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Identifying Ukraine’s investment potential

A new study highlights six areas for potential investment

May 23, 2024

6 min read

May 23, 2024

6 min read

Photo by Glib Albovsky on Unsplash.

In addition to replacing what has been lost to Russian destruction, the post-war reconstruction of Ukraine’s economy should be based on the principle of “build back better” and a green transition.  

Both, claim a major new report, will enable Ukraine to “leapfrog” and develop more technologically advanced sectors with higher value added. 

The report, Ukraine’s Future Competitiveness, was published this week by the Vienna Institute for International Economic Studies (wiiw) in collaboration with the Bertelsmann Foundation, makes it clear that Ukraine has potential—and identifies six areas of particular interest for investors: renewable energy; rare raw materials; metal processing; mechanical engineering; food; IT. 

Provided that a combination of industrial policy, an FDI-attraction strategy, and institutional and education reforms are applied, their further development will facilitate Ukraine’s integration into the EU economy, the report suggests. 

The report has three recommendations for EU policymakers—important given that the EU has taken the lead in aligning reconstruction efforts with the EU accession process. 

First, the EU should help Ukraine to overcome its weakness in attracting investment. The large-scale war has made this even more difficult, but focusing on Ukraine’s strengths offers opportunities that match the EU’s own transformation objectives along with its own evolving industrial policy agenda and the EU Green Deal.  

Centre stage should be given to helping Ukraine to develop a sustainable model for FDI attraction that goes beyond a race to the bottom on wages. 

Suitable measures include improving labour productivity by (fully) integrating Ukraine into educational, research and development and industrial policy programmes. 

Second, the EU should continue to increase Ukraine’s access to the EU market and integration into EU value chains in order to incentivise: Ukraine’s greater regulatory alignment; Ukraine’s direct and early involvement in EU initiatives related to EU trade standards and the EU Green Deal; digital market integration; and connectivity.  

From a holistic EU perspective and with a focus on reforms that are future-proof and long-term, temporary liberalisation measures should be made permanent instead of giving in to short-term and only supposed solutions of protectionist defence, and Ukraine’s comparative advantages should be used to elevate the EU’s sovereignty. 

Third, the EU should work with Ukraine to develop its industrial policy, tailoring recovery and reconstruction to build on the identified strengths and promising niches that the Ukrainian economy has to offer to the extent possible even during the ongoing war.  

With the Ukrainian economy demonstrating key capabilities for over two years now—such as resilience, flexibility, adaptability and even ingenuity—it stands to reason that Ukrainian industrial sectors can be made fit for the demands of the EU single market, the report says. 

The importance of FDI 

Attracting foreign direct investment (FDI) will be crucial for Ukraine’s success. These private funds are expected to play a vital role in reconstruction, as they are more flexible and diversified than money from public and state donors.  

In addition, they will bring technologies and help to forge business links, which in turn will foster swifter integration into the EU and the global economy. 

However, before Russia launched its full-scale war, FDI inflows into Ukraine had been very volatile and limited compared to the inflows into its neighbours. The most significant FDI inflows were registered before the 2009 global financial crisis, whereas Ukraine’s FDI inflows were close to zero or even negative in the 2014-15 period as well as in 2020. Furthermore, Ukraine has attracted one of Europe’s lowest FDI stocks per capita. 

In 2019 and 2021, Ukraine adopted several important laws aiming to stimulate FDI, including the law on concessions aiming to strengthen protection of creditors’ rights; the law on state support for investment projects with significant investments in Ukraine (known as the law on “investment nannies”), which includes state guarantees on stable legislation and tax exemptions, among other benefits; and the amendments to the law on industrial parts, featuring additional tax-related and infrastructural incentives.

However, according to business surveys,15 the significant backlog of FDI attraction is not sectoral regulations, but rather the protection of property rights and of the rule of law.  

This has been confirmed by Heritage Foundation indexes showing that Ukraine lags behind its peers in terms of protecting property rights and judicial effectiveness. 

“Ukraine is well endowed both with natural resources and high-skilled labour and has been deepening its economic integration with the EU, which could facilitate a bigger involvement of the country’s economy in the global value chains,” says wiiw’s Olga Pindyuk, one of the report’s authors.

“Security guarantees as well as institutional reforms in the areas of rule of law and property rights are the necessary pre-requisites for a large-scale foreign investment attraction.”

IT sector potential 

The report’s identification of the IT sector as one of six key drivers of Ukraine’s reconstruction is no surprise. The further development of its IT sector will be important, as the sector is highly resilient to security risks, has a positive development history, and is among the most promising technological sectors worldwide.

“Over the last decade, IT has become one of the most dynamic sectors in Ukraine, featuring solid export-oriented growth and accounting for about four per cent of the total value added in 2021,” adds Pindyuk.

“Prior to the full-scale invasion, the sector employed almost 300,000 people and the educational system regularly supplies significantly more IT graduates than its neighbours in Central-Eastern Europe (68 graduates per 100,000 residents in Ukraine compared to 23 in Poland, 46 in Hungary and 54 in Estonia).

“Thanks to its high resilience to the shocks of the war, Ukraine’s IT sector maintained its economic significance in 2022-2023 and remains quite competitive.”

There has also been recognition of the potential of Ukraine’s IT sector in recent weeks from TechChill, one of the largest tech events in the Baltics. Next month, a convoy of vehicles will be driven from Riga to Kyiv by entrepreneurs from Latvia followed by an ecosystem meetup in collaboration with Lift99 Kyiv Hub. 

The meetup is intended to bring together the Baltic and Ukrainian start-up ecosystems—to not only demonstrate support for Ukraine, but to learn from each other and share insights. Ukrainian start-ups will present their companies, and the Latvian delegation will present funding and growth opportunities within the Latvian start-up ecosystem. 

By bridging the Latvian and Ukrainian ecosystems, TechChill hopes to further strengthen the two ecosystems’ ties, as well as to bolster and support the Ukrainian people, economy, and start-ups, through soft-power measures. 

“We are very impressed with the resilience not only of Ukraine, but also the start-up community,” says Annija Mežgaile, TechChill CEO.  

“We hope to continue to strengthen ties with the Baltic startup ecosystem to benefit both. By driving to Kyiv we demonstrate unequivocally that we stand with Ukraine, and by bringing our start-up ecosystems closer together, we highlight that we have much in common to fight for.” 

Photo by Glib Albovsky on Unsplash.

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.