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Economy in focus: Romania

Steady growth masks a wide range of problems for the Romanian economy

June 7, 2024

6 min read

June 7, 2024

6 min read

On paper, things look good for Romania. Economic growth, limited to just over two per cent in 2023, looks set to rebound in 2024 to around three per cent. The country is politically stable and while not supporting neighbouring Ukraine with the fervour and commitment (and money) of the Baltic states, it has allowed Kyiv to reroute much of its grain exports through the port of Constanța. 

Nevertheless, ahead of European and local elections that take place this weekend, on the streets of the country’s towns and cities, there is an underlying feeling that real progress has been sacrificed on the altar of stability.  

The current coalition arrangement between the country’s two largest political parties, the Social Democrats (PSD) and the Liberals (PNL), has stifled any attempt at genuine reform of a bloated public sector, the inefficient justice system, the failing education system, and has halted the process of digitalisation. Poor road and rail infrastructure hampers trade. The parties are running on a joint ticket in the European Parliament election and will likely do so in the country’s own parliamentary vote in December. 

An underperforming economy  

In brief, as well as Romania is unquestionably doing, it is underperforming; its potential is going unfulfilled.

Even its growth forecasts for 2024 are full of caveats. The European Union forecasts growth of 3.3 per cent, but this optimism is tempered by the International Monetary Fund, which forecasts a growth rate of 2.8 per cent. Most forecasts place growth estimates at around (or just under) three per cent, rising slightly in 2025. 

The Vienna Institute for International Economic Studies (wiiw), which estimates growth of three per cent in its latest economic forecast for the Central and Eastern European region, notes that bullish household demand will be hampered by sluggish foreign demand and the slow arrival of EU funds.  

The political landscape in Romania adds further layers of complexity to the economic forecast. Romanians will vote five times in 2024—firstly, this weekend, in European and local elections, and then in parliamentary and two rounds of presidential voting later in the year. 

The current, largely ineffective president, Klaus Iohannis, cannot run for a third term. But as 2024 nears its midpoint, there is still no clear favourite to replace him. Both Prime Minister Marcel Ciolacu (PSD) and his predecessor and coalition partner Nicolae Ciucă has made it clear that they both want the job. Tensions between the pair could threaten the stability of the coalition as the September presidential vote nears.  

A possible compromise candidate might be Mircea Geoană, deputy secretary general of NATO. Despite not yet officially announcing his intention to stand for president, Geoană regularly tops polls (including a poll published this week), well ahead of both Ciolacu and Ciucă. 

Elections prevent fiscal consolidation 

The busy electoral calendar has made badly needed fiscal consolidation and structural reforms difficult to achieve, with political parties more focused on campaigning than on governing. “Fiscal austerity will not be implemented in the current election year,” notes wiiw. 

Moreover, Romania’s fiscal position remains weak, leaving the country vulnerable to external shocks. The structural budget deficit is well above sustainable levels, and while efforts to improve expenditure efficiency and tax collection are needed, the path to fiscal health is fraught with challenges. The current account deficit, projected to narrow moderately to around six per cent of GDP, remains a concern.  

Fiscal consolidation would also contribute to supporting restrictive monetary policy by reducing demand pressures at a time of high inflation. The country has the EU’s highest rate of inflation, which, although falling, remained at just under six per cent in April, more than double the inflation rate in the euro area (2.4 per cent). 

A 12 per cent hike in the minimum wage, announced this week (suspiciously close to the elections), is unlikely to help.

According to the Organisation for Economic Co-operation and Development (OECD), which published a survey of the Romanian economy last month, high levels of investment will nevertheless support the economy together with recovering external demand, while cost pressures on households will gradually ease. 

The OECD also notes that higher pension ages will mitigate fiscal pressure from population ageing. However, government revenues remain too limited to fund emerging spending priorities. A digital tax administration is needed to tackle evasion and lift tax revenues. Other priorities are to shift more goods and services onto Romania’s standard value-added tax rate and eliminate distortive and unfair income tax expenditures. 

The labour force needs more female participation 

One of the key recommendations made by the OECD is the need to bring more women into the workforce.  

Labour force participation has not risen enough to make up for outflows of working-age Romanians abroad, despite record levels of inward migration, primarily from South Asia. 

Women remain underrepresented in the workforce, with generous parental leave encouraging mothers to step back from work to care for children. Childcare shortages also make it harder for young families to keep up two jobs, the OECD suggests. 

Better availability of formal early childhood education and childcare would make it easier for parents to return to work after having children. Continued investments in teacher training and schools are also needed to improve educational outcomes, with more help better targeted to those in vulnerable communities. 

A greener economy

Where Romania has seen real progress in recent years is in its transition to clean energy. A recent report from Bankwatch, a network of grassroots, environmental and human rights groups across Central and Eastern Europe, suggests that the EU’s Green Deal, and its approach of combining a lift in climate ambition with new financial and other support instruments, has started to change the perception of the CEE region as a laggard when it comes to clean energy transition. Romania (along with Latvia) is cited as a “front runner” in renewable energy deployment.

Romania saw use of fossil fuels in the power sector fall by 31 per cent from 2019 to 2023, corresponding to a 20 per cent increase in the share of renewables. Its share of renewables in power generation in 2023 was 50.4, well above the EU average of 23 per cent and above even the EU’s binding renewable energy target for 2030 (42.5 per cent).

There are still challenges, however, such as a lag in grid expansion to support increased renewable capacity. The report also notes that a lack of coherence and integrated measures in strategic documents, like Romania’s National Energy and Climate Plan, adds complexity to the transition.

Meanwhile, the weakening of environmental protection legislation, particularly concerning hydropower projects, poses a significant threat to biodiversity.

Craig Turp-Balazs

Craig Turp-Balazs

Craig Turp-Balazs is head of insight and analysis 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.