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Rise of the dragons

Fintech and e-commerce continue to power Central Europe's tech boom

May 30, 2025

6 min read

May 30, 2025

6 min read

Photo: Dreamstime.

Neither Tallinn nor Warsaw may be Silicon Valley, but in both capitals it’s starting to feel like it. The 100 largest technology companies in Central and Eastern Europe, according to the Digital Poland Foundation, are now worth 117 billion US dollars—up 10 per cent in a year.

Arguably, however, the real action is not at the top, where Estonian fintech Wise and Polish e-commerce giants dominate, but among the ‘dragons’—firms valued between 250 million and one billion US dollars, whose collective worth has more than doubled in four years.

Fintech and e-commerce firms continue to dominate, accounting for 57 per cent of the total value of the top 100 companies.

Wise remains the region’s most valuable tech firm, followed by Poland’s logistics enabler InPost and e-commerce platform Allegro. This triumvirate reflects the sector’s focus on solving practical problems for both consumers and businesses across fragmented European markets.

The persistence of fintech and e-commerce at the summit is hardly surprising. These sectors benefit from network effects and the region’s ongoing digital transformation. Polish fintech XTB, which offers online investment platforms, sits comfortably in the top ten, whilst newer entrants like PayPo demonstrate that there remains room for innovation in financial services.


CEE Digital Champions 2025 – Top 10

CEE Digital Champions 2025

Top 10 technology companies by market capitalisation

1
Wise
Estonia
Fintech
Listed Company
Money transfer service allowing private individuals and businesses to send money abroad without hidden charges.
2
InPost
Poland
E-commerce & marketplace
Listed Company
Leading provider of logistics services who introduced the first network of self-service parcel lockers and streamlined the processes of parcel delivery and collection.
3
Allegro
Poland
E-commerce & marketplace
Listed Company
One of the largest e-commerce platforms in CEE region.
4
UiPath
Romania
SaaS
Listed Company
Global software company that is developing a platform for robotic process automation (RPA).
5
Vinted
Lithuania
E-commerce & marketplace
Private Equity
Online marketplace for second-hand clothes.
6
CD Projekt
Poland
Media & entertainment
Listed Company
Specialises in the development of cutting-edge interactive entertainment (e.g. Cyberpunk, The Witcher) and worldwide digital distribution of video games (GOG).
7
Nord Security
Lithuania
Cybersecurity
Venture Capital
Operates as an internet privacy and security provider for individuals and businesses.
8
Playtech
Estonia
Media & entertainment
Listed Company
Operates as an online gaming B2B software provider.
9
Benefit Systems
Poland
E-commerce & marketplace
Listed Company
Provides non-wage employee benefits solutions in Poland and internationally.
10
XTB
Poland
Fintech
Listed Company
Global fintech offering online investing platform and mobile app. You can invest in 6,200+ instruments including stocks, ETFs, CFDs, create a personalised Investment Plan, and earn interest on uninvested funds.
Key Insights

Sector Dominance: Fintech and e-commerce companies represent 70% of the top 10

Geographic Split: Poland (5), Estonia (2), Lithuania (2), Romania (1)

Ownership Structure: Only 2 of top 10 remain privately held (Vinted, Nord Security)

IPO Candidates: Private companies may seek public listings as they mature

Source: Digital Champions CEE 2025 Report | Design: Reinvantage

Should we expect IPOs?

Perhaps more telling is the composition of the top tier. Of the ten most valuable companies, only two—Lithuania’s second-hand fashion marketplace Vinted and cybersecurity firm Nord Security—remain privately held. This raises an intriguing question: are initial public offerings (IPOs) on the horizon?

The mathematics of venture capital suggest they may be. Private equity investors typically seek exits within five to seven years, and many of these firms have been maturing in private hands for some time. Vinted, valued at over five billion US dollars, has reached the scale where public markets become an attractive option for both liquidity and growth capital. Nord Security, operating in the fast-growing cybersecurity sector, faces similar pressures.

Yet the IPO environment remains challenging. Public market investors have been less forgiving of loss-making growth companies since 2022, and several regional champions have seen their valuations tumble post-listing. Romania’s UiPath, the robotic process automation specialist, has shed 20 billion US dollars in value since its peak, whilst Allegro has dropped five billion US dollars. These cautionary tales may give private companies pause.

The regional landscape reveals interesting geographic patterns. Poland dominates by sheer numbers, with 39 companies representing 37 per cent of total value. Estonia punches far above its weight relative to population size, hosting 12 companies including the sector leader Wise. This reflects Estonia’s early embrace of digital governance and its success in creating a startup-friendly regulatory environment.

Lithuania’s emergence as a significant player, with companies like Vinted and period-tracking app Flo Health (valued at 1.2 billion US dollars), demonstrates how smaller markets can nurture global champions when they focus on solving universal problems. Croatian sports betting platform Supersport’s inclusion suggests that even traditionally overlooked markets are producing scalable businesses.

Rise of the dragons

The growth of mid-sized companies—those ‘dragons’ worth 250 million to one billion US dollars—tells perhaps the most encouraging story. Their collective capitalisation has more than doubled in four years, increasing by 138 per cent. This suggests a maturing ecosystem where companies can achieve substantial scale without necessarily becoming unicorns, creating a more stable foundation for long-term growth.

“CEE’s digital companies have reached a key inflection point,” notes Wojciech Świercz of consultancy Arthur D. Little. “Their local markets are too small for them to continue growing, so the natural step is for them to expand internationally.”

This internationalisation drive is evident across sectors, from cybersecurity firms serving global clients to e-commerce platforms expanding beyond their home markets.

The sector’s resilience is notable given the broader global economy. Whilst total capitalisation remains 12 per cent below the 2021 peak of 133 billion US dollars, this largely reflects the correction in public market valuations rather than fundamental business weakness. Only three companies departed the ranking due to deteriorating financial conditions—a remarkably low failure rate.

Software-as-a-Service (SaaS) companies represent 31 of the top 100, reflecting the region’s strength in B2B software development. The cybersecurity sector, though smaller with just five companies, showed the strongest growth with a 94 per cent increase in value to 8.3 billion US dollars. This mirrors global trends as organisations prioritise digital security.

Maintaining momentum

The question facing these digital champions is whether they can maintain momentum as they scale internationally. Historical patterns suggest that successful regional tech companies often relocate to larger markets—a brain drain that the region can ill afford.

ElevenLabs and Grammarly, both of which left this year’s ranking due to ownership or headquarters changes, illustrate this challenge.

Yet the signs are encouraging. Companies are increasingly sophisticated in their approach to international expansion, and the region’s competitive advantages—skilled workforces, lower costs, and EU market access—remain compelling.

As Radzym Wójcik of law firm Baker McKenzie observes, regional companies are, “increasingly well prepared to negotiate with international funds, and are receiving bigger funding flows, at richer valuations”.

The next 12 months will likely provide clarity on the IPO question. If public markets stabilise and investors regain appetite for growth stories, Vinted and Nord Security may well test the waters.

Their success—or failure—will influence a generation of entrepreneurs across the region. For now, Central and Eastern Europe’s digital champions continue to build, quietly creating value in a world increasingly hungry for their solutions.

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.