedly dismissed him outright.

Resilience in difficult times

Despite these challenges and the shortcomings of mainstream politicians, Romania’s institutions have endured under immense stress, proving their resilience even in extraordinary circumstances. 

The legitimacy and goodwill afforded by decades of successful elections and peaceful transfers of power, with the backdrop of growing prosperity and functionality, have proven stronger than either the delegitimising efforts of frustrated politicians or the high-handed bumbling of the country’s leadership when faced with a challenge from out of left field.

The precise nature of the alleged Russian interference in the presidential election remains to be further determined and explained to both domestic and foreign audiences.

However, one thing is evident to American observers: it is impossible to run a legitimate campaign with zero spending, as was the claimed case for the banned radical-right candidate Călin Georgescu.

His doubling down on the idea of spontaneous coordination by individual volunteers to advance a highly professional campaign is even more ludicrous. Moreover, his highly controversial current and past statements on NATO and EU membership, military spending, F-35 acquisitions, and the presence of US bases in Romania have called into question some of Romania’s key foreign and defence policy pillars.

They have also raised eyebrows due to their striking similarity to Russia’s talking points, coupled with a strategy of rhetorical shifts in the Overton window, with appeals to ‘Russian wisdom’ or ‘the complicated history of Romania’s heroes’.

What we are witnessing is not a rejection of democracy or Romania’s Euro-Atlantic path—it is a revolt against a political mainstream that has failed to deliver and especially to inspire, and an exceptional, last-resort counter-reaction by Romanian institutions against a candidate who disregarded campaign financing rules and undermined key elements of the constitutional order.

Yes, the Constitutional Court may have taken an activist approach to protecting democracy, but Georgescu’s statements and actions—including his close association with Romanian mercenaries linked to Prigozhin’s Wagner group in Africa, about which he was caught lying—brought up more red flags than anyone had thought possible before the elections. 

The public recognises this, as the weak nature of protests (remarked on by Georgescu himself) and the refrain from violence by all but paid agitators can attest. The electorate is wary but the political class has obviously been given a chance to explain itself and do things better. 

The strength of the debates and strategising surrounding the May presidential elections is also encouraging—as philosopher Ernest Gellner once remarked, the true problems start when formal political contests are no longer seen as the way to advance one’s interests and resolve disputes.

The court of global opinion

Romania is one of the most pro-EU and pro-NATO countries in Europe, with over 80 per cent of the population supporting continued membership. However, the country’s international image has suffered, and rebuilding trust—both domestically and with strategic partners—will require significant effort.

It was not by how global audiences were primed for negative narratives by the decades of airing dirty laundry in public. This was a hallmark of Romanian reform efforts, but has done it no favours in the court of global opinion, despite the positive things implied by the strength of the discourse in the fight against corruption and the applicability of the rule of law even to the strongest in society. 

The effort to rectify Romania’s image should not come in the form of punishing the Romanian people for the failures of their leadership and institutions. Those same Romanians have searched for a strategic partnership that would provide the stability and credible protection that the country’s location have historically required, but have also risen to the challenge of faithfully supporting Alliance activities, shouldering their due burden, enhancing military capabilities, and trying to become a regional security provider.

Rather, Romania must embark on the road to renormalisation, which will culminate in the May presidential election, and reaffirm its commitment to democratic values and stability.

Neither is the solution to be found in disengagement or a diminished American presence in Romania. On the contrary, Romanians have overwhelmingly welcomed the US presence, and Washington should recognise that Romania remains a steadfast and useful ally, and that its presence in Romania ensures a key node for global power projection. 

Romania can emerge stronger

The events of 2024 need to be carefully explained, both to the Romanian public and to Romania’s American and European partners. Once Romania puts its house in order post-election, it must also launch an external charm offensive to restore credibility.

Importantly, Romania should not become another flashpoint or even a rhetorical football in the growing rift between the US and Western Europe, whose issues have been simmering since long before Eastern NATO expansion. None of the countries on the Eastern Flank want this.

Instead, Romania can take the lead in playing a constructive role in refocusing transatlantic relations on a foundation of enhanced security and equitable economic cooperation. The country has weathered a political storm, but it remains firmly anchored in the democratic and Western world.

With the right leadership and strategic recalibration, Romania can emerge stronger from this crisis—not just as a stable democracy, but as a key player in reinforcing the Euro-Atlantic alliance.

Photo by Calin Stan on Unsplash

Radu Magdin

Radu Magdin

Strategic communications analyst, consultant and former prime ministerial advisor in Romania and 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.