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Sustainability is security

Solving our planet’s carbon issues requires ​upscaling an array of ​technologies

May 29, 2023

9 min read

May 29, 2023

9 min read

Europe experienced its warmest summer ever in 2022, with temperatures increasing by more than twice the global average over the past three decades, faster than any other continent. Economic losses due to climate-related extremes during 1980-2020 are estimated to be as much as 487 billion euros across EU member states. 

And increasingly, the green transition is being viewed as both an imperative and opportunity – strong climate action will help Europe’s economy grow, provide new employment opportunities and play a vital role in helping avert a climate tipping point. 

Europe has become a global leader in many aspects of climate innovation, and is cultivating a growing and vibrant climate technology industry. 

According to Agnieszka Gajewska, global government and public services leader, and CEE clients and markets leader at PwC, in Central and Eastern Europe sustainability goals have become energy security goals – and climate technology will have a key role to play. 

“We have even more motivation to work toward the goals set out by the European Green Deal: reducing CO2 emissions by at least 55 per cent by 2030, and achieving climate neutrality by 2050,” she says.  

“Net zero obligations and the need for energy independence and security will not be met by business as usual. One of the most exciting ways of making progress is to scale up the impact of climate tech solutions – and to match investor funding with climate tech entrepreneurs.” 

More than one quarter of all venture capital funding is now going to climate technology, with increased focus on decarbonisation solutions. Climate tech investment in CEE had a record 2021, attracting 502 million US dollars in its first six months alone, a remarkable increase when compared to just 10.6 million US dollars invested back in 2013. 

“In the face of their first real test over the past decade, climate tech markets have shown encouraging resilience,” says Will Jackson-Moore, global ESG leader at PwC UK. 

“With a background of Russia’s invasion of Ukraine, inflation, and a sharp correction in the capital markets, there was all the potential for investor confidence to crumble. The task is to build on momentum, with more attention on early-stage funding and further boosting technologies with the highest potential for reducing emissions.” 

Nevertheless, while CEE accounts for 3.73 per cent of global greenhouse gas (GHG) emissions it has only attracted 0.79 per cent of global climate tech start-up investment. None of the region’s climate tech start-ups have reached unicorn status (a valuation of one billion US dollars). Furthermore, the sectors which collectively are responsible for 66 per cent of emissions only receive four per cent of funding, according to the CEE edition of PwC’s Net Zero Future 50 report

Reasons to be cheerful 

There are bright spots across the region which offer hope. Poland, for example, offers a strong network of investors with hungry capital ready to deploy: three of the five most active VC firms in CEE are based in Poland and Polish VCs have conducted the greatest number of climate tech deals (39), with Estonia (28) as its closest follower, according to PwC’s report, which adds that Tallinn and Vilnius are the two most active climate tech hubs in CEE. 

“Historically, founders in CEE lacked the networks, funding and connections that entrepreneurs in Western Europe and the US could otherwise easily tap into,” says Michael Chaffe, CEO of Wolves Summit, a global platform that connects start-ups, investors and partners. 

“We are now starting to witness more specialised accelerator programmes and impact funds designed to speed up the maturation of climate tech start-ups in this region. It’s clear that the best days for Central Eastern Europe remain ahead of us.” 

“To be fit for 2055, financial markets need to come in with their monetary resources (such as pension funds) to invest in sustainable innovation across fields of cleantech. Green procurements also help, especially in the built environment category,” adds Triinu Lukas, CEO of Estonia-based Beamline Accelerator. 

Microsoft, which is investing one billion US dollars over four years into new technologies and to expand access to capital around the world to people working on challenges such as carbon removal, and which has committed to investing 185 million dollars over five years in its AI for Good initiative, believes that Europe is a global leader in many aspects of climate innovation, and is cultivating a growing and vibrant climate technology industry. 

“It’s in everyone’s interest to see start-ups succeed,” says Alfredo Giannattasio, regional director of enterprise sales, Microsoft Central Europe. “They drive innovation and progress across every part of the economy; they power digital transformation of traditional industries, pushing incumbents to innovate in turn; and they create a virtuous circle of talent development.  Now apply that reasoning to climate tech start-ups, and the importance of cultivating the growth of these organisations becomes even clearer.” 

‘Amplifier of intent’ 

Not that technology should be viewed as a panacea, says Leo Johnson, head of disruption and innovation at PwC in the United Kingdom, but as the “amplifier of intent”.  

“Climate tech is now emerging as an asset class that offers the potential to drive both climate impact and commercial returns,” he suggests. 

Among the region’s start-ups contributing to fight against climate change is Clouds on Mars, a Polish firm using Microsoft’s AI for Earth to aggregate public information about pollution and predict future spikes, allowing cities to plan pollution-minimising strategies that enhance quality of life. 

“By using AI we were able to first predict what the pollution levels would be in the coming days and then analyse what is driving them in cities. Based on that, we started building a solution that identifies current and predicts future pollution levels,” says Dominik Kaczmarek, Founder of Clouds on Mars. 

Through support from the Microsoft for Startups programme, Hungary’s Parkl primarily provides office buildings with digital parking and electric car charging in one solution. The system supports efficient property management, increases satisfaction of tenants and contributes to increasing the property’s ESG index. The Parkl application also aids more than 200,000 Hungarian drivers quickly locate, find, and pay for parking spaces, EV chargers and other services, encouraging greener mobility, reducing their carbon footprint through innovative solutions.  

Through the Microsoft for Startups programme, Parkl received Azure credits, technical support, and mentoring from the Microsoft team.  

The company sought a shift to the cloud to improve its workflow. “At the start, we had a hybrid system—we used Microsoft as well as other software with self-developed protocols. But we soon realized that Azure offered us all the functions we needed,” says Zsolt Somogyi, founder and CEO of Parkl. 

The company started to use IoT Hub to establish network connections and protocols that connected with its various IoT devices. “It’s made it possible for us to grow from 30 devices to more than 300. We can also update more than 100 devices through the solution, making maintenance so much easier,” adds Somogyi. 

With the improved offering, Parkl has seen an increase in the usage of its services. “The number of transactions has increased by 20 times,” says Toth proudly. “We no longer have any stability or performance issues. Even during rush hours, we are always ready to serve our customers.”

Public and private investment 

Given the deep tech nature of most climate tech ventures, it takes significant funding and time to reach business readiness for such products – not that funding is the only issue. Support to access global markets without needing to leave the country of origin, and strategic collaborations with larger, more established players are also challenges they are seeking to overcome. ​ 

“Many of the climate tech start-ups we speak with see access to funding to develop their products as their primary concern, and there are established ways to address this need. ​Our analysis suggests that currently, early-stage venture capitalists are the most suitable class of investor who could support bootstrapped founders ,” says Microsoft’s Giannattasio.  

“This should be entirely possible in our increasingly interconnected world but is often easier said than done, but it’s where we can really help. The right partners and networks can make all the difference, especially as start-ups seek to grow, scale their global presence and attract new investment in larger markets beyond Central and Eastern Europe.”   

Maciej Majewski, CEO and head of acceleration at Accelpoint in Poland, a smart tech accelerator operating in the CEE region since 2018, suggests that to increase the adoption of climate tech solutions “we should combine private and public funding”.  

“Public funding primarily provided at the early stage of development can boost innovation and at some later stage help mitigate the risk of suffering from the valley of death,” he says.  

“Then comes the private funding, which in the case of CEE VCs is still not ready to provide enough capital on a sufficient scale. That is why improving investors’ ecosystems in the CEE region and building links with their Western and US counterparts seems a must.  

“More advanced start-up ecosystems in the West were able to raise more funds and build institutional capacity and expertise that can add value to the CEE deals. Plus, non-CEE deep tech-focused VCs are more open to obvious risks and more extended payback periods.” 

It takes a village 

“Innovation needs support – having these ecosystems encourages creativity and allows the strongest ideas to travel far. No single stakeholder can provide all the support that climate start-ups need, so we need to encourage an approach rooted in collaboration and partnerships,” says Evangelos Chrysafidis, public sector lead for Microsoft Central and Eastern Europe, Middle East and Africa.     

“At a policy level, governments can and should play an important role. This includes unlocking dedicated public funding, reducing red tape and administrative burdens, and  incentivising small business development and innovation. Large businesses have invaluable expertise, resources and connections that can help start-ups mature.      

“For Microsoft, our most important contribution to carbon reduction will come by helping organizations reduce their environmental footprint through the power of data science, AI and digital technology and enabling climate innovation.    

“Together we have a unique opportunity to witness their rise first-hand and to play a fundamental role in helping them shine in the region and beyond.” 

For Darius Maikštėnas, chair of the Management Board and the CEO of Ignitis Group, the largest supplier of electricity and gas in Lithuania, the scalability of climate positive tech is now a question of ‘when’ rather than ‘if’, and government certainly has a role to play. 

“Strong government and private investment is required more than ever to empower R&D and new commercially successful applications as early as possible,” he says. 

“The energy sector transformation in the coming decade will undoubtedly create an unprecedented scale of opportunities and provide the impulse for a new era of energy technology and innovation.” 

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.