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The blockchain ballot

Romania's crypto-secured election points to a new era of digital governance

May 28, 2025

7 min read

May 28, 2025

7 min read

Nicușor Dan. Photo: Dreamstime.

When Nicușor Dan emerged victorious in Romania’s presidential election on May 18, securing 54 per cent of the vote against hard-right challenger George Simion, it marked more than just another triumph for pro-European forces over populist nationalism.

Dan’s victory came after months of political turbulence that had exposed Romania to accusations of Russian interference, yet ultimately showcased one of Europe’s most ambitious experiments to date in using blockchain technology to secure democratic processes.

Gone—it would appear forever—are the days when Romanian elections could be tainted by the multiple-voting scandals that once plagued the country’s democratic credibility. The immutable nature of blockchain has rendered such electoral chicanery not merely difficult, but mathematically impossible.

The country’s new president, a mathematician of some renown and outspoken supporter of further digitalisation, no doubt approves.

Increasing trust in data integrity

Last year, shortly before Romania’s first attempt at electing a new president was annulled by the country’s highest court amidst allegations of a Russian social media influence operation impacting the vote, Romania had become the first EU country deploy blockchain technology for counting and validating votes in a national election.

The country’s electoral authority, working with the Special Telecommunications Service (STS), deployed a real-time portal where results could be tracked, with data recorded on the European Blockchain Services Infrastructure (EBSI)—a network spanning all 27 EU member states as well as Norway and Liechtenstein.

The technology proved its worth during this month’s election re-run. Data sets collected at polling stations were recorded as transactions on the blockchain, containing both public information and a hash of private data whose privacy was guaranteed throughout the process.

Citizens could monitor vote counting live through a public dashboard, transforming what is often an opaque process into one of unprecedented transparency. As the STS noted, the system aimed to, “strengthen the resilience of the Romanian electoral system, by ensuring traceability and increasing trust in data integrity”.

It made accusations by Simion’s supporters of mysteriously large numbers of votes being added to Dan’s tally look quite ridiculous.

Beyond the ballot box

Romania’s experiment represents something far more significant than a technological fix for electoral security. It signals the maturation of blockchain from its shady cryptocurrency origins into a versatile tool for public administration—what one might call the coming of age of govtech.

The technology’s core promise—immutable, transparent record-keeping without the need for a central authority—addresses fundamental challenges that have plagued public services for centuries: corruption, inefficiency, and lack of trust.

Consider the breadth of applications already being explored. In Georgia, over 1.5 million land titles have been registered on blockchain since 2018, allowing citizens to receive digital certificates with timestamps and cryptographic proof of ownership.

This has effectively solved the property disputes that historically plagued the country. Estonia, ever the digital pioneer, has integrated blockchain into its e-Residency programme, while Denmark’s Liberal Alliance party uses a blockchain-based e-voting system for national elections.

Potential applications extend further still. Supply chain management, long the bane of government procurement officers, can be revolutionised through blockchain’s ability to track goods from origin to destination. Military equipment, medical supplies, and infrastructure materials can all be monitored through immutable ledgers that reduce fraud and mismanagement.

When Hurricane Katrina-style disasters strike, blockchain can ensure relief funds reach genuine victims rather than fraudsters.

Perhaps most transformatively, blockchain offers a path toward true digital identity—what technologists call ‘self-sovereign identity’. Citizens could maintain granular control over access to their personal data while ensuring information remains instantly verifiable. The World Bank estimates that 850 million people worldwide lack any form of legal identification—blockchain could provide these digital outcasts with a pathway to formal participation in the global economy.

The sceptics’ chorus

However, for all its promise, blockchain in government faces a chorus of scepticism; some of it from conspiracy theorists, but some of it well-founded.

Computer security experts have been particularly vocal about voting applications. There is ‘nearly universal consensus’ among experts that no technology available today, including the blockchain, can adequately secure an online public election against all potential threats. The blockchain can do little to prevent the kind of external social media manipulation that forced the annulment of Romania’s 2024 presidential election.

Other vulnerabilities are numerous: denial-of-service attacks can disrupt blockchain systems just as easily as conventional servers, while malware on voting devices can change votes before they ever reach the blockchain.

Furthermore, the challenges extend beyond technical concerns. Blockchain projects often suffer from what might be termed ‘solution-in-search-of-a-problem syndrome’. Many government processes work perfectly well with existing technology, and adding blockchain complexity without clear benefits serves mainly to create consulting opportunities for technology firms. Implementation costs can be enormous, and the energy consumption of some blockchain networks raises environmental concerns.

More fundamentally, blockchain’s decentralised ethos sits uneasily with the hierarchical nature of government. Democratic legitimacy derives from accountable officials making decisions through established processes—not from ‘code is law’ algorithmic governance. When Estonia suffered a major cyber attack in 2007, it was traditional government processes, not the blockchain, that restored public confidence.

A regulatory superpower

Despite these limitations, the gravitational pull toward blockchain in government appears inexorable. The technology addresses a fundamental challenge of modern governance: how to maintain public trust in an era of declining faith in institutions.

When citizens can independently verify government claims—whether about election results, land ownership, or procurement spending—the traditional dynamics of trust shift dramatically.

The European Blockchain Services Infrastructure that underpinned Romania’s election represents a particularly sophisticated approach. Rather than allowing individual nations to develop incompatible systems, the EU has created a shared platform that maintains national sovereignty while enabling cross-border coordination. This reflects Brussels’ broader strategy of positioning Europe as a ‘regulatory superpower’ that shapes global technology standards.

Romania’s wider blockchain ambitions extend well beyond elections. The country operates an NFT trading platform through its National Research Institute for Informatics, while the state news agency Agerpres now publishes official news on blockchain. These initiatives reflect a comprehensive strategy to position Romania—historically seen as a laggard in EU digital rankings—as a blockchain pioneer.

The implications stretch far beyond Romania’s borders. As governments worldwide grapple with disinformation, election security, and declining public trust, Romania’s experiment offers a potential template. The technology’s ability to create tamper-proof records while maintaining transparency could prove particularly valuable in fragile democracies where electoral legitimacy remains contested.

The long game

However, the true test of blockchain in government will not be its technological sophistication but its political sustainability. Technology projects that require citizens to change established behaviours often fail, regardless of their technical merits.

Blockchain voting, for instance, may be cryptographically secure but politically unacceptable if it reduces turnout among older voters uncomfortable with digital systems.

Success will likely come through gradual integration rather than revolutionary transformation. Romania’s approach—using blockchain to enhance existing processes rather than replace them entirely—offers a more promising path than grand visions of algorithmic governance. By focusing on transparency and verifiability rather than full automation, governments can harness blockchain’s benefits while maintaining democratic accountability.

The technology’s evolution from cryptocurrency speculation to government infrastructure reflects a broader maturation of the digital economy. Just as the internet transformed from a academic curiosity into essential infrastructure, blockchain is settling into its role as a specialised tool for solving specific institutional problems.

Romania’s presidential election may be remembered not just for Nicușor Dan’s victory over populist forces, but as the moment when blockchain technology proved its worth in democracy’s most fundamental process.

Whether this technological transformation strengthens or weakens democratic governance will depend on implementation details that extend far beyond code. The challenge for governments is not merely technical but political: how to harness blockchain’s transparency benefits while preserving the human judgment and accountability that remain essential to effective governance.

Romania, for once, has shown the way forward. The question now is whether others will follow.

Nicușor Dan. Photo: Dreamstime.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.

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