plant-based fillet steak
The great food reinvention
parallax background

Fool’s gold

Romania wants to sell residence permits just as Europe discovers why that's a terrible idea

October 17, 2025

5 min read

October 17, 2025

5 min read

Photo: Dreamstime.

Bucharest’s timing could hardly be worse. Romanian MPs want to flog residence permits to rich foreigners for 400,000 euros a pop—just as the rest of Europe slams the door on these dodgy schemes. The National Liberal Party’s new bill, now sitting in the Senate, promises five-year permits to anyone who parks their cash in Romanian bonds, property or shares. Wait five years and you can even bag a burgundy EU passport. The lawmakers say Donald Trump’s new American ‘golden card’ gave them the idea. Perhaps they missed the bit where America’s investment visa programme became a byword for fraud and abuse.

You’d think Romania’s politicians might have noticed what’s happening next door. In April, EU judges told Malta its cash-for-passports racket was illegal. Spain is killing off its scheme after locals got priced out of their own cities. Portugal banned property purchases from its golden visa menu after watching Lisbon turn into a playground for absentee landlords. Even the Greeks, who’ve pocketed 2.6 billion euros from their scheme since 2013, keep increasing the price to cool their bonkers property market. Yet here comes Romania, notebook in hand, ready to repeat every mistake.

These schemes always follow the same depressing script. Politicians spot a chance for easy money (something Romania badly needs). They swear blind that rigorous checks will keep out the riff-raff. The cash starts flowing—Greece’s billions, Portugal’s 7.3 billion euros windfall. Then reality bites. Young locals can’t afford flats because some oligarch’s third cousin needs a bolthole. The security services discover they’ve accidentally given residence to people they really shouldn’t have. By then it’s too late, the damage is done.

When money talks, standards walk

Romania believes it’s different. Its proposal demands sign-offs from spooks, money-laundering watchdogs and ‘other relevant institutions’. If that sounds familiar, it should. Cyprus made the same promises before its programme became a laundromat for dirty money. The Cypriots raked in 1.4 billion euros a year before the scheme collapsed under an avalanche of scandals. Malta spent years insisting its due diligence was watertight. Then reporters found it had handed passports to assorted crooks and chancers.

Golden visas are rotten from the start. Why should a factory owner from Shenzhen skip the queue while a programmer from Delhi jumps through hoops? One has money; the other has skills. Which one actually helps the economy? When countries put residence permits on sale, they tell the world that cash matters more than talent, entrepreneurship or hard work. It’s immigration policy designed by estate agents.

The timing stinks for another reason. Europe’s already nervous about Russian money and influence. Ukraine is still burning. Now Romania wants to roll out the welcome mat for anyone with a fat wallet? Intelligence services can run all the background checks they like. They still won’t know if that lovely gentleman from Moscow with interests in ‘import-export’ might cause problems five years down the line. Or ten. Or twenty.

The investment myth

Golden visa pushers always bang on about investment. Look at all that lovely foreign money, they say. But where does it actually go? Not into factories or start-ups or anything useful. It piles into mansions and apartments that sit empty eleven months a year. Singapore pulls in vast foreign investment without flogging residence permits. So does Switzerland. They do it the old-fashioned way: with decent institutions, educated workers and courts that actually work.

Romania could use some of that. The country sits near the bottom of European corruption rankings. Its bureaucracy moves at the speed of treacle. Foreign investors complain about arbitrary rule changes and officials with their hands out. Fix those problems and real investment will come. But that’s hard work. Selling passports to rich people? Much easier.

Brussels absolutely hates these schemes. Eurocrats know that one country’s lax standards become everyone’s problem. Give a Russian oligarch Maltese papers and he can swan around Munich or Milan as he pleases. The European Commission has been threatening legal action and launching lawsuits left and right. It’s made crystal clear that golden visas trash the whole idea of EU citizenship.

The bill always comes due

Watch what happens to these programmes. They start with fanfare. Ministers boast about the investment flooding in. Property developers pop champagne. Then locals realise they can’t afford to live in their own cities. The press starts digging into who’s actually buying these permits. Turns out it’s not always paragons of virtue. Eventually, someone discovers that a wanted fraudster has been living it up with an EU passport. Cue outrage, embarrassment and hasty programme closure.

Spain’s learning this now. So is Portugal. Ireland shut its scheme in 2023 after years of controversy. The smart money would be on Greece and Italy following suit within five years. These programmes don’t last because they can’t. The contradictions are too obvious, the costs too high.

Romania’s MPs claim they’ve studied what works elsewhere in Europe. It’s a strange conclusion to draw. Every scheme they cite as a model is either dead, dying or causing massive headaches. The lesson isn’t how to build a better golden visa programme. It’s that you shouldn’t build one at all.

The European Court of Justice put it best: citizenship means belonging to a political community. You can’t just auction it off to the highest bidder. Romania’s politicians seem to think they’ve found a clever workaround—sell residence first, citizenship later. But everyone can see through that wheeze. It’s the same bad idea in a slightly different wrapper.

Romania has real problems that need fixing. Its young people keep leaving for better opportunities abroad. Its infrastructure creaks. Corruption scares off legitimate investors. A golden visa programme solves none of these issues. It just creates new ones. The country would be better off learning from its neighbours’ expensive mistakes rather than insisting on making its own. But then again, that would require politicians to resist the lure of easy money. In Bucharest, as elsewhere, that seems to be asking too much.

Photo: Dreamstime.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

Share

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.