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Levelling the start-up

A wave of initiatives is empowering female founders, igniting a surge of innovation and entrepreneurship

July 9, 2024

6 min read

July 9, 2024

6 min read

The European start-up ecosystem is increasingly a hotbed of innovation and entrepreneurship. However, the gender gap in start-up leadership remains a significant issue, particularly in Central and Eastern Europe (CEE).  

Despite these challenges, the region is witnessing a burgeoning movement aimed at empowering female founders, with a series of programmes and initiatives designed to ensure that women are provided with the opportunities to shine.  

According to a 2023 report by Startup Europe, the percentage of start-ups with at least one female founder in CEE has risen to 25 per cent, up from 18 per cent in 2019. Nevertheless, while this progress is commendable, it is still behind Western Europe, where women make up approximately 30 per cent of start-up founders. 

Pilar Trucios is an investor and co-founder of Wa4steam, a growing international community of women angel investors seeking to expand women-led entrepreneurship. 

She believes that sometimes, women need to believe in their own abilities and not always look to men for answers. 

“We invested in a project founded by a talented woman who decided she needed a CEO. So she hired one, a man. I said, ‘no, you are the CEO’. He was a disaster and eventually she realised that she was indeed the best CEO for the job,” Trucios says. 

“This lack of confidence is a big issue for many women, because they have the skills and the abilities to succeed.” 

Deep-rooted cultural norms and biases also pose a significant challenge. Many women report experiencing gender discrimination and a lack of support from male counterparts and investors who doubt their capabilities. 

Diana Koziarska of venture capital firm Smok VC says that it’s important to ensure that girls are taught from an early age to be as ambitious as boys—in all fields. 

“At pre-school we were all given dolls to take care of, with care being the key word. Take care of a doll, then when we grow up, take care of a family. I think this plays a major role in how girls, when they become young adults, view things.” 

Angela Gusztos, RIS project lead at the European Institute for Technology’s (EIT) Health InnoStars initative, agrees. She says that research has shown that women tend to apply for jobs only if they see themselves as a 95 or 100 per cent fit for the post. “Men apply if they feel they are a 67 per cent fit,” she says. “This shows that it’s a matter of confidence—or a lack of it.” 

Encouraging women to make the most of the skills that they unquestionably possess is a key milestone on the road to empowering more female entrepreneurs, adds Gusztos, as well as teaching them those which they lack. 

“We carried out research amongst our alumni start-ups and it tapped into the idea of soft skills. What we identified is they want to learn more about communication, how to communicate their strengths, how to negotiate with a board of men, and how to identify the right investment,” she says. 

For Joana Pinto of Portugal’s Instituto de Telecomunicações, which exists to create and disseminate scientific knowledge in the field of telecommunications, analytical skills are also important.  

“Knowing what metrics to analyse, what data sets are relevant. With the right data you can bring in another key skill, critical thinking, which will allow you to deep dive into the problem and find a way of solving it,” she says. 

Access to finance 

One of the most significant barriers for female founders is access to capital. Despite the growing venture capital scene, women receive a disproportionately small share of investment. A study by Deloitte in 2022 revealed that only 12 per cent of venture capital funding in CEE went to female-founded start-ups. 

For Diana Koziarska, diversity is key. Diverse companies building diverse teams see more revenue and are more profitable, she says. 

“Diversity has an impact,” she adds. “If you have diverse team, you have diverse perspectives. You understand different audiences, different customers. It allows you to better scale the company and your products.” 

The good news, suggests, Angela Gusztos, is that VCs are increasingly likely to fund impact start-ups, and female-led companies are more likely to be impact projects. 

But she adds that VCs also need to take part in workshops and training sessions in order to, “learn about how they can value female-led companies”. 

The importance of community 

Ultimately, however, it is rethinking education that will likely be crucial for the development of the female-led entrepreneurial ecosystem—and this must include more role models showing that women can be successful in any fields. And with effective networking also important for start-up success, it does not help that many female founders find themselves excluded from key networking events and opportunities, which are often dominated by men. It is here that initiatives, such as those run by EIT, come into their own. 

“It’s important to be part of a community that has these role models,” says Gusztos. “It’s huge. EIT runs a programme called Women In Venture, specially designed for women who are interested in being entrepreneurs, but they don’t have a company yet or may be at a very early stage. We also run JumpStarter, where there is a 50-50 split between male and female-led start-ups,” she says. 

Joana Pinto, who has been part of EIT, agrees. 

“Being part of the right community can make a huge difference for a first-time founder,” she says. “My experience is that EIT gave me the opportunity to meet with mentors and engage with people who were key players in the industry that I was about to enter.” 

Empowering female founders in Central and Eastern Europe is not just a matter of equity; it is essential for driving economic growth and innovation.  

The region has made commendable progress, but there is still much work to be done. By continuing to break down barriers and create supportive environments for female entrepreneurs, CEE can unlock the full potential of its start-up ecosystem.  

With sustained efforts from all stakeholders—governments, investors, and the start-up community—female founders in CEE will undoubtedly continue to thrive and contribute to a more dynamic and inclusive economy. 


Angela Gusztos, Diana Koziarska, Joana Pinto, and Pilar Trucios were speaking with Emerging Europe’s Andrew Wrobel at the Women in Tech Summit, held in Warsaw in June. You can watch the full discussion below.

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.