LED-lit vertical farm growing leafy greens and basil in rock wool trays, showcasing Moldova’s City Farm startup and the rise of soil-free, high-tech indoor agriculture
Reinventing farming
Elderly men in traditional caps gathered on benches outside a historic brick building in Central Asia, symbolizing community dialogue, cultural heritage, and growing regional cooperation
Meeting in the middle
parallax background

Drones, dollars, defence

Ukraine's battlefield innovations are attracting serious money

July 24, 2025

5 min read

July 24, 2025

5 min read

Drones now account for 60-70 per cent of damage inflicted on Russian equipment, transforming Ukraine from aid recipient to potential defence tech powerhouse. International investment in Ukrainian defence start-ups jumped from nearly zero to 40 million US dollars in 2024, suggesting that geopolitical risk has not deterred those betting on battlefield-tested innovation.

The fourth law of robotics, it seems, concerns profit margins. The Fourth Law (TFL), a Kyiv-based defence technology firm, announced earlier this month that it has secured funding from venture capital funds and angel investors across the European Union, United States, and Canada.

The company’s timing is impeccable: its AI-guided autonomy modules for first-person view (FPV) drones have arrived precisely when such technology has become the defining factor in modern warfare.

Terminal guidance at terminal cost

TFL’s flagship product, the TFL-1 autonomy module, offers something military planners have long coveted: multiplicative force enhancement at marginal cost increases.

The module increases FPV drone mission success rates by a factor of two-five times whilst adding only 10-20 per cent to production costs. By transferring control of drones to onboard computers during the final 500 metres of flight, the system addresses three critical battlefield challenges: electronic warfare jamming, radio horizon limitations, and pilot precision constraints.

The mathematics are compelling. Ukrainian forces are already deploying these systems ‘in volumes’, as the company puts it with characteristic understatement. Colonel Ruslan Shevchuk of Ukraine’s 58th Motorised Infantry Brigade confirms the technology’s battlefield efficacy: “Since March 2025, pilots… have been utilising aircraft equipped with the TFL-1 system, which has demonstrated its effectiveness… It helps us overcome electronic warfare, jamming, acquire, and strike targets in challenging conditions.”

The broader context makes TFL’s commercial success hardly surprising. Ukraine produced at least one million drones in 2024 and plans to manufacture 2.5 million in 2025. By early 2025, production had reached 200,000 FPV drones monthly. These systems inflict up to 80 per cent of Russian battlefield casualties, effectively serving as the infantry of unmanned warfare.

A laboratory of lethality

Ukraine’s defence technology sector has become what we might euphemistically term a real-time testing environment. The country has evolved from dependence on Western military aid to becoming what officials describe as a potential breadbasket for lethal military equipment. By 2024, approximately 500 arms producers were operational in Ukraine, collectively employing nearly 300,000 people.

The transformation reflects harsh economic realities. Costing as little as 400 US dollars apiece, Kyiv’s flying machines successfully neutralise sophisticated Russian equipment worth thousands of times more.

This asymmetric cost-effectiveness has not gone unnoticed by international investors, who increasingly view Ukrainian defence firms as possessing unique competitive advantages.

Risk and reward in a war zone

Investment flows tell a remarkable story of confidence amid chaos. Recent transactions include a 3.74 million US dollars investment in Tencore, a manufacturer of military robots, representing one of the largest publicly disclosed investments in Ukrainian defence technology since 2022.

The investment thesis appears straightforward: Ukrainian firms offer battlefield-tested technology at competitive prices, developed under the ultimate stress test of actual warfare. Ukraine’s Brave1 platform currently supports over 1,500 Ukrainian tech companies with 30 million US dollars in grants, whilst regulatory reforms have streamlined investment processes.

“Massively scalable drone autonomy is the single most important defence technology of this decade,” argues Yaroslav Azhnyuk, TFL’s founder and chief executive. “There’s no one on the planet who understands this better than the Ukrainian Defence Forces.”

His confidence appears justified by results: the company’s products are now integrated across more than a dozen major FPV manufacturers’ platforms.

The geometry of modern warfare

TFL’s five-stage autonomy roadmap—from terminal guidance to autonomous take-off and landing—reflects broader military trends. The permanent, blanket aerial reconnaissance has widened the ‘grey zone’ of no-man’s land from 10 kilometres in 2022 to 25 kilometres, fundamentally altering battlefield dynamics.

The technological arms race continues relentlessly. Russia now produces approximately 170 Geran drones daily at its Yelabuga facility, whilst Ukraine’s recent “Operation Spider’s Web” used 117 drones to destroy at least 13 Russian aircraft deep inside Russian territory.

Each tactical innovation spawns countermeasures, creating what military analysts describe as, “a daily race to innovate.”

Beyond the battlefield

TFL’s broader ambitions extend beyond immediate military applications. The company positions itself as an ‘autonomous robotics company’ with transferable technology applicable to logistics, manufacturing, and construction. This vision mirrors that of other Ukrainian defence firms seeking post-conflict commercial relevance.

The geopolitical implications are considerable. Ukraine may not only have the wherewithal to potentially prevail in the war but also be able to fund itself moving forward through defence technology exports.

The prospect of Ukraine emerging as a major defence technology exporter—battle-tested products meeting NATO standards—represents a remarkable transformation for a country that relied heavily on Western aid just three years ago.

The new normal

International investors appear increasingly comfortable with Ukrainian risk profiles, particularly in defence technology sectors. Legal frameworks such as Ukraine’s Diia.City programme now allow investors to use international arbitration and foreign law in contracts, making Ukrainian investments as secure as those in Delaware corporations.

The Fourth Law’s funding success suggests that investors view Ukrainian defence technology not as a temporary wartime phenomenon, but as a sustainable competitive advantage. With global defence spending projected to exceed 900 billion euros in Europe alone, Ukrainian firms’ battlefield credentials may prove more valuable than traditional peacetime development processes.

As warfare increasingly resembles a technology competition rather than a traditional military confrontation, Ukraine’s defence sector offers something uniquely valuable: proven solutions to contemporary security challenges. Whether this translates into long-term commercial success depends partly on the war’s eventual resolution—but the early indicators suggest that investors are betting on Ukrainian ingenuity outlasting Russian aggression.

Photo: TFL.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

Share

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.

You must be logged in to view this page. Login here.

Bridging the Reinvention Gap: Fill this form and get your preview copy immediately.

Future of IT: Fill this form and get your preview copy immediately.