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Winner takes all in Romania

Romanians will this year elect a new parliament and president

June 5, 2024

8 min read

June 5, 2024

8 min read

For the Romanian political landscape, 2024 is gearing up to be an ‘all-in’ scenario, with all types of elections occurring just months apart and with the victor likely to secure a strong hold on power for the next four years.

Initially, the election outcome appeared easily predictable, with the two main political parties (which currently form the ruling coalition) choosing to run together in an alliance, similar to the German Grand Coalition model. However, recent developments leading up to the local elections on June 9 (which coincide with the European Parliament elections) hint towards possible frictions within the alliance.

Any analysis of Romania’s political scene needs to first take a look at the parties vying for power in what is an unusually busy year. Besides the local and European elections which take place this weekend, Romanians will also vote in September for a new president, and in December for a new parliament.

The Social Democrat party (PSD) is the leading member of the ruling alliance and the largest political party in Romania. PSD frequently prioritises the expansion of social programmes and the increase of public sector wages, making it popular among older and lower-income voters.

Representing the status quo with no radical agenda, voting for PSD is seen as a safe choice for Romanians who prefer more of the same.

The National Liberal party (PNL) is the junior partner within the governing alliance and the major centre-right political party in Romania. Historically, it has garnered support from entrepreneurs and middle-class voters by advocating for economic liberalisation, privatisation, and a reduced state role in the economy.

PNL has traditionally positioned itself as the primary adversary to PSD, but its current status as a junior partner to its former rival has left many traditional PNL supporters dissatisfied. As a result, the party now finds itself in an unfavourable position: voters content with the status quo may look at PSD as a better option, while those opposing the status quo may look towards opposition parties.

The United Right is a political alliance formed of three parties: Save Romania Union (USR), People’s Movement party (PMP), and Right Force (FD). This coalition appeals to middle and upper-middle-class voters, europhiles, college-educated individuals, and disenchanted PNL supporters.

The primary challenges faced by United Right, particularly USR, which is the largest party in the alliance, include internal divisions and leadership changes, as well as the party’s difficulty in attracting voters from rural areas and small towns.

The Alliance for the Union of Romanians (AUR) is a hardline nationalist party founded in 2019 that gained significant support during the Covid-19 pandemic by vehemently opposing government-imposed restrictions.

Since then, it has became a protest party that attracts a diverse spectrum of voters, including those dissatisfied with the government, nationalists, ultra-religious individuals, eurosceptics and reactionaries among others.

The party is rife with contradictions; for instance, the party condemns the Russian regime as criminal but simultaneously opposes providing aid to Ukraine and Ukrainian refugees. It presents itself as a traditionalist party while having the highest percentage of women on the electoral ballot (for the June 9 elections). The party strongly advocates for the unification of Romania with Moldova, yet its leader is banned from entering both Moldova and Ukraine.

AUR is also the most popular party among young voters, despite younger generations typically being more progressive. The party’s rapid rise reflects broader trends of increasing nationalism and populism in Europe.

SOS Romania a splinter faction comprising the most extreme elements of AUR, created around controveverial personality Diana Iovanovici Șoșoacă. The party is characterised by its far-right eurosceptic agenda. Unlike AUR, the SOS openly positions itself as pro-Russian and anti-NATO with its leadership frequently engaging with the Russian Embassy.

The party’s support was largely attracted by Diana Șoșoacă’s provocative and incendiary public acts, peaking at around seven per cent in early 2024. However, internal conflicts and public fatigue with her public stunts have led to a decline in support, falling below the electoral threshold of five per cent to approximately 4.5 per cent.

Election dynamics and geopolitical implications

The impact of the elections on Romania remains uncertain until the ballots are cast. However, having all elections within a single year presents a double-edged sword. On the one hand, it offers the advantage of stability within the country, a much needed factor when your eastern neighbour is being invaded by the Russian armed forces.

On the other hand, it has the potential of removing democratic safeguards against controversial decisions. The governing parties may feel emboldened to adopt unpopular or controversial measures without fear of immediate electoral repercussions, given that no elections will be held within the next four years. If the pressure is high enough, disgruntled citizens may resort to mass protests as their main remaining democratic tool left at their disposal, potentially undermining the stability that was initially sought.

In terms of Romania’s relationship with the European Union, it’s unlikely that we’ll see a radical departure from previous governments.

Even during the most eurosceptic period, under Liviu Dragnea’s leadership of PSD, Romania still played ball with the EU, albeit throwing a tantrum while doing so. In 2024, AUR positions itself as the primary representative of eurosceptics, yet with a softer brand of euroscepticism compared to other nationalist governments.

This is evidenced by AUR’s attempt to pursue membership of the European Conservatives and Reformists (ECR) group, led by Giorgia Meloni’s Brothers of Italy and the Polish Law and Justice party, rather than the more radical Identity and Democracy (ID) group, led by France’s Russian-aligned National Rally and Alternative for Germany.

There is little reason to expect Romania’s relationship with the EU to deviate significantly from the norm, suggesting it will likely continue as it has in the past.

Romania’s role on the EU’s and NATO’s Eastern Flank

Romania’s current president, Klaus Iohannis, would like a leading position within NATO or the EU after his second term ends this year (he cannot run for a third).

Earlier this year he nominated himself for the role of NATO general secretary but garnered little international support. This suggests that he may be leveraging the NATO consensus-based-process to negotiate a senior role within the EU.

What support there was for Iohannis came from an unlikely source—Hungarian Prime Minister Viktor Orbán, who announced that he was backing Iohannis while campaigning for the UDMR (the Romanian party for which most ethnic Hungarians vote). The outcome of this high-risk geopolitical manoeuvre remains uncertain, but maintaining a unified front at home will be beneficial to strengthening the country’s external policy objectives (such as full Schengen membership) and negotiating power on the international stage.

When it comes to aid for Ukraine, both the current governmental and presidential administrations have maintained a notably secretive approach. The Kiel Institute’s assessment places Romania as one of the least transparent countries in disclosing military aid data to Ukraine, with only Greece ranking lower. It has been revealed by the Ukranian government that Romania has sent 15 military aid packages.

While a new administration could potentially halt further military aid shipments and block the proposed transfer of a Patriot system, the impact may be limited. Given the prolonged conflict, the stock of weapons in Romanian depots available for transfer is likely low.

However, regardless of any changes in political leadership, Romania will continue to serve as a logistical hub for military aid to Ukraine. This includes hosting the largest NATO military base in Europe, expanding infrastructure to handle Ukrainian cargo, and providing training for Ukrainian F-16 pilots. These commitments cannot be overturned by a new administration and hold a much greater strategic value for Ukraine than any military aid shipment Romania could currently provide.

Furthermore, given that Mircea Geoană, NATO’s deputy secretary general and a strong supporter of Ukraine, is the leading candidate to take over from Iohannis (according to opinion polls), we should not be overly concerned in this respect.

Outcome uncertain

In conclusion, 2024 presents a pivotal moment for Romanian politics, marked by a convergence of all the elections and a potential shift in power dynamics.

Initially, the political landscape seemed predictable, with alliances forming along established lines. However, recent developments suggest underlying tensions within these alliances, hinting at a more uncertain outcome.

Encouragingly, extremist populist factions are waning in popularity, offering hope for a more stable political environment. It’s imperative for Romania to navigate these elections with a focus on strengthening democratic institutions and prioritising the welfare of its citizens.


This article was co-authored by Laurențiu Pleșca, a PhD candidate at Bucharest University and a senior policy researcher at the Black Sea Trust of the German Marshall Fund.

Bogdan Cozma

Bogdan Cozma

PhD candidate at the Bucharest Academy of Economic Studies and policy researcher at the Black Sea Trust.

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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.