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Cybersecurity made easy

Cybersecurity is often an afterthought. Moldova wants to change that

October 9, 2025

5 min read

October 9, 2025

5 min read

Photo: By & © Iurie Gandrabura.

At a peaceful café tucked inside a Chișinău park, life feels safe. But invisible threats are everywhere. Aliona Levca, the founder of the Pinky CyberSafe start-up, sees them clearly. She sips a lemonade and tells us that almost any company in any country risks being attacked. She just met some of them, wearing a Pinky-branded T-shirt. 

“There is no such thing as being safe online,” she notes. “If something is connected to a website and can be accessed by a client, it can be accessed by a hacker.”

Security for all

Levca knows what it feels like to clean up after a cyberattack. Before founding Pinky CyberSafe, she worked for years abroad and served as a risk consultant for major Moldovan companies. She’s seen how much companies lose in time, reputation, and money because they think cybersecurity is for later.

“The biggest problem is that companies treat cybersecurity as something optional. Especially small ones. What you see in the media is about big companies, but small ones are easy targets. They’re low-hanging fruit,” explains Aliona, referring to the fact that not everyone knows what minimum protection looks like. 

A couple of years ago, Levca began building Pinky CyberSafe: an automated platform that scans company infrastructure, detects vulnerabilities, and immediately suggests how to fix them in simple language.

It’s like a virtual Chief Information Security Officer, as Levca puts it.

Aliona Levca, founder of Pinky CyberSafe. Photo: © Iurie Gandrabura

Her idea inspired others. Pinky CyberSafe was selected for the EU-backed EmpoWomen programme, a competitive deep-tech accelerator supporting women-led start-ups across Europe. It’s now positioning itself as a go-to cybersecurity tool for small businesses in any country.

Women in Moldova make up around 43 per cent of the ICT workforce. It is a figure well above many regional averages. In addition, national programmes such as the 30-million lei (1.5 million euros) Women’s Entrepreneurship Support Programme are helping boost female-led start-ups like Pinky.

Prevention before defence

Moldova’s private sector is still new to cybersecurity. Some companies might not even notice or report attacks. Most of Pinky’s current users are small and medium enterprises that don’t have in-house security teams or IT staff.

After scanning a website or online service, it generates a custom report with severity rankings, suggested actions, and diagrams explaining each vulnerability. “It’s not about scaring people. It’s about making it easy to act,” Levca says. “For a company here in Moldova, we stopped their enormous losses in just five minutes.”

Pinky’s scanning engine runs continuously. Clients receive automatic alerts when new issues arise. In the future, Pinky plans to add smart decoys, or ‘honeypots’: fake targets that attract hackers and keep them away from real company data. “We want to make honeypots easy, self-deployed, with no technical knowledge needed,” Levca says.

From software to strategy

The systematic attitude in cybersecurity was exactly what a Romanian software entrepreneur, Marius Dumitrașcu, sought to empower in Moldova. With nearly two decades of experience, Marius is a managing director at Codwer, a global tech company.

Now, he is also the head of research and training at CyberCor, Moldova’s national cybersecurity institute. CyberCor launched Moldova’s first national educational cyber platform at CyberCon in 2024. Its students are already representing Moldova in international training programmes, including a summer school in Estonia alongside peers from the US and Singapore.

Marius Dumitrașcu (left) at a CyberCor event. Photo: National Institute of Innovations in Cybersecurity

“I arrived without a laptop, without plans to work,” Dumitrașcu confesses. “Just to relax with friends,” he recalls. But the people, the pace, and the underused potential pulled him in. He began teaching at the Technical University of Moldova and saw a gap: students needed more hands-on training in cybersecurity.

“They knew how to answer theoretical questions, but not what to do when a ransomware alert popped up on a live system. But the core governmental infrastructure in Moldova is great. Moldova has one of the best digitalization programs in the government. I’d say it’s above Estonian,” says Marius. Thus, the mismatch between curriculum and crisis became one of CyberCor’s core missions.

“Instead of theory, we let students touch the wires;” Marius points out.

How does Moldova defend itself?

In a country where much of the digital security infrastructure is still emerging, solutions like Pinky and initiatives like CyberCor are doing more than patching technical gaps. They are shaping public perception and are part of a bigger picture. 

Moldova’s cyber defence isn’t just up to volunteers and start-ups. 

In 2023, the country passed its first cybersecurity law and set up a new agency to protect key systems. The E-Governance Agency runs the government’s online services.

“You can move fast here. You have access to people. If you have a good idea, and you’re serious, things happen,” notes Levca.

Still, the system remains fragile, but not unprepared. As Dumitrașcu puts it: “We’re dealing with a space that wasn’t taken seriously for a long time. Things are changing slowly. In terms of digitalisation, Moldova is one step ahead of other countries in the region.” 

Levca notes increased interest from public institutions. “There’s openness. Sometimes the bureaucracy is slow, but people are listening.”

Despite challenges, Levca emphasises the importance of this phase in Moldova’s evolution. “We’re in that in-between moment. Not a blank page anymore, but not a full one either. It’s an opportunity to do it right before habits form, before things get rigid.”

Photo: By & © Iurie Gandrabura.

Iurie Gandrabura

Iurie Gandrabura

Iurie Gandrabura is a Moldovan journalist, fixer and photographer.

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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.