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From Chişinău with sketches

There’s nothing cartoonish about Moldova’s love of animation

September 7, 2024

8 min read

September 7, 2024

8 min read

This is not how you would imagine Moldova’s capital. We are standing on a rooftop in the middle of Chișinău, and the wind plays with our hair. Below us are the offices of Crunchyroll, the ultimate brand for all things anime with roots in the US, which chose Moldova as one of its 16 offices around the globe. Its Chișinău operation is Crunchyroll’s second largest outside of the US, and one of the most fun places in the country to work. 

“Animation will make Moldova better,” says Igor Canonic, Crunchyroll’s art director. “It’s really fun!”  

It does feel like a lot of fun here. In Canonic’s view, animation tests your limits, teaches you how to solve problems and keeps young people off the streets. 

Igor Canonic, Crunchyroll’s art director

So is Moldova the next promised land for moving pictures? It’s ironic, given that Moldova didn’t even have any animation programmes two years ago. That clearly wasn’t an obstacle.  

“In Moldova, people do a lot of stuff by themselves,” Canonic explains. “They learn everything on YouTube.” That’s how Canonic himself studied animation. “I didn’t have any other choice,” he explains, spreading his hands. In his view, there aren’t many opportunities in Moldova to be creative. “Animation is one way for Moldovans to express themselves.” 

Changing how we learn 

At Tekwill, near Chișinău’s Technological University on the city’s outskirts, another group of animation lovers is working on a web application. Langly teaches English using Oxford methodology so that what you learn on the app can be integrated into the education system. Students can assess whether they have A1 or C3 levels. 

The application’s cornerstone is animation. To keep around 90,000 users engaged, “we want to differ, to make it memorable,” Langly’s co-founder Natalia Sleptov says.  

She proudly explains how an actual artist—and not AI—create their characters. “We make it with soul,” she says with a broad smile. 

How do they make this heartfelt animation? They, too, use Google and YouTube to learn. 

In Sleptov’s view, animation is on the up in Moldova. The war next door has boosted the sector even further as Ukrainian specialists crossed the border, seeking refuge and bringing their know-how. 

Langly uses animation to make learning languages more fun

The new wave is on its way 

“I would call it a new rise of the animation industry,” says Lev Voloshin, one of the leading forces behind Moldova’s new wave of animation. He explains that during the Soviet occupation, Moldovans would study animation in Moscow and return with their knowledge. The industry was thriving. 

After the collapse of the Soviet Union the sector held on, running purely on enthusiasm, until smaller animation studios opened. These studios ran their own in-house training. 

During his studies at the Academy of Art, Lovoshin spent his mornings studying and evenings working at Simpals, an animation studio. He learned everything about traditional animation from his Turkmen mentor, Serdar Djumaev. 

In-house animation training can be inefficient, however. It takes a lot of time and effort. In 2021, with the support of the Ministry of Education, the United States International Development Agency (USAID) founded a Future Professions project to support university programmes in animation, the gaming industry, and multimedia. 

‘Crazy, scary’ 

Voloshin was invited to create the study programmes and be part of creating Moldova’s first animation faculties for three universities: the Technical University of Moldova, Ion Creanga Pedagogical University, and Moldova’s Academy of Music, Theater, and Fine Arts. 

“It was a crazy, scary, and hard time,” he remembers. Each programme differs: Ion Creanga’s programme is more for those interested in advertisements or teaching animation, while the Technical University emphasizes animated movies and the game industry more. 

Animation director and teacher Lev Voloshin is hopeful about Moldovan animation

In his view, the hardest part of teaching is not technical. The programmes and tools are constantly changing; anyone can learn them online. The real challenge is storytelling and understanding the, “physics of the drama,” as Lev calls it. “We have the passion for animation but not enough people,” Voloshin says. “That’s why we need to focus on creativity and storytelling.” Moldova couldn’t compete with the vast number of specialists coming up in Asia. 

I joined Voloshin during one session with three second-year animation students. Sitting around the table in a modern grey room at a creative media technology hub, Mediacor, the students show Voloshin what they’ve created. Some were nervously twitching their fingers. 

“This year was quite hard and nerve-wracking,” Valeria, one of Moldova’s first animation students, says. “But we have a great group of students.” 

They tell me their professors learned animation by themselves or studied abroad. Ana was ready to move abroad, too, but she heard about the new animation faculty at the Technical University of Moldova. She stayed but is worried about the competition in the animation field once she graduates. 

Here come the awards 

The first awards are coming in already. In May this year, Moldovan director Oleg Condrea won the Cannes 7th Art Awards for the best script for a dramatic short film, Tangled Tails, about a wise dog who faces serious problems.  

“In Moldova, animation is more accessible than making movies,” Condrea tells me. “No need for actors or studios, high mountaintops, or the ocean. A great idea is enough. And if you make it in English, it can become an international movie.  

“People who make [live action] movies in Moldova have difficulty going international, especially if it’s very specific and cultural. With animation, anyone can empathise with a character no matter where they live.” 

“It opens the stage for the market and a bigger arena for the audience,” Condrea adds. “You have more tools to connect with people.” 

Award-winning director Oleg Condrea showcasing his work at Animest, an animation festival. Photo: Animest

Growing up in Moldova, with limited opportunities, young people had to find ways to get creative. Condrea was a skateboarder, but there were no skateparks in Moldova’s capital when he grew up. So he and his friends used to build obstacles or use stairs and anything they found in the city to do sports.  

“So when I came into animation, I did the same: just used what I could,” he says. He was learning on his own and from mentors. 

Hard, or easy? 

Condrea says that animation is either “really hard” or “really easy”. 

“Anyone with a vision can express themselves. It’s not all craftsmanship. Sometimes it’s just the visual. Or the tempo of the movie that attracts you. Sometimes it’s the feeling. Animation is easy if you stay true to yourself and your voice. It could also be hard because you must believe that what you want to say is valuable. You constantly change and make your ideas better.  

“And yet, you must pretend they are already good when you show them to the audience. If you can walk on those two extremes, you can find peace. If something feels hard, I ask myself if it’s natural to me. Forcing something upon yourself and wondering why you fail is part of the problem.” 

Condrea says that the appeal of animation in Moldova is the opportunity it offers to create world and characters. “Do you want to travel the world, show what you’ve dreamed of, and put it on the screen?” Animation, he suggests, does that. 

A teacher of animation for two years, Condrea says that in his classrooms he sees people who are, “much smarter than I was at their age”.  

“It forces me to think better. Sometimes, I tell them about my achievements, and they tell me it’s a good starting point. That’s amazing! They will be the future of animation in Moldova or the world. They can answer questions about social dilemmas, morality, and the technical part of drawing,” Condrea says. 

Everybody loves animation 

In animation, Condrea suggests, you have to be creative; your idea has to be worth it.  

“I cannot invent a character that sits on a chair for 20 minutes. I struggle to make scenes dramatic sometimes. How do you make a scene with someone sitting on a chair dramatic? In animation, a composition or a physical movement does more than a facial expression.  

“Sometimes, it’s just how you move the camera or the light. But it’s rewarding. It’s like knowing many different languages at once. But the bottom line is, if you have already caught the audience’s attention, you have to say something valuable.” 

Lev Voloshin believes that if his country’s passion for animation can be turned into great stories, then one day, Moldova could become, “the Moldovawood of animation.”  

That’s his secret dream. Why? “Because everybody loves animation.” 

Marian Männi

Marian Männi

Marian Männi is an award-winning journalist living and working in Moldova.

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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.