Our interview with Ulf Schneider was informal, as we met in the hotel lobby shortly after his speech at the opening of Moldova Business Week 2024.

Therefore, I find it important to introduce Ulf before the interview to provide context for the conversation.

In 2003, Ulf Schneider founded the consulting company SCHNEIDER GROUP, which assists international companies in entering markets and expanding in Eastern Europe, Central Asia, and the Caucasus. Today, the company operates 18 offices across 15 countries.

The company's first office was established in Moscow after Ulf had worked for several years as CFO of the Russian division of the German insurance company Allianz in Moscow.

In 2024, SCHNEIDER GROUP continued its expansion in Eastern Europe by opening offices in Serbia and Moldova.

Now, the interview.

Ulf, good afternoon. We are almost the same age. You were born in Hamburg, West Germany, during the time of the Iron Curtain that divided Europe, including Germany. How did it happen that you’ve been doing business in Eastern Europe for several decades? What motivated this?

My first desire to do business in the East came when I was seven years old. As you mentioned, I was born in Hamburg during the Cold War. We lived 30 kilometers from the border between the two German states, and our family had very close friends on the other side. However, visiting them was very difficult. We could go to them, but it was nearly impossible for them to come to us. In fact, we avoided visiting them too often because after our visits, they would frequently receive visits from the "Stasi," the GDR’s state security service. So, one day we agreed to meet in Poland, in the Masurian Lakes region.

I was seven years old, standing at the border between Poland and the USSR, looking at the border and the barriers. I asked my father, "What’s beyond the border?" He replied, "That’s Russia, and you’re not allowed to go there in this lifetime." At that moment, I thought, "If it’s forbidden, there must be something interesting there..."

So, when I began my professional career, I always looked East, and one day I had the opportunity to do business in Moscow for two years. I became the CFO of a large German insurance company.

What year was this?

It was in the early 2000s. After working in Moscow for two years, I realized that I could fulfill my dream of running my own business in Russia. I started my business in 2003 with a simple goal – to help international companies establish their operations in Russia. My mission was to act as a bridge between countries, facilitating communication and building strong relationships between nations and people. This remains my mission and life motto to this day.

But you didn’t stop with Russia, did you?

No. By 2006, I had opened an office in Kyiv. The Kyiv office is still active today, and I visit regularly. One of the reasons I’ve started coming to Chișinău more often is that it’s now easier to drive to Kyiv from here. After Ukraine, other countries followed. Step by step, I opened offices in Central Asia, the Caucasus, Poland, and recently in Moldova and Serbia.

With your experience working in 15 countries, how do you see Moldova as a country?

Each country has its own distinct development approach. My big dream is for countries like Moldova to evolve similarly to the "Asian Tigers" thirty years ago. I hope Moldova can replicate that phenomenon of economic growth and transition to a new level of development.

In your opinion, what needs to be done to achieve this?

There needs to be strong economic and financial reforms. It’s also crucial to establish a strong connection with the Moldovan diaspora, particularly with those who are ready to invest in Moldova or build joint ventures with Moldovan companies.

Which sectors in Moldova do you see as promising for investment?

There are various sectors with potential. Conceptually, it’s important to develop networks of local companies that can act as subcontractors for international investors. This will not only spur growth but also contribute to the development of domestic Moldovan economic projects. In addition, Moldova urgently needs better international marketing. The country is still relatively unknown, even in Europe. You might find this amusing, but I would strongly recommend using the Moldovan wine industry to establish new business contacts. You’re producing very high-quality wines now, and inviting potential partners for wine tastings could be a starting point for business collaborations.

And what about Moldova’s role as a bridge between East and West?

That’s one of your key advantages. Yes, the current political situation imposes certain limitations, but I truly believe that’s temporary. Today, Moldova should take advantage of its geographical and cultural proximity to Ukraine. I also think creating clusters in IT, winemaking, and other sectors with Armenia and Georgia would be beneficial. Your countries have much in common, even down to logistics, such as air transportation. You may not know this, but FlyOne in Armenia is a subsidiary of Moldova’s FlyOne. So, your countries are even closer than you might think.

In which directions will SCHNEIDER GROUP's Moldovan office develop?

At the moment, I see several initiatives that we plan to implement.

Which ones?

The first initiative, in partnership with a German businessman, is to host joint events in Moldova with Western investors in the IT and winemaking sectors. These two industries are growing rapidly in Moldova, and we want to introduce them to new groups of investors.

The second direction of our activity is one that is traditional for SCHNEIDER GROUP. Our clients are primarily small and medium-sized businesses in Europe, often family-owned. They tend to be much more dynamic than international corporations and are eager to explore new markets. However, they usually prefer a cautious, step-by-step approach. For example, a company might be interested in the Moldovan market but not yet ready to establish a legal entity here. For such companies, we can identify the right specialists to work in the Moldovan market, and we can formally hire these employees under our company's umbrella.

Personnel outsourcing?

Yes. This allows investors to begin operating in Moldova without facing significant financial risks in the initial stages. Conversely, there are cases where specialists are already working for a foreign company, but the administrative team or the company itself is not yet established. We can take on that role, handling the administrative responsibilities, while the investor focuses on their core activities.

And the third initiative is focused on marketing and promoting Moldova.

How do you plan to achieve that?

We are planning to organize a series of small but effective events in Germany and Austria, roundtable discussions for investors interested in Moldova. We will also invite Moldovan businesspeople who are looking for investment opportunities to these events. These meetings will be relatively small—around ten to fifteen people—but roundtables like these have already proven effective. The business connections made at such events tend to be built on trust and mutual understanding from the start.

Do you believe Moldova has good prospects for integration into European business?

I do. However, I also believe that Moldova should not limit itself to a single development path. Historically, your strength lies in your ability to serve as a bridge between the West and the East. When the political situation improves, my dream is to be part of the creation of a free economic zone from Lisbon to Vladivostok, with Moldova playing a key role in that space.

Do you think that’s possible?

When I was a student, 35 years ago, I participated in protests in Germany with signs calling for the removal of borders between France and Germany, and for a free economic zone in Western Europe. Our student dream came true. The new "Iron Curtain" is a step backward. As I’ve said, my dream is to see a unified economic zone from Lisbon to Vladivostok, and Moldova can be the bridge in that space.