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Europe arms up

As Brussels loosens the purse strings, defence tech start-ups across emerging Europe eye a windfall

April 28, 2025

6 min read

April 28, 2025

6 min read

Photo: Dreamstime.

With Russia’s artillery thundering less than 1,000 kilometres from Warsaw, the European Commission has made its most decisive move yet to bolster the continent’s defence capabilities.

A new regulation proposed last week will fundamentally reshape how EU funds flow to defence firms—particularly benefiting the hungry young companies sprouting across Central and Eastern Europe.

The changes amount to nothing less than a quiet revolution in EU funding philosophy. Historically, Brussels maintained a firm firewall between civilian spending and military matters. Now, that wall is being strategically dismantled. The new regulation will allow EU funds to be redirected to defence projects with unprecedented flexibility, opening floodgates of capital for emerging European defence contractors previously starved of institutional investment.

New money, new players

The regulation represents a profound shift in EU thinking. For decades, defence funding has been fragmented along national lines, with American and Western European firms dominating the market.

Firms from Poland to Romania have struggled to compete, lacking both the capital and institutional connections of their Western rivals.

The regulation’s most impactful measure expands the Strategic Technologies for Europe Platform (STEP) to encompass defense technologies explicitly. This change will enable promising projects to receive a coveted ‘STEP Seal’, unlocking access to multiple funding streams simultaneously—a game-changer for capital-intensive defence start-ups in countries such as Poland, Romania, and the Baltic states.

Defence tech firms across emerging Europe have long operated with limited resources, often bootstrapping their way through initial development cycles. With these new funding mechanisms, companies developing everything from electronic warfare systems to advanced drone technologies will now have access to substantially deeper pockets.

Ukraine’s brutal lesson

The shadow of Ukraine looms large over this policy shift. The war has been a brutal proving ground for military technologies and a wake-up call for European leaders. Ukrainian forces’ innovative deployment of commercial drones retrofitted for combat has demonstrated that nimble start-ups can sometimes outperform defence giants when it comes to battlefield adaptation.

This lesson has not been lost on policymakers. The new regulation deliberately focuses on areas where emerging European defence firms have shown promise: drone technology, cybersecurity, electronic warfare, and autonomous systems. Companies working in these spaces stand to benefit most from the funding changes.

The regulation specifically highlights artificial intelligence as a priority area—a sphere where Eastern European tech talent has already established significant expertise. Cybersecurity firms from countries like Estonia, which faced pioneering Russian cyber attacks in 2007, have built world-class capabilities born of necessity.

With American commitment to European defense increasingly uncertain, the regulation acknowledges a stark reality: Europe must develop its own defense industrial capacity, and quickly. This imperative is driving investment toward the continent’s eastern flank, where the Russian threat is most acutely felt.

“By incentivising defence-related investments and supporting innovation in defence technologies, we are ensuring that Europe’s defence industry remains competitive, agile, and prepared to respond to evolving security challenges,” says Andrius Kubilius, the Lithuanian European Commissioner for Defence and Space.

Dual-use bonanza

Perhaps most revolutionary is the expansion of Horizon Europe and the Digital Europe Programme to explicitly include dual-use technologies—innovations with both civilian and military applications. This change will allow companies to develop technologies under civilian funding streams that can later be adapted for defence purposes.

Many emerging European defence firms began in adjacent fields—agricultural drones, civilian cybersecurity, or commercial communications—before pivoting toward defence applications. The new dual-use provisions legitimise this path, removing administrative barriers that previously forced companies to maintain artificial separations between their civilian and military work.

The Digital Europe Programme’s new mandate to support AI gigafactories could particularly benefit the region. These facilities will develop machine learning systems applicable to both commercial sectors and defence needs like threat detection, battlefield awareness, and autonomous systems.

Eastern Europe’s combination of strong technical education systems and lower operating costs creates ideal conditions for such facilities. Countries from Poland to Bulgaria have produced world-class technical talent but have often seen their best graduates migrate westward. These funding changes could help reverse that brain drain.

Military mobility and infrastructure

For emerging Europe, situated on NATO’s eastern flank, the enhanced support for military mobility through the Connecting Europe Facility (CEF) could prove transformative. The region’s Soviet-era transport infrastructure has long been a strategic vulnerability—one that the new regulation specifically addresses.

The expanded CEF digital programme will support dual-use digital capacities like cloud computing, AI systems, and 5G communications networks—all critical for modern defense operations. As the EU’s frontier states, countries like Poland, Romania, and the Baltics stand to benefit disproportionately from these investments.

Infrastructure improvements will create ripple effects throughout the regional defense ecosystem. Better transportation networks enable faster deployment of forces, while improved digital infrastructure supports the data-intensive applications that modern defense technologies require.

Who benefits most?

The true winners under this new regime will be companies that combine technical innovation with strategic awareness. Poland’s WB Group exemplifies this approach. Starting as a small radio communications firm, it has grown into a significant player in the defense technology space, focusing on specialised capabilities that larger Western companies overlooked.

Similarly, Czech aircraft manufacturer Aero Vodochody has reinvented itself by focusing on specialised training and light attack aircraft rather than competing with aviation giants. Its L-39NG trainer has found a market niche that larger companies had neglected.

Romania’s defence sector has shown remarkable growth in recent years, leveraging the country’s software engineering talent to develop advanced command and control systems. Bulgarian firms have carved out specialties in secure communications, while Baltic companies excel in counter-drone and cyber defence solutions.

The path ahead

While the regulation creates unprecedented opportunities, challenges remain. Defence procurement remains notoriously complex, with national security considerations often trumping efficiency and innovation. Many emerging European defence firms lack the institutional knowledge to make the most of the opportunities.

Industry associations across the region have begun establishing knowledge-sharing networks and mentorship programs. The Baltic Defence Innovation Association represents one such effort to help start-up founders understand the byzantine world of defence contracting.

The Commission’s promise of an Omnibus Defence Simplification Package in June 2025 offers hope that these bureaucratic hurdles may be lowered. Until then, the most successful firms will be those that can speak both the language of innovation and the dialect of defense procurement.

As Russian aggression continues and American commitment wavers, Europe has finally recognised that security requires investment. For the scrappy defence innovators of emerging Europe, long overshadowed by Western giants, that recognition couldn’t come soon enough. The continent’s security may soon depend on them.

Photo: Dreamstime.

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.