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Zelensky’s Davos pitch

The Ukrainian president's twin appeal for aid and investment

January 17, 2024

6 min read

January 17, 2024

6 min read

Last year it was Ukrainian President Volodymyr Zelensky’s wife, Olena Zelenska, who was the undisputed star of the World Economic Forum (WEF) in Davos, drumming up support for the country’s fight against Russia’s invasion. Her husband’s role was limited to addressing the forum by video link. 

This week in Davos, business leaders, politicians and the wider global great and good were all keen to be photographed with Zelensky himself, present in the Swiss ski resort to ensure that Ukraine stays at the top of the global agenda.  

Huge crowds followed the Ukrainian leader wherever he went, a sure sign that his star quality—and widespread sympathy for Ukraine’s cause—remains intact. 

The most of exclusive of all talking shops, WEF has seen a prominent Ukrainian presence for several years, a presence which predates the Russian invasion of 2022. The Ukraine House—backed by Horizon Capital, one of the largest private equity firms in emerging Europe—is now a feature of Davos, its original role as a showcase of Ukraine’s investment potential now supplemented by the need to galvanise support for Ukraine—both in terms of mobilising resources for Ukraine today and in its future recovery, renewal and revitalisation. 

While the resilience of the Ukrainian economy in the face of Russia’s brutal invasion has been as impressive as the resilience of its people and armed forces, Ukraine’s hard-won economic stability is currently under threat again as the government faces a large budget hole and its two biggest allies and sponsors— the United States and the European Union—have so far failed to agree on extending more aid. 

At Davos, Zelensky made a direct plea to global leaders and CEOs, both for immediate support and for long-term investment: “Strengthen our economy and we will strengthen your security,” he said, adding, “If anybody thinks this is just about Ukraine they are fundamentally mistaken.” 

Ukraine’s cash crunch 

Following a drop in GDP of almost a third in 2022, the first year of war, Ukraine’s economy is expected to have recovered well in 2023, with strong growth of around 4.8 per cent. 

Forecasts for 2024, while conservative, reflect a nation that has adapted relatively well to the exigencies of war and the complexities of a global economic landscape in flux. It has been able to reroute exports through neighbouring countries, providing a boost for the agriculture sector, while continuing to develop knowledge-based service exports such as IT. Its banking sector has also been impressively resilient. 

The economy is expected to continue to grow in 2024, by around 3.6 per cent in a testament to the country’s economic adaptability but also the financial support of international partners. 

However, Ukraine is facing an immediate cash crunch. The country’s 2024 budget needs 43 billion US dollars in international aid, a large portion of which remains unsecured. The country’s reliance on external assistance underscores the importance of continued support from international partners to maintain macroeconomic stability. 

In the US, the Joe Biden administration has struggled to get Congress to approve a 60 billion US dollars aid package for Ukraine in the face of opposition from Republican lawmakers. In Europe, Hungary is currently vetoing a package for Ukraine worth 50 billion euros.  

EU leaders, who in December gave Ukraine the green light to begin accession negotiations, will meet in Brussels on February 1 to again try and pass the package—which needs the unanimous support of all 27 member states. Ahead of the extraordinary summit, Hungary has floated two key demands in exchange for lifting its veto: splitting the package into four annual tranches, which would allow it to block the cash at a later stage, and extending a deadline for it to spend its Covid-19 recovery funds, currently frozen by the EU over rule of law concerns. 

After meeting with Zelensky in Davos, European Commission President Von der Leyen suggested that the bloc would find a way to approve the package, with or without Hungary. 

“My personal priority is to have an agreement by all 27 countries. And if this is not possible, we are prepared for an agreement by 26,” she said, adding that Ukraine needed “predictable financing” throughout 2024 and beyond.   

“Ukraine can prevail in this war. But we must continue to empower its resistance,” von der Leyen said. 

The longer-term outlook hinges upon the evolution of the war 

Longer term, Ukraine’s economic outlook largely depends on the course of the war, the inflows of foreign funds and the evolution of exports. Under the assumption that conditions are in place for reconstruction efforts to start from the beginning of 2025, real GDP growth is projected pick up to 6.1 per cent, according to the European Union’s latest forecasts.  

Nevertheless, real GDP is set to remain roughly 20 per cent below pre-war levels. 

In a scenario where Ukraine emerges from the war victorious, the prospects for economic recovery and growth are brighter. A win would likely lead to a surge in foreign investment and aid, accelerating reconstruction efforts. The lifting of blockades on ports and restoration of trade routes would revitalise exports, particularly in the agricultural sector. The IT sector could experience a boom as global confidence in Ukrainian tech talent is reinforced.  

Under these conditions, GDP growth could potentially exceed current projections, fostering a period of economic renewal and expansion. 

Conversely, if Ukraine is forced to accept a peace deal with significant concessions, the economic outlook becomes more complex.  

Such a scenario could lead to prolonged instability, reduced foreign investment, and a slower pace of reconstruction. The uncertainty could dampen the growth prospects of various sectors and lead to a more cautious approach from international financial institutions. GDP growth in this scenario would likely be lower than current projections, and the economy could take a longer time to recover to pre-war levels. 

The US Special Representative for Ukraine’s Economic Recovery Penny Pritzker, who met with Zelensky in Davos, says that there are still many questions “about what’s possible today versus what’s definitely possible in the future when you’re postwar”. 

“Global business should actively explore the investment opportunities the country offers,” she said. 

Some investors already appear ready to do so. On January 17, Rostyslav Shurma, an official at Zelensky’s office, said that a Ukraine reconstruction bank being set up by Kyiv with help from BlackRock and JPMorgan Chase has at least 500 million US dollars in committed capital and could be ready to launch in five to six months with close to one billion US dollars. 

Long-term, much more will be needed. According to the World Bank, the cost of Ukraine’s reconstruction and recovery has grown to 411 billion US dollars. 

Photo: World Economic Forum.

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.

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