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Romania has to raise its game

Bucharest must do more in the Black Sea region

October 31, 2024

6 min read

October 31, 2024

6 min read

Romania’s strategic partnership with the United States has been one of the anchors of its integration into NATO and the EU.

Even if the foreign policy agendas of Kamala Harris and Donald Trump differ greatly, the Democratic and Republican parties have been aligned over maintaining a very strong relationship with Romania over the last decades.

Thus, while a Harris administration would likely focus more on the United States’ relationship with the EU as a whole and on the war in Ukraine, a Trump one would likely replicate his earlier presidency’s strong bilateral engagement with several countries in Central and Eastern Europe, including Romania. 

Bilateral issues—such as a visa waiver regime for Romanians travelling to the United States and the provision of US small modular nuclear reactor technology—are important for Romania. But they pale in comparison to the broader one of collaborating to increase security on NATO’s eastern flank, to support Moldova and Ukraine in the face of Russia’s aggression, and to counter the Kremlin’s hybrid threats and interference.

The adoption of the Black Sea Security Act by the US Congress is Romania’s top priority in its relationship with the United States. Its content regarding security, economic prosperity, democratic resilience, and interconnectivity clearly aligns with Bucharest’s main regional concerns.

These include countering military and hybrid threats from Russia, developing energy security for Romania and other countries in the region (including Moldova and Ukraine), and establishing a sustainable growth model with more integrated regional supply chains.

Political and economic investment

The United States has invested politically and economically in Romania over decades as part of its broader geostrategic engagement in Eastern Europe. Since joining the EU, Romania has enjoyed often coordinated US and EU support in security and critical infrastructure. The interconnectivity projects that it relies on most now are European: the Vertical Corridor gas pipeline system and revisions of the TEN-T infrastructure masterplan.

But, as the EU is shifting to a blended financing model, private-sector investment will be essential for all major development priorities. A Harris or Trump administration could play a role in this by encouraging American companies to get involved.

Euro-Atlantic integration consolidated economic, political, and legal freedoms in Romania, which in turn allowed it to build more sophisticated, sustainable national and local economic models.

However, large and enduring subnational disparities mean the benefits of economic integration are not felt equally. One-in-four people are at risk of economic and social exclusion, and the relative economic deprivation in some parts of the country fuels growing anti-liberal political sentiment.

Innovation is sorely needed in the economy, so that value-added production leads to better-paid jobs, as well as in local development policies for a more balanced growth model. Here too, a Harris or Trump administration could be helpful to Romania. 

Back-to-back elections

It is hard to predict what the political situation will look like in Romania following the back-to-back parliamentary and presidential elections that will be held soon after Americans choose their president.

The governing Social Democratic Party (PSD) leads the polls for the former, while the latter is a tight contest between Prime Minister Marcel Ciolacu (pictured above) of the PSD, George Simion of the extreme-right Alliance for the Union of Romanians (AUR), and the independent Mircea Geoană, a former deputy secretary general of NATO. 

The unprecedented recent decision by the Constitutional Court to ban a pro-Russia extreme-right candidate from the presidential election was not reassuring about the future of Romania’s commitment to democratic values.

First, it seems poorly grounded in legal precedent, given that the same candidate was allowed to run in the European Parliament elections earlier this year, when she won a seat. Second, it boosts Simion’s chances of getting into a runoff against Ciolacu. Third, it now seems that forming a governing coalition would be the favourite option of the PSD and AUR. 

Most of the presidential candidates look firmly to the West despite their different political preferences and levels of commitment to a transatlantic orientation. AUR’s Simion has been signalling for over a year his appreciation for Trump. Ciolacu has been trying to build up his connections with Washington, but he relies more heavily on his ties to other EU member states. Geoană, who was Romania’s ambassador in Washington, has the closest ties with the Harris and Trump teams. 

Foreign policy alignment

Romania’s foreign policy agenda should be more aligned with its strategic partnership with the United States.

If the Black Sea region’s security architecture is to hold, the country needs to step up to be a security provider there, rather than be just a recipient. This will require a comprehensive plan of engagement with Moldova, Ukraine, and the Western Balkans that includes economic and political dimensions.

The result of the recent EU referendum in Moldova reflects a major failure in Bucharest’s support for its neighbour’s European trajectory through soft power and people-to-people ties. Alongside formal governmental partnerships, Romania can and should do more to help Moldova in terms of cultural projects, civil society cooperation, countering disinformation and malign influence from Russia, and developing shared business platforms. 

Romania is more likely to increase its regional engagement in this way should Trump win, given that he would be less committed to promoting regional stability than Harris. However, the foreign policy of the government led by Ciolacu and the statements of Simion show that they have a relatively inward focus too, unlike Geoana.

Regardless of its two coming elections, Romania could reach as early as next year a boiling point of resentment from the mix of rising inflation and taxes, pervasive income disparity, and lack of opportunities for most of the population, especially the youth and people from the regions.

The country’s stability in the coming years could be at stake. Now more than ever, Romania’s politicians to raise their game and make sure that the United States under a Harris or Trump administration will continue to invest in the strategic partnership and develop a comprehensive approach to safeguarding democratic values, prosperity and security in the region. 


This article is part of series in which German Marshall Fund of the United States (GMF) experts from Central and Eastern Europe set out the implications of a Harris or Trump win in the US presidential election for the countries in the region.

Clara Volintiru

Clara Volintiru

Clara Volintiru is regional director, Black Sea Trust, German Marshall Fund of the United States (GMF).

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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.