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Chișinău returns

Every fourth Moldovan lives abroad. But some are coming home

April 13, 2024

8 min read

April 13, 2024

8 min read

Photo: Dana Muntean at a Moldovan wedding: always a good reason to return.

Dana Muntean, a Moldovan living in the Netherlands, senses more hope every time she goes back to her homeland—four times just last year. She sees young people challenging the status quo, embracing critical thinking, and wishing to join the European Union. 

“There is something special going on in Moldova now, and I feel like whoever returns now can feel as if they are part of the big transformation,” Dana says. They would leave a legacy behind, she believes.

Muntean isn’t alone in sensing the momentum. Conversations in the Moldovan capital Chișinău’s central park echo sentiments similar to those of Dimitri Malinowski, who now lives in the Netherlands. He’s optimistic about Moldova’s shift toward the European Union. He sees corruption as the main obstacle for his homeland. Dimitri thinks that honest and talented Moldovans abroad could bring the change and replace the old, dishonest mentality.

But is moving back on the table? “There is a slight chance. It’s our country; we are culturally addicted to it. We love the food, wine, people,” says Malinowski, but he is uncertain. 

Muntean would like to return one day, but not permanently. “I think having a husband who’s not originally from your country makes things a bit more difficult because we need to find a formula that works for both of us,” says Muntean, who is married to a Portuguese. But she will carry on contributing from abroad. Her NGO offers global mentorship programmes for Moldovans to guide them through challenges.

“I do want to see Moldova as a united nation, embracing its multicultural population and being a hero of our story rather than a victim. I see a prosperous future because I know we are working hard for it,” says Muntean.

No sign of a trend. Yet 

Moldovan demographers seem almost ready to give up on the idea of the diaspora ever permanently returning in large numbers. 

“We have lost them,” says Tatiana Tabac, a sociologist and demographer at the Centre for Demographic Research of Moldova. For ten years, she has been focusing on research about the diaspora. This word is ingrained in the hearts of every Moldovan, while in many other countries, it’s rarely heard in everyday life.

Tatiana Tabac explains that from 1998 to 2020, over 940,000 people left Moldova. According to World Bank estimates from 2017, there are approximately 1.025 million Moldovan migrants.

“Moldova’s population has decreased by 20-25 per cent due to international migration over the last 30 years,” she says.

There is no indication of a trend towards returning, primarily due to inadequate data.

“People are not required to declare their departure or return,” Tabac explains. The volume of departures can be estimated, however, based on data from destination countries.

What data there is data suggests that each year, around 1000-2000 returning migrants register as unemployed, primarily pensioners or pre-pensioners. Tabac has noticed the return of mainly female migrant workers from Italy, and mainly male migrant workers from Russia and Poland, who have reached an older age.

Drive to make a change

But there are also some exceptions—young, educated individuals returning with a drive to make a difference.

Elena Druță is one of them. “When I returned, nobody understood why,” she remembers well. 

Druță moved to Italy to study political science in 2005. The decision to leave was quite easy since her mother already lived there, so she joined her. Her father, sister, and her family followed suit, and suddenly, this whole Moldovan family was living in Italy.

“When we left, we initially planned to stay for a certain period, but that planned duration extended longer than expected. However, the idea of returning home never left us,” Druță says. 

In 2013, after graduating from university in Parma, she was the first in her family to return to Moldova. It was a much darker place back then. Corrupt politicians orchestrated the theft of one billion US dollars from the country’s banks in the following years. Starting a new life back in her homeland was difficult at first. Besides, returning is also often viewed as a failure amongst Moldovans, Elena explains.

She spent two more years in Italy and permanently moved back to Moldova in 2018 with her family, being a young mother herself. Her parents followed in 2021. Last year her sister’s family returned, bringing everyone from Italy back to Moldova. Druță, a political science alumna, is now an advisor on the diaspora to the Moldovan president.

“When I came back, it was very clear to me that I would be an active citizen. I wanted Moldova to be a European country. I wanted Moldova to be a democratic country,” she explains.

Two weeks turned into months

Now, with the diaspora the field in which she works, Druță has discovered that many Moldovans living abroad have limited information about their home country, which hinders their decision to return.

“They don’t know about the good salaries available in Moldova, especially in areas where professionals are needed, like IT and public institutions,” Druță explains. 

She still notices many people returning. “I see a lot of good examples in the public institutions and also in the business sector of professionals that come back.”

Natalia Bejan is one example. “Moldova is a big enough challenge. We can do so many things differently here, so much to change. This is what excites me,” says Bejan, who first worked as the executive director of the Startup Moldova Foundation but has now moved on to lead the Invest Moldova Agency.

She’s back in Moldova, after living in 15 different countries, mostly China and Czechia, consulting companies and corporations.

Natalia Bejan

She first moved to Prague to study. “I was sure that I want to be back when I am finished with my masters,” Bejan acknowledges. She moved back after the Covid-19 pandemic broke out. 

“In Moldova, the rules weren’t so strict. Restaurants were open. In Prague, everything was closed,” she remembers. So, her two-week visit turned into four months. “Then I felt for the first time that I didn’t want to leave. I didn’t want to go back for the first time in years.”

Tatiana Tabac also notices that some Moldovan migrants return home with fresh ideas and skills gained abroad. ”Although relatively rare, there are still remarkable examples of young, active, and enthusiastic migrants returning to Moldova,” sociologist and demographer adds.

They are driven by patriotism or a strong connection to their country. 

Forecasts of decline

For all this, forecasts suggest that the population of Moldova will likely decrease even further. Soon, just two million people—or even fewer—will be living in the country, indicating another decrease of half a million.

The Centre for Demographic Research made a forecast for Moldova’s population from 2019 to 2040. It shows that it’s necessary to reduce the number of people leaving the country significantly.

In one, median, scenario, Moldova’s population is expected to drop to 1.9 million by 2040. However, in a more optimistic scenario, the population is estimated to be a little over two million.

Everything depends on whether Moldova continues on a progressive path; the possibility of becoming an appealing home to raise children is not ruled out. Of course, the outcome of the Russian war on Ukraine will play a crucial role in determining Moldova’s future.

Roman Sorocan is one of those who has made peace with never returning permanently to  Moldova.

He was only 16 when he first got the opportunity to study in Colorado. After high school, he moved to Bulgaria to study and has visited over 50 countries since. “The key reason I left was my intention to get international exposure and education.”

Sorocan lives in London with his wife, who is also Moldovan, and newborn baby. There is a Moldovan shop not far from their house in London, so they can have a taste of home anytime of the day. “This will be the city I will spend the rest of my life in,” he says. 

Hubbing it up

He has had some thoughts of returning. At one point, he really wanted to come back.

“However, since I had my first child, my world has shifted massively, and I think I’ve made my peace with the fact that I will never go back,” he admits. He feels more like a tourist in the country where his parents live.

“The only reason I would go back is for a few years in case there is a massive business opportunity,” says Sorocan, who fears that Moldova is still far from offering opportunities in his field—artificial intelligence. 

“Western European cities are the main hubs for advanced tech and have a massive network effect when it comes to my industry. Hence, a lot of people who are in banking, technology, advertising, and other well-paid global roles would not consider going back.”

As his story illustrates, the global trend of professionals seeking opportunities abroad, and perhaps ignoring what might be possible as home, is clear. It would be in Moldova’s best interest to start to position itself as one of those hubs in order to retain its talent and foster growth—and to encourage more of its skilled diaspora to return.

Photo: Dana Muntean at a Moldovan wedding: always a good reason to return.

Tiina Kaukvere

Tiina Kaukvere

Tiina Kaukvere is an award-winning journalist living and working in Moldova.

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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.