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The seven per cent solution

How Moldova’s single tax helps entrepreneurs build companies

October 30, 2025

6 min read

October 30, 2025

6 min read

Volodymyr Ponomar. Photo: Iurie Gandrabura.

Inside the headquarters of Moldova’s virtual IT Park, software engineer Volodymyr Ponomar is showing off his new certificate. Just weeks ago, he was tapping at his keyboard alone in his apartment, unsure whether opening a company made sense. Now, he’s the founder of Panama Labs, an officially registered business paying just seven per cent in taxes. He’s already hired his first employee. But no story starts this easily.

When freelancing stops working

Before Panama Labs and a single, seven per cent tax, and before he had a company at all, Ponomar just wanted to make his life simpler. Back in his motherland, Ukraine, he ran all his freelance contracts as a back-end engineer through a private entrepreneur license. That system gave him full control over invoices, taxes, and income. “I managed everything myself,” he says. “I paid taxes, filed reports, and converted money. I didn’t depend on anyone.”

In 2022, Ponomar was forced to leave Ukraine when Russia launched its full-scale attack. With his wife and kindergarten-age son, Ponomar left his home in Odesa, spent time in Spain, and eventually settled in Chișinău. In many ways, Moldova felt close. “Spain was too far. Moldova was familiar. Almost like home,” he recalls.

He kept working remotely for a US tech company, using his Ukrainian setup. But over time, capital controls tightened. Bank fees, spending limits, and restrictions on card use. Small things that turned into constant obstacles. “It was making my life harder,” he confesses. “I just wanted to get paid without hassle in the place where I live.”

Eventually, he found out about Moldova Innovation Technology Park (MITP). At first, it sounded vague. To better understand what it means to register an IT business in Moldova, Ponomar met a Moldovan lawyer and a co-founder of Bizonaire, Tudor Mardari at a creative hub, Artcor, in central Chișinău. “Most freelancers don’t think they need a company,” Tudor explains. “But the structure of MITP isn’t for side gigs. It’s for clean, export-facing activity. Real contracts, clear payments, and legal protection.”

Even though the idea of opening a company in a country he had just moved to felt excessive to Ponomar, Moldova’s special tax programme for IT companies is attractive. There’s only one, seven per cent tax on turnover, and nothing else.

Created in 2016, MITP is Moldova’s answer to making the tech sector globally competitive. It’s a virtual park with no buildings and no zones. Entrepreneurs can register their companies in a few weeks and get to work under a legal regime. The single tax replaces everything: income tax, payroll, employer contributions, local fees, property, and even road tax. 

For example, if your company makes 10,000 euros in revenue, you pay 700 euros to the state. To qualify, at least 70 per cent of the company’s income must be derived from IT-related activities.

Mardari laid it all out for Ponomar to understand the registration process and noted that an accountant is a must. “On paper, it’s simple,” Tudor told him. “But if you don’t speak Romanian or know the local systems, not having an accountant will slow you down.”

At first, Ponomar was doubtful. “I wasn’t an entrepreneur,” he says. “I was just a coder.” 

Five steps without guesswork

In many countries, obtaining certain official confirmations requires in-person visits. In Moldova, once these initial steps are completed, everything else moves forward digitally. 

When Volodymyr Ponomar crossed the Moldovan border, the system automatically assigned him a personal ID that also works for his taxes. Ponomar needed to get a physical paper confirmation in-person in order to start his company under MITP. “The number already existed in the system. But without the printout, it didn’t count.”

Next came a digital signature used for everything from tax filings to business registrations. Ponomar got it within a few days. Then he registered his company: a Srl, the Moldovan version of a limited liability company. He named himself both founder and administrator. Opening a bank account followed.

The MITP platform required detailed company information: legal address, banking details, activity codes, and documentation. Ponomar uploaded everything, signed with his electronic key, and submitted the form.

A few days later, feedback arrived. Some fields were unclear, others were missing. He corrected them and resubmitted. “It wasn’t hard logically,” he says. “But the process had too many unknowns for me.”

He notes that his only mistake was not collaborating with a Moldovan assistant or accountant from the get go. If he would’ve done so, the whole application would have taken him not more than two weeks.

“Even if you have one client, you still need full reporting. The rules are strict because the system is clean,” Ponomar says. Eventually, he found a local accountant, sent them all his forms and login credentials. They fixed the formatting, clarified the codes, and double-checked everything before final submission.

That’s when the process started moving.

From coder to founder

A few weeks after resubmitting the final version of his MITP application, Ponomar got the confirmation: he was accepted. Officially a resident of Moldova’s IT Park. Now, he arrived at MITP’s headquarters to meet with the director, Marina Bzovîi.  

Ponomar tells her that one thing wasn’t part of the plan.

As the system settled, he brought on a second person to help with backend work. Suddenly, it wasn’t just him. “Maybe that’s when it became a real company,” Ponomar says. “Now we’re two.”

His company, Panama Labs, provides backend engineering, architecture consulting, and technical leadership mostly for US clients. 

Now, Ponomar can plan his future. He remembered his lifelong dream of having a restaurant. “It’s not a start-up idea,” he laughs. “But it’s something I’d love to try one day.”

Marina Bzovîi, director of MITP. Photo: Iurie Gandrabura.

“We’re aware of some blind spots. It’s something we’re actively improving both on the platform and in the onboarding process,” Bzovîi says.

Every MITP company must submit an annual verification of the company’s compliance conducted by a licensed firm. “I understand why it exists,” Ponomar says. “But I’m just one guy writing code. It felt unnecessary.” Still, he accepted the logic: it applied to everyone equally.

It’s the trade-off. A single audit per year that strengthens trust in even the smallest companies,  and that concludes the bureaucracy for the founders. “We designed this model to offer both simplicity and integrity,” Bzovîi explains. “The principles are clear. You know what you owe, and you can plan your life around it.”

The clarity was what kept Ponomar interested and what won him over. In Ukraine, he says, the term ‘single tax’ came with hidden contributions. “You still had to pay for social insurance, medical insurance, and more. Here, it really is one tax. And it’s fair.” 

“I used to think I was just a coder,” he smiles. “Now I think I’m actually a founder.”

Volodymyr Ponomar. Photo: Iurie Gandrabura.

Iurie Gandrabura

Iurie Gandrabura

Iurie Gandrabura is a Moldovan journalist, fixer and photographer.

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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.

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