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Buried treasure

Moldova seeks global recognition for its underground world

May 25, 2024

7 min read

May 25, 2024

7 min read

Moldova’s extensive wine cellars in Cricova and Mileștii Mici, stretching hundreds of kilometres and housing millions of bottles, captivate tourists who traverse the tunnels in small train-like vehicles.

But there’s an important story that visitors may miss. These tunnels hide the tale of how the capital city of Chișinău was destroyed and then rebuilt. This, in fact, is one of the reasons why Moldova has such a unique underground world today.

Guides at Cricova and Mileștii Mici acknowledge that tourists are more focused on the wine than mining history or the reconstruction of Chișinău after World War II. But how could they know to ask?

Much of the story about Moldova’s gigantic wine cellars remains unknown or appears coincidental, like a secret kept in the cellar away from daylight. 

Moldovan historian and architect Sergius Ciocanu said that until now, the history of both cellars has relied more on legends than factual documents. “But it may change soon!” he adds.

The Moldovan Ministry of Culture has begun the process of getting both of the world’s greatest underground wine cellars—Cricova and Mileștii Mici—listed as UNESCO heritage sites.

“Our goal is to be on the list by 2030,” explains Sergiu Prodan, Moldova’s Minister of Culture.

Mileștii Mici has already been globally recognised as the world’s largest wine collection. It’s in the Guinness Book of Records with 1.5 million bottles. Cricova is not far behind. 

In the Cricova cellar alone, seven kilometres of tunnels are filled with half a million bottles of sparkling wine. Each of the seven women working there daily rotates 35,000 bottles of sparkling wine produced in the style of traditional Champagne.

Lidia has been turning the bottles at Cricova for 43 years, since she was 18

Currently there is only one UNESCO heritage site in Moldova: the Struve Geodetic Arc in the north of the country. Astronomer Friedrich Georg Wilhelm von Struve was the first to precisely measure a long meridian segment, which helped determine the Earth’s size and shape. Thirty-four of Struve’s UNESCO points are located across ten countries, with one in Moldova.

“We need to have our own heritage site registered on the UNESCO list. In our view, Cricova and Mileștii Mici are the most important and realistic candidates for inclusion,” says Prodan. In his opinion, Moldova is underrepresented on the famous list.

That suggests that the country is still largely undiscovered.

Prodan has put together a working group comprising historians, archaeologists, industrial developers, and locals led by heritage studies specialist Professor Sergiu Musteață. Underground wineries of this scale are unique to Moldova in both Europe and globally, Musteață says. The process to prove this has now begun.

Sergiu Prodan, Moldova’s Minister of Culture

Innovation from a bombed-out city

The story of the Moldovan wine cellars is deeply connected to the devastation caused by war and occupation, and the rapid innovation that often arises during challenging times.

Chișinău was heavily bombed during the fighting between the Nazis and the Soviets. When the Soviets emerged victorious in 1944, the city was in ruins.

“By August 1944, more than two-thirds of Chișinău’s buildings were destroyed,” explains Musteață. There wasn’t much left, with only about 20,000 inhabitants remaining in the city when the Soviet occupation began.

“It became necessary to rebuild Chișinău, and for that, they needed materials,” adds Musteață.

Limestone has been the key construction material in Moldova since the late 19th century. When the Soviet occupation started, mining was taken to a much larger scale.

“White limestone was used to construct buildings. Many houses appeared after the 1950s, ’60s, ’70s, and ’80s,” Professor Musteață adds. Chișinău was hence called the white city.

Researcher Doina-Cezara Albu notes in her study that Moldova began using limestone blocks on a large scale in the 1950s. The Soviets built kindergartens, schools, and apartment buildings known as Stalinkas and Khrushchyovkas out of limestone blocks. 

During the Soviet period, Moldova produced up to 1.25 million cubic metres of limestone annually, equivalent to about 500 Olympic-sized swimming pools. By 2000, production had fallen to a quarter of what it was before.

Traces of an ancient sea

Despite lacking a coastline, Moldova is full of signs of the sea, and limestone is one of them. Walking around the capital, you’ll notice that much of the city is built from tiny sea creatures. The landscape appears wavy as if the waves have transformed into hills and ceased motion.

Millions of years ago, the Paratethys Sea covered a vast area stretching from Central Europe to Central Asia. At its largest, it extended across present-day Ukraine, Moldova, Romania, Bulgaria, and Serbia, among other regions. 

About five million years ago, the sea shrank and disappeared, leaving traces of its existence, which can be widely seen in Moldova today. This is also why Moldova is rich in limestone and limestone mines.

One working mine is not far from Chișinău’s city centre. If you enter the tunnel in the Râşcani district, you can travel about four kilometres underground northward toward Cricova. Another working mine is located there, near the Cricova wine cellars.

The Chișinău mine is still active, storing limestone blocks that are ready for shipment to construction sites in Moldova. Sergiu Lungu, the mine’s manager, boasts about the high quality of limestone in the country. Studies confirm that Moldovan limestone blocks can withstand strong and catastrophic earthquakes up to eight on the Richter scale.

Lungu has spent 30 years working in the mines. “The mining industry developed during the Soviet times,” he adds, showing how the extraction machines cut out blocks from the limestone walls.

Sergiu Lungu at the Chișinău mine

He tells us that once, there were over 100 mines in Moldova. According to the Moldovan think-tank EXPERT-GRUP, there are 166 limestone excavations in the Republic of Moldova, of which 59 are used for cutting blocks.

Like many others in the country, the world’s biggest wine cellars in Cricova and Mileștii Mici were once nothing more than limestone extraction zones.

Perfect for wine

“The digging of the stone started in the 1950s became extensive, as evidenced by the 200 km length of tunnels,” says Petru Tataru, a guide in Mileștii Mici. 

Parallel to the explosive growth of the limestone industry, the Soviets were looking for ways to increase wine production in Moldova—a country well-known for its grape.

“Since the end of the 1950s, there has been discussions about producing wine in industrial quantities and selling it around the Soviet Union. It was necessary to establish a huge area to produce and preserve the wine,” adds Sergiu Musteață.

Professor Sergiu Musteață is part of the team helping to get Moldova’s cellars on to the UNESCO list

Then, the idea was developed to experiment with the empty mining areas around the capital city.

“The temperature here is always 12 to 14°C,” explains Veaceslav Dogari, a guide at the Cricova winery “And all this is free; we don’t need extra money to maintain these conditions—it’s natural.”

“It is unique how industrial spaces, after extracting the stone, have been repurposed for a completely different use,” says Musteață, explaining why the giant wine cellars deserve a spot on the list.

After a few years of experiments with wine production, the Cricova wine cellar was officially opened in 1952. By the end of the 1950s, Moldovans had started preserving and producing wine in these cellars. Moldovan wine production became huge in the Soviet Union. 

The country is now rediscovering its history and putting together the facts like a puzzle. So that Moldova wouldn’t only be known for its wine but also for the stories behind it. Moldova, it turns out, hides many hidden tales underneath the ground.

Tiina Kaukvere

Tiina Kaukvere

Tiina Kaukvere is an award-winning journalist living and working in Moldova.

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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.