Desert blooms
Between a rock and several hard places
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The prodigal programmers

After decades of departure, a growing wave of professionals is coming home

January 16, 2025

8 min read

January 16, 2025

8 min read

It was once the norm for ambitious youngsters in Eastern Europe and the Baltics to plan their departure almost from the moment they enrolled at university.

For Romanians, Serbians, Croatians, Lithuanians, and Estonians alike, faraway hubs promised high salaries and modern office towers, along with the gloss of global business.

But a curious shift is now under way. Instead of continuing to lose their brightest minds in a one-way exodus, countries that were long sources of exported talent are enticing returnees—and in some cases, foreign entrepreneurs—to come and rebuild.

For Romania, this strategy entails coaxing abroad-based engineers and medics to consider a renewed future in Cluj or Bucharest. In Serbia, boisterous tech scenes in Belgrade and Novi Sad lure coders who once found their fortunes in Berlin or San Francisco.

Croatia’s tourism-based economy is making room for start-ups to flourish, even as its pristine beaches continue to draw visitors. Meanwhile, Lithuania and Estonia have pioneered global outreach, promoting easy access to work permits and digital innovation to encourage fresh arrivals as well as diaspora homecomings.

The outcome is a more hopeful vision of regional development, buoyed by professionals who see new potential in places they once felt compelled to leave.

A changing picture

For decades, the structural realities behind emigration were difficult to ignore: low wages, overbearing bureaucracy, limited investment in research and development, and political dysfunction dogged many eastern parts of the continent.

Anyone with an in-demand skill set—be it software engineering, advanced medical training, or financial know-how—was often tempted to try a more dynamic environment abroad. With local economies lagging behind their Western neighbours, the region’s best and brightest decamped to places where salaries soared and career trajectories accelerated.

Parents, politicians, and universities tended to view the exodus as inevitable.

Yet gradually, this picture is changing. Some of those who left have grown restless with expensive housing markets, crowded cities, and complex visa rules in their adopted homes.

Others sense that, despite its challenges, their native country has inched forward in ways unimaginable a couple of decades ago. And crucially, governments across the region have woken up to the idea that diaspora-driven energy can spark new beginnings.

In Romania, where at least three million citizens live abroad, the authorities are busy assembling packages to woo skilled returnees. They appear to be working: in 2023, the country recorded growth in its resident population for the first time in more than two decades.

Online portals encourage emigrant professionals to seek newly created roles in tech and finance, or to tap into government grants for start-ups. Those who come back report a mixture of nostalgia and optimism. Some software developers, after stints at American tech giants, now head local research-and-development departments. Others, armed with knowledge of more efficient hospital systems, enter public healthcare in smaller Romanian cities, trying to modernise practices from the ground up.

Critics point out that any government-led initiative must also tackle deeper issues such as corruption and political meddling, yet incremental improvements suggest that the country is slowly moving in the right direction.

Serbia offers a similar narrative. Its diaspora, since the 1960s, has long been integral to the national economy, regularly sending remittances that shore up household budgets and pay for family expenses.

Lately, though, the model has evolved. Individuals who honed their expertise in Germany or elsewhere are developing software-outsourcing ventures in Belgrade or Novi Sad, spurred by accessible talent and competitive costs.

While they acknowledge that red tape still hinders growth, the promise of shaping a flourishing tech ecosystem—one that looks outward and emulates global standards—tempts them to endure the complexities of Serbian bureaucracy. Success stories abound of returning Serbs who, once frustrated by lacklustre opportunities at home, now speak of forging a dynamic ecosystem that can rival well-established tech hubs.

In Croatia, officials are determined to diminish their reliance on holiday-makers alone. Lured by the sparkling Adriatic, visitors flock to Dubrovnik or Split, but the local authorities want to lay the groundwork for an economy that can thrive year-round.

Offering more flexible visa schemes, the government hopes to attract both Croatians living abroad and foreign digital nomads. Some returnees seize the chance to start fintech ventures or renewable-energy projects. Tax breaks, simplified licensing, and supportive local networks help offset less tangible difficulties such as outdated regulations or social conservatism. It is far from perfect, but as the trickle of successful homecomings grows, so does Croatia’s confidence that it can pivot beyond tourism.

Pitching overseas talent

While these Balkan nations focus on enticing their own diaspora, Lithuania and Estonia have made more sweeping pitches to overseas talent.

Estonia, in particular, has forged a reputation as the digital darling of Europe. Its e-Residency programme, launched in 2014, was designed to let non-Estonians set up and run businesses remotely in an EU jurisdiction.

Others have made the move to Estonia itself, investing locally, gradually sinking deeper roots in Tallinn and Tartu. Crucially, these initiatives have created an environment in which returning Estonians—those who left for Helsinki, London, or Silicon Valley—feel a renewed sense of pride in their homeland’s digital prowess.

Estonia’s brisk administrative systems, commitment to e-governance, and culture of technological experimentation reinforce the idea that one can thrive there without missing out on the perks of a cosmopolitan career.

Lithuania has embraced a parallel path, investing heavily in fintech innovation. Programmes like Work in Lithuania specifically call out to Lithuanians scattered across Europe and North America, emphasising Vilnius’s rising reputation as a fintech and start-up hub.

Spurred by favourable licensing frameworks and a nimble regulatory apparatus, the city has attracted a flurry of foreign enterprises keen to set up EU-based operations. Add to that an eager local workforce, and returning Lithuanians find themselves in an environment full of opportunities for collaboration and growth.

Critics worry that too many perks are directed at newcomers, potentially slighting domestic talent that has laboured under underfunded systems for years. Even so, the injection of capital, expertise, and global connections is widely seen as revitalising a city once associated primarily with quaint old-town charm.

New ideas, new attitudes

A less quantifiable impact of these return migrations is the infusion of new ideas and attitudes. Many returnees, shaped by years in more egalitarian or transparent societies, refuse to accept nepotism or corruption as business as usual.

With greater exposure to international norms, they push for stricter workplace regulations, wage transparency, and socially responsible corporate behaviour. In some corners, this prompts an inevitable backlash from the old guard, wary of such abrupt transformations.

Even so, persistent efforts by well-networked returnees push both the private and public sectors towards more modern practices. Their return also nudges cultural expectations: male-dominated workplaces now face louder demands for gender parity; rigid top-down hierarchies soften in the face of younger professionals who demand horizontal collaboration.

That is not to say that the path is smooth. Many a hopeful returnee discovers the friction between lofty government slogans and the messy realities on the ground. Tax breaks and housing incentives can be ensnared by bureaucratic inefficiencies.

Medicine and law, among other professions, often require labyrinthine re-accreditation that frustrates even the most enthusiastic returnees. Some balk at schooling challenges for children who have grown up speaking mainly English or German.

Among the Baltic states, even Estonia, lauded for its digital-savvy approach, can feel socially insular; likewise, Lithuania’s policy landscape, though outward-looking in fintech, sometimes lacks the scale and vibrancy of bigger capitals.

Observers worry, too, that the emphasis on diaspora programmes could breed resentment among those who never left. Why should a medical specialist who spent 15 years abroad be handsomely rewarded for coming back, when colleagues who stayed behind endured lower wages and slower career progression?

The dilemma lies in crafting a fair distribution of resources while still using tailored incentives to attract star performers. In the end, such questions reflect deeper governance issues that have historically marred local politics.

A genuine renaissance

Caveats aside, the overall momentum hints at a genuine renaissance. Each success story stokes more interest, building a critical mass of returnees who share not only business opportunities but also intangible morale boosts.

A software firm in Bucharest that clinches a major international contract emboldens a tech whizz in London to pack up and return. Estonian e-Residents who found frictionless incorporation might convince other global entrepreneurs to think about relocating to Tallinn. In short, a region once pigeonholed as a pool of cheap labour is discovering the magnetism of its own initiative and creativity.

Of course, the old habit of emigrating in search of better prospects will not vanish overnight. Deep-seated issues—from corruption to uneven healthcare—still push people to try their luck in more established settings.

Yet the idea that development is a one-way street, with talent constantly seeping away, is no longer set in stone. Instead, a more hopeful scenario emerges: Romanians, Serbs, Croatians, Lithuanians, and Estonians, along with foreign adventurers, are building globalised lives in places that once seemed hopelessly peripheral.

If the region’s governments continue to refine their policies and tackle endemic challenges, this ‘great reversal’ could prove far from a passing trend. It might just herald the kind of vibrant, future-focused transformation that only genuine believers—whether returning citizens or new arrivals—can achieve.

Photo by Voicu Horațiu on Unsplash.

Marek Grzegorczyk

Marek Grzegorczyk

Marek Grzegorczyk is an analyst 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.