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A short cut to the middle?

Reimagining Central and Eastern Europe's future development through the 3SI

March 29, 2024

5 min read

March 29, 2024

5 min read

The past two years have once again positioned Central and Eastern European (CEE) at the forefront of geopolitical developments. Yet what economists and investors have been able to observe is testament to the region’s resilience and vast potential.

Despite the headwinds of the war in neighbouring Ukraine, broader geopolitical tensions and rising concerns about energy security, as well as the lasting socio-economic effects of the pandemic, CEE’s GDP growth trajectory is robust and signals an era ripe for transformative investments. 

At the core of this transformation lies regional connectivity—in terms of infrastructure, transport and digitalisation—as well as sustainability and energy independence. On April 11, the region’s Heads of State, leading businesses and investors will be meeting in Vilnius to discuss how the region can push forward towards accelerating this transformation at the Three Seas Initiative (3SI) Summit. 

The 3SI stands on a platform of connectivity, resilience, and growth for its member states, stretching from the Baltic Sea in the north to the Adriatic and Black Seas in the south. It is not solely concerned with building physical infrastructure; but about laying the groundwork for a future where the CEE region is championed as a formidable player on the global stage.

The Three Seas Initiative Investment Fund (3SIIF), which I have been part of since its inception four years ago, is at the forefront of this movement, mobilising investments across energy, digital, and transport to bridge the significant infrastructure gap that has long set the CEE region apart from its Western European counterparts.

Bridging the (mindset) gap

The infrastructure gap in the CEE region is not just a reflection of a lack of physical development, but indicative of the presence of a broader financing shortfall. As the region continues to develop, the anticipated reduction in EU structural funds poses a challenge; in other words, the region is becoming a victim of its own success.

However, as in other developed markets, this also spells a major opportunity for private capital to step in and drive the region’s infrastructure push. According to recent projections, the region needs to attract over 500 billion euros in infrastructure investment by 2030, which will only be possible through strong cooperation between the private and public sectors. 

Local investment climates are also evolving. Traditionally, CEE investors, including pension funds, have been hesitant to allocate capital to infrastructure, viewing it through the same lens as high-risk ventures. It has reached the point where foreign investors are more intent on investing in regional infrastructure than local ones, and this requires a mindset shift. This has been central to our efforts at the 3SIIF: to demonstrate that investing to address CEE’s strategic objectives can go hand in hand with profitability and economic growth.

From the region, for the region 

The importance of connectivity cannot be overstated. Historical infrastructure investments have favoured East-West routes, facilitating integration with Western Europe. The 3SI on the other hand, also prioritises the development of North-South connectivity, which is essential in order to unleash the full economic potential of the region.

Just last month, Cargounit, the region’s leading locomotive lessor which stretches from Poland to Romania and is wholly owned by the 3SIIF, completed the purchase of up to 100 new locomotives that will enhance trade and mobility within CEE and beyond. 

As companies reconsider their supply chains amidst global tensions, the CEE region, with its skilled yet cost-effective labour force, stands to benefit from near-shoring trends in the long-term. Yet infrastructure to support this currently lags behind, and a strong, local supply chain network will be key to bridging the gap.

Back in September 2022, just months after Russia’s invasion of Ukraine, 3SIIF made the bold move to invest over 100 million euros in the Black Sea port of Burgas in Bulgaria, and it has proven to be astute – it handled a record-breaking 7.2 million tons of cargo last year, underlying the Black Sea’s significance as a critical trade route.

However, with greater connectivity comes the need for greater security, and in today’s world these threats are often in the digital space. With Russia’s cyber threats on the rise and data privacy in the spotlight, security is no longer an afterthought or an element of planning, but is within itself a cornerstone of growth. 3SIIF’s investment in the next generation of data centres in the Baltics, backed by advanced cyber-security technologies and energy optimisation, will be a precursor to their proliferation, and is again a hallmark of the 3SIIF’s long-term strategy.

Energy security remains another key concern for CEE, historically tied to fossil fuel supplies from Russian origin. The 3SIIF’s investment in renewable energy platforms across nine CEE countries represents a strategic pivot towards sustainability and independence, aligning with global decarbonisation trends.

All eyes on Vilnius

While the region works around its own growth trajectory, there is a need to consider pressing concerns in the short-term, one of which is the exacerbation of war on its eastern flank. CEE has emerged as an important partner from a logistical and supply perspective for what could be the single-biggest undertaking of this century: Ukraine’s reconstruction.

The region must prepare for the trillions of euros in trade and investments expected to pour into Ukraine over the coming decades, and strong infrastructure and regional connectivity will be critical in realising its role as a key gateway. 

As we look towards the Vilnius Summit, the message is clear: despite all the instabilities, the CEE is open for business; it is a vibrant landscape of opportunity, resilience, and growth. The 3SI, with its investment fund, is a testament to what strategic, collaborative investment can achieve. It’s a call to local and international investors alike to recognise the potential and seize the moment.

We are not just investing in infrastructure, we are investing in a vision that champions sustainability, connectivity and resilience across the bloc.

Photo by Evaldas Grižas on Unsplash.

Christian Roy

Christian Roy

Senior investment director at Amber Infrastructure (investment advisor of the 3SI Investment 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.