Beyond stereotypes
Strength in the Union
parallax background

Chişinău conundrums

The challenges facing female entrepreneurs in Moldova

April 29, 2024

7 min read

April 29, 2024

7 min read

Amid grey apartment buildings and speeding cars, there is a space in Ciocana, a suburb of Chişinău, the capital of Moldova, that stands out. It’s hidden behind a petrol station where men smoke cigarettes and unkempt dogs sniff the public waste bins.

Somewhere there, Anna Sîrbu opens the door and lets me into a bright room that smells of vanilla, flowers, and wine. Women chat with glasses in their hands. Suddenly, the engine-revving suburb disappears to the background.

The painted walls feature people made of ice cream in pastel tones.

A candle workshop is about to begin.

In her Moró Atelier, Anna organises events and workshops for an entrance fee to learn and bond over baking, painting, and handicrafts. She invites skilled women to guide the workshop participants through the learning process in her space.

“[The facilitators] are sometimes worried that people won’t show up at their events and that something will go wrong,” Anna explains when we sit on the second floor, looking down at the workshop. The participants murmur as they fill their containers with wax and perfumes.

“I tell them that the first time may be awful,” Anna continues. But it will improve if you don’t stop, and more people will learn about you.” It was her experience, too. In November 2022, only five people came to her very first baking class. Now, her space is full.

It’s hard to start a new company anywhere, but starting one as a woman in Moldova adds another layer to the challenge. Start-up culture is new here. The EU-funded Moldova’s gender profile analysis from 2021 highlighted that stereotypes about being “weaker” and less talented in business affect women in Moldova. It also concluded that women are less confident and optimistic when it comes to starting a business.

In Moldova, women are typically encouraged to find a stable income and focus on raising a family. Any big change can be perceived as risky. This is what Anna went through.

‘What more do you want?’

Anna had a well-paid job in a marketing agency. “Everyone believed I was living the dream,” she tells me. “What more could I possibly want from life?”.

But when the war in Ukraine erupted, she fell into depression. Her grandmother, aunt, and many other relatives live in Ukraine. It made it even more heartbreaking for Anna. “I realised how unpredictable life can be. That’s when I decided to leave my long-standing marketing job and start my own company.” 

She was shocked to see that only her husband supported her decision. “I lost nearly all my friends. I thought they were my closest allies, but within a month, they distanced themselves from me.” She is unsure why. Someone hinted at her bravery to embark on something new. “I hope I haven’t offended anyone by doing that,” she adds. “I understood I should only take the advice of those who have walked a similar path and created the life I aspire to rather than those who remain stagnant. Why should I listen to the people whose lives I don’t want to live?” This idea was a game-changer for her.

Anna Sîrbu: ‘I hope I haven’t offended anyone’

Slowly, things are changing in Moldova. 

Viorica Cerbusca is the head of Yep!Moldova, an incubation and acceleration programme that develops early-stage start-ups and promotes the entrepreneurship culture in Moldova.

She has seen a shift in thinking in recent years. “After the war, people started seeing things differently,” she said. Yep!Moldova organises events for starting entrepreneurs twice a year. About 70 per cent of the participants are women. “Women start to look more at what they like, what’s their passion. They don’t have that much shame anymore,” Viorica says.

She encourages female participants not to victimise themselves because of their gender. “We focus on business,” she says. She tells them: “I cannot change society, but I can support and show you what you can achieve.”

She admits that childcare and domestic duties are still mostly on women’s shoulders in Moldova, even when they have full-time jobs. Therefore, work time is limited. Viorica adds: “You have to accept that your rhythm will be slower, and that’s okay.”

An ecosystem is being created. Dreamups, another start-up support ecosystem founded in 2015, had an equal ratio of women and men in its programs in 2023. And the support is growing at the highest level. In October 2023, Prime Minister Dorin Recean opened a new three-year, 1.5-million euros programme dedicated to female founders. Women entrepreneurs can apply for financial support to start or develop a business. The programme also includes training, consulting, and mentoring. This is encouraging women in all ages.

‘The pandemic scared me’

Another hidden space in Ciocana, tucked between bumps, bathroom supplies, and car tires. Ana Bradu, the founder of Green Pack Moldova, is trying to bring more environmental thinking to Moldova in a small room with a green wall. There are kitchen compost boxes piled on the floor from Slovenia. She shows me plastic-free cups and paper bags on the table. As a small nation, Moldova cannot afford to produce everything independently. Ana is importing larger quantities so restaurants and private users can access fully biodegradable packaging products.

Ana Bradu, founder of Green Pack Moldova

After 17 years as a journalist at a public broadcasting TV station, she shifted to entrepreneurship just a few years ago. “The pandemic scared me,” she admits. Her relatives went through tough times, and she wasn’t sure she would see them again.

“I’m not too young anymore. I understood that I wanted to keep active as long as possible. I wanted something that would push me forward and give me energy, something I would love.”

But the people around her were not encouraging. Very few support her. They would tell her she already had a stable salary and a comfortable life. Why ruin that? 

She admits she risks losing everything, but that doesn’t hold her back. “You can lose honourably,” she says with a wide smile.

She made the switch to entrepreneurship slowly. At first, Ana worked in her free time. Then, she combined it with part-time work. Finally, she quit her job after two years of tipping her toes in the new field. “I understood that things won’t work out if I don’t give it my all and concentrate 100 per cent.”

Designing games

For graphic designer Maria Ginga, the biggest obstacle was finding a real problem her product solves. She created a game that teaches its players about environmental thinking. “Even if it’s indirectly, through my game, I’m afraid of telling people that they are doing something wrong,” she says. “But I think I will overcome this.”

Maria loves drawing characters. She wants to give them functionality and bring them to life. When she started with her boyfriend a year and a half ago, they only spent a little time and effort thinking about who it was for.

Maria Ginga also felt pressure from her family not to take risks

“I took part in an accelerator and understood that ideas can be developed into projects and financially supported,” she remembers.

“Usually, in Moldova, people create products because there is already a place ready to sell them. We don’t think about the customer or if they need the product,” she says. Experimenting has not been very encouraged, in her view.

So, the start-up culture is bringing a new way of thinking to Moldova, where it’s OK to fail and try things out—even if it’s terrifying at first.

Marian Männi

Marian Männi

Marian Männi is an award-winning journalist living and working in Moldova.

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.