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Carrying the torch

How a Ukrainian Baptist convention upholds a legacy of activism

September 28, 2024

8 min read

September 28, 2024

8 min read

The Seventh World Congress of the International Council of Christian Churches gathered in Cape May, New Jersey from August 14 to 24, 1968. Arriving at the event were 3,000 delegates from 85 countries. Although a fundamentalist group, this gathering attracted international attention. The delegates were greeted by telegrams from President Lyndon B. Johnson, the Governor of New Jersey Richard Hughes, and even the President of the Republic of China.

Olexa Harbuziuk, the president of the Ukrainian Evangelical Baptist Convention in the US (UEBC), was the speaker on August 22. Standing at the podium, Harbuziuk denounced the Soviet government, calling it an ‘evil tyranny’ and ‘imperialist’. He emphasised that it is because of the communist system that the Ukrainian people and religious freedom are being suppressed. Yet, it is the suppressed that are the strongest in the dystopian state, “those with more courage and deeper convictions are laying their lives for the truth and openly oppose godless communism”.

Following the speech, a resolution was drafted criticising the Soviet government, calling for worldwide isolation of the USSR and its expulsion from the United Nations. The statement concluded by identifying with the persecuted and supporting the “urgent appeal of the Ukrainian Evangelical Baptist Convention to the entire Christian world to pray for and to work for the liberation of all peoples from Communist tyranny”. It was through the UEBC that the entire world was able to hear of the suffering in the USSR.

Within the Ukrainian Baptist diaspora, Harbuziuk was not the only one to speak about the horrid religious circumstances in the USSR. This was a common thread of many Ukrainian-American evangelical leaders. Megaphoning the suffering of the oppressed was part of their religious calling. Yet, this legacy did not die with that generation. In light of Russia’s annexation of Crimea and its full-scale invasion of Ukraine, many Baptist leaders are once again speaking out on behalf of Ukrainian suffering.

Continuing this tradition of advocacy, Roman Kapran, the president of the Ukrainian Baptist Convention in the US (UEBC), emphasises the active role their churches have played from the outset.

“Our churches have been very active from the beginning,” states Kapran. He notes that at the start of the war, a prayer service was held at the Museum of Art in Philadelphia. Hundreds attended, including church leaders from all backgrounds, Protestant, Greek Catholic, and Ukrainian Orthodox. He continued by stating that other Ukrainian Baptist churches around the US, “came with Ukrainian flags and held open-air prayers” in their states.

In addition to prayer services, the convention leaders penned a public letter denouncing Russia’s aggression. Although the Ukrainian Baptist Convention is small—roughly 20 affiliated churches —their actions reflect a continuation of the mission established by their predecessors: to stand up for Ukraine and support those in need. These actions not only show the UEBC’s commitment to advocacy but also serve as a direct link to the foundational mission established by its early leaders over seventy years ago.

Lived experience

The UEBC was originally founded in 1946 by six ministers of Polish and Ukrainian heritage. Their goal was to reach the Ukrainian diaspora in the United States and to support persecuted Christians in Ukraine. 

After WWII, a new wave of immigrants arrived from Ukraine to the United States. They carried with them the lived experience of Holodomor, Soviet purges, and the horrors of World War II. Many of these third-wave immigrants were Ukrainian nationalists who had fought for an independent Ukraine during the war, only to be suppressed by both the Nazis and the Soviets.

Expecting a large group of immigrants after the war, the convention creators desired to evangelise and support them materially. 

The secondary mission of evangelicals was to speak about the suffering of the Christians in their former homeland. During the Soviet era, evangelical churches were viewed with suspicion by Russian authorities. They saw them as foreign imports lacking patriotic fervor. This suspicion led to severe persecution, with evangelicals often labeled as spies and revolutionaries. The diaspora did not forget them. Instead, they amplified the oppressed voices using radio broadcasting and public advocacy.

Radio broadcasting was the main method used by Christians to minister to individuals in oppressive regimes. As historian Lauren Frances Turek notes in her book To Bring the Good News to All Nations, starting in the 1970s, evangelicals began mastering their use of technology “to fulfill their mission of sharing the gospel with all people of the world”. Ukrainian and Slavic evangelicals were at the forefront of using these technologies.

The radio network in Chicago, Slavic Gospel Association (SGA), was commonly heard throughout the Soviet Union. Peter Deyneka, a Belorussian, started the programme in 1934. Despite not being a member of the UEBC, his organization played an important role in airing religious material into the USSR.  According to Turek, SGA was a “steadfast advocate for believers behind the Iron Curtain who were suffering from state persecution”. 

Famously, they aired a letter from a dissident Ukrainian Baptist pastor, criticising Soviet religious oppression. Another active voice was Harbuziuk, whose programme, Voice of the Gospel into Ukraine, aired between 1966 and 1993. Although both broadcasts mostly aired religious material, there were plenty of occasions where they spoke of evangelical persecution.

Activism

Activism was another avenue for Ukrainian Baptists to speak on behalf of the suffering church. Ministers such as Iwan Renko and John Bojchuk were part of a seven-week tour around the United States discussing Soviet persecution of Christians in 1957.

As part of this tour, Renko dispelled myths about the Soviet church before the Senate Internal Security Subcommittee and again in 1958. Lev Zabko-Potapowich and his family commonly spoke at the Rotary Club on topics regarding religious rights. Harbuziuk spoke at many conferences, even presented lists of imprisoned Baptists to US diplomat Warren Zimmerman, and discussed religious persecution with Ronald Reagan.

Another powerful voice was Giorgi Vins. Vins was a Baptist pastor who was imprisoned for his faith. He became well known after being involved in a prisoner swap at the initiation of President Jimmy Carter in 1979. After coming to the United States, he received a hearing from the Senate, spoke to multiple presidents, and traveled around the world speaking on behalf of the Soviet church. This activism was later done on a grander scale through his organisation, the “International Representation for the Council of Evangelical Baptist Church of the Soviet Union”.

The efforts of the older generation are not forgotten but are revered. Kapran notes, “because of the old immigrants, it became possible for Christians to arrive [to the United States] in the nineties.”

Their role in influencing public opinion manifested itself in stronger policies against the USSR which culminated in liberating the church from Soviet oppression. Their past actions set the standard for the current diaspora and are guiding them in their fight for the current liberation of Ukraine and human rights.

Advocacy

Much has changed for UEBC since the collapse of the Soviet Union. The older generation has passed away and a new group of leaders have been filling their shoes. They have been actively helping Ukraine since its independence and enlarged their support after the Russian full-scale invasion. This has been done through providing humanitarian aid and advocacy.

Humanitarian aid has been the UEBC’s primary method of helping Ukraine.  Kapran notes that since the beginning of the invasion, they have raised over 500,000 US dollars and delivered multiple containers of aid to Ukraine.

Furthermore, aid was provided to Ukrainian refugees at both the Ukrainian-Romanian and the Mexican-American borders. Individuals like Rev. Peter Ivanov, pastor of the Ukrainian Baptist Church of Berwyn, have also played a key role, organizing a community donation drive to assist refuges. These efforts continue through organisations such as World Relief and Save a Life International.

Another avenue to help Ukraine has been political advocacy. Just as Harbuziuk spoke out against religious persecution and Russian imperialism, so are the current leaders. Through local media interviews, public engagements and official statements, the church representatives speak out about the persecution of Ukrainian Christians and the ongoing war.

Likewise, according to Kapran, over a thousand letters, emails, and phone calls, by members of the convention, were made to government officials regarding the latest Ukrainian aid package.

On his end, Kapran has been actively advocating for Ukrainian Christians. Even before the full-scale invasion, he raised concerns about Ukrainian Christian persecution. Since then, he has advocated for the passage of the Ukrainian aid package and is actively involved with the broader Ukrainian diaspora.

Yet for Kapran, the most important message to convey is that “in the occupied territories, there is a total persecution of Ukrainian Christians…this too needs to be talked and written about.”

Olexa Harbuziuk passed away on October 4, 1997, but the legacy he and his contemporaries left, endures. “People need to know our earlier history,” Kapran emphasises, “our Ukrainian diaspora was very active… they very clearly spoke out.” This history may be unknown to many within the Ukrainian diaspora, but the Ukrainian Evangelical Baptist Convention kept it alive.

Today, a new generation of leaders has taken up the baton, continuing the advocacy for both Christians and Ukraine, building on the legacy of their predecessors.

Eddie Priymak

Eddie Priymak

Eddie Priymak is a journalist and researcher who focuses on religion and politics in Eastern Europe.

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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.