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‘Now is the time to invest in Moldova’

Deputy Prime Minister Dumitru Alaiba talks about the country’s ambitious agenda

June 14, 2024

6 min read

June 14, 2024

6 min read

A state that respects its citizens and provides them with services and information—not a state that sends its citizens on a bureaucratic paper chase every time they need to get something done.

That, says Dumitru Alaiba, Moldova’s deputy prime minister and minister of economic development and digitalisation, is one of the underlying concepts behind the country’s digital transformation, which was on full display last week at the Moldova Digital Summit—a showcase for Moldova’s progress so far, and a demonstration of its further potential.

“For years, our entrepreneurs had to travel outside of the country to attend an event such as this,” adds Alaiba, pictured above on stage at the summit. “Now we have an event that rivals anything in the region.”

Increasingly, Moldova has a digital society that can rival anything else in the region too. One of the highlights of the summit was the launch of EVO, an app designed to bring Moldova’s people—and businesses—closer to public services.

The app incorporates a number of digital documents—ID card, driver’s license, registration certificate—in a secure and simple way, and carries the same legal power as physical documents— it was Alaiba who pushed through the relevant legislation last year. To demonstrate, Alaiba pulls out his phone and shows me his ID card—stored digitally in the app.  

Within a few years, EVO will make all public services available at the touch of a smartphone screen. The target date is 2030, but Alaiba believes that it will be reached much earlier.

For the business sector, the target could be met in just a couple of years. “This time last year 38 per cent of public services for companies were available online,” he says. “It’s now 60 per cent. By the end of this year it will be 75 per cent.”

Alaiba adds that in the first quarter of this year, of the 1.2 million business-government interactions that could be carried out digitally, one million were. He admits that take-up among the general public is slower, but that “around a third” of interactions are now digital.

Redefining Moldova

As well as making the lives of citizens less bureaucratic and facilitating the ease of business, digital societies are also more transparent—and less corrupt.

“Our score on Transparency International’s Corruption Perceptions Index has never been better,” says Alaiba, “but there is still a long way to go and a lot of work to do. We see digitalisation as a very efficient measure to prevent corruption. It’s about building trust and transforming the way the government is seen by people and entrepreneurs.”

Moldova’s digital push also represents a significant leap that enhances the nation’s global image and attractiveness as a modern, dynamic destination for foreign investment. As the world increasingly embraces digital technologies, Moldova’s commitment to developing robust, seamless digital public services is a strategic move to streamline government operations, enhance transparency, and improve the overall efficiency of public administration.

This transition not only bolsters the country’s administrative capabilities but also signals to the international community that Moldova is dedicated to fostering an innovative and business-friendly environment.

“We see economic development, of which digitalisation is a key driver, as a huge opportunity to redefine what Moldova means and how it is seen from outside. It’s a country that is changing fast, that is developing, that is modernising,” says Alaiba.

Indeed, Alaiba believes that digitalisation is a huge economic enabler—and is keen to ensure that progress is not limited to the country’s booming IT sector. “We see digitalisation as an opportunity to leap forwards, to offer the economy a productivity and efficiency boost in each and every sector,” he says.

The IT sector

Nevertheless, it is currently Moldova’s IT sector that is the country’s flagship industry—an increasingly important part of the country’s brand. “We are a regional leader in IT and I am proud of that, says Alaiba.”

The sector has been bolstered by the Moldova Information Technology Park (MITP), Europe’s first e-park whose residents benefit from a flat tax rate of seven per cent on turnover. Now accounting for around 80 per cent of the Moldovan IT sector and some five per cent of Moldovan exports, it’s an initiative whose success recently saw its lifespan extended until at least 2035.

MITP’s success means that in 2022 Moldova had the highest ICT services growth rates among neighbouring countries and regional competitors (Ukraine, Belarus, Romania, Estonia, Latvia and Lithuania). Good infrastructure has helped—the average internet speed in Moldova is higher than in some more developed countries (such as Germany, Switzerland or Estonia).

Moldova’s digital transformation reached a milestone in September 2023 with the official endorsement of the country’s Digital Transformation Strategy for 2023-2030. It sets out an ambitious goal: to become an innovative, all-encompassing digital society with modern infrastructure, digitally literate citizens, a pro-digital administration, a thriving digital business community, and a collaborative environment fostering innovation and sustainable human development.

“[The strategy] prioritises the interests of our citizens, promoting innovation and entrepreneurship, and attracting foreign investment,” says Alaiba.

Then there’s the Digital Europe Programme, which Moldova joined in February. Moldova’s admission to the programme will permit businesses, town halls, NGOs and central authorities to access EU funding for digitalisation projects with a budget of 7.5 billion euros for 2021–2027. Moldova will be able to benefit from financial support and expertise to improve its digital infrastructure and promote innovation and digital inclusion.

“It was a document I was very happy to sign,” says Alaiba. “It’s a huge opportunity for our public sector, our SMEs, and our entrepreneurs.”

‘We are building a business-enabling state’

Digitalisation is crucial for Moldova as it seeks to compete on the European stage, offering a secure digital infrastructure that can attract international investors. By simplifying bureaucratic processes, reducing corruption, and ensuring greater accessibility to government services, digital public services can significantly enhance the ease of doing business in Moldova.

This, in turn, can attract foreign businesses looking for a stable and efficient market to invest in, contributing to economic growth and development. As Alaiba puts it, “we’re not just building a digital state, we are building a business-enabling state”.

“This really is the moment for businesses to move into Moldova and to really start growing together with the country,” he adds. “The cost of entry is still relatively low. But we’re looking at a period of accelerated economic growth—I want high single figure growth—so it won’t remain low cost forever.”

“At every business forum with every investor, the message I am putting across is this: moving into Moldova right now, you will triple your investment in the next decade. But it must be now, because in two years’ time, it might be too late.”

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.