Kateryna Romanenko, Director for International Cooperation, Ministry of Digital Transformation of Ukraine

1) What does public service mean to you? Can you share more about your role in the public sector?

I have been working at Ukraine’s Ministry of Digital Transformation for seven years, almost since the Ministry was established.

I joined the Ministry as a State Expert for International Cooperation and have since progressed through multiple leadership roles, including Head of the Expert Group and Director for International Cooperation.

Today, I serve as Advisor to the Acting Minister, responsible for international cooperation and strategic partnerships. 

Having grown together with the institution, I have had the unique opportunity to contribute to every stage of its development, from a newly established ministry to a globally recognised leader in digital government and innovation. 

Today, I lead international cooperation efforts, coordinating partnerships with governments, international organisations, development agencies, financial institutions, and technology companies.

My team helps connect Ukraine’s digital transformation priorities with global expertise, funding, and innovation. 

My work is not only about managing international partnerships. It is about building systems that allow to work together more effectively to deliver transformation at scale. 

Over the years, I have helped coordinate international support for digital public services, cybersecurity, digital education, innovation, and digital resilience.

More recently, our work has increasingly focused not only on learning from international partners but also on sharing Ukraine’s experience with governments around the world through win-win partnerships built on mutual learning and innovation. 

2) Tell us about a project you championed. What impact did it have on the community?

It is difficult to choose only one project because much of my work focuses on building systems and ecosystems rather than individual initiatives. 

One of the projects I am most proud of is helping coordinate the Tallinn Mechanism, an international platform that brings together governments, international organisations, and private-sector partners to strengthen Ukraine’s cyber resilience. 

Since the beginning of Russia’s full-scale invasion, digital resilience has become critical for maintaining public services, communications, and government operations.

Tallinn Mechanism helps coordinate international assistance, identify urgent needs, avoid duplication of efforts, and connect partners with high-impact projects.

Today, it has become one of the most significant international coordination platforms supporting Ukraine’s cyber resilience. 

Another initiative I am particularly proud of is helping strengthen the Digital Transformation Sectoral Working Group.

This platform brings together dozens of development partners, international organisations, and government institutions to align support around Ukraine’s strategic digital priorities.

Rather than discussing projects individually, we focus on collective impact, strategic alignment, and long-term transformation. 

Internally, I also championed the development of a dedicated CRM system for international cooperation. International partnerships are often managed through spreadsheets, emails, and institutional memory.

We introduced a centralised system that tracks partnerships, projects, commitments, funding opportunities, and engagement history. To my knowledge, this remains a highly unusual approach in government institutions. 

We are now exploring how this experience could potentially be scaled across government institutions to create a more unified and strategic approach to managing international cooperation. 

All of these initiatives share the same goal: building stronger institutions that can deliver results more effectively and sustainably.

3) As a young professional, how has your unique background or perspective allowed you to identify a solution that others in your organisation might have overlooked?

One advantage of joining the Ministry at a young age and growing together with the institution was that I was never attached to the idea that government should operate the way it always has. 

I often approach public administration through the lens of systems, user experience, and scalability.

This perspective helped me recognise opportunities to bring successful approaches from the private sector into government. 

The international cooperation CRM is a good example.

While customer relationship management systems are common in business, very few governments manage international partnerships through a dedicated digital platform. Yet relationships are one of the most valuable assets any institution has. 

As Ukraine’s international network expanded rapidly, I realised that institutional memory, coordination, and strategic relationship management would become increasingly important.

Instead of treating meetings, projects, and partnerships as separate activities, we built a system that connects them into one ecosystem. 

The same mindset influences how I view international cooperation more broadly. Traditionally, countries are often seen as either recipients or providers of expertise. Ukraine’s experience has shown that cooperation can be truly reciprocal. 

Today, alongside attracting support for Ukraine, we actively share our expertise in digital identity, public services, GovTech, digital education, innovation policy, and digital resilience with governments around the world. 

I believe the future of international cooperation lies in partnerships where everyone learns, contributes, and creates value together.

4) What is your personal strategy for maintaining your creative energy when faced with bureaucracy?

I focus on outcomes rather than procedures. 

Whenever I encounter bureaucracy, I remind myself why the work matters. Behind every policy, project, or meeting there are real people who will ultimately benefit from better public services or stronger institutions. 

I also find inspiration in working across different countries, sectors, and cultures. International cooperation constantly exposes me to new ideas and perspectives that challenge existing assumptions and encourage creative thinking. 

5) If you had just one area to invest in to accelerate transformation in the public sector (regulation, technology, talent, etc.), which one would you choose and why?

Talent. Technology can be purchased. Regulations can be changed. Funding can be attracted. But transformation ultimately depends on people. 

For me, investing in talent starts with building strong recruitment processes that help find the right people for the right teams.

It means identifying people with critical thinking skills, curiosity, adaptability, and intrinsic motivation. 

It also means creating an environment where people want to stay and grow. Public service often comes with limitations, including salaries that cannot always compete with the private sector.

As leaders, we need to find other ways to invest in our people through professional development, international exposure, mentorship, meaningful work, and clear growth opportunities. 

Ukraine’s digital transformation was not built by technology alone. It was built by talented people who believed they could change how government works. .

If I could make only one investment, it would be in helping more people like that join and thrive in public service. 

6) What is your greatest ambition as you grow in your public service career?

My greatest ambition is to contribute to Ukraine’s success while helping build strong institutions and exceptional teams. 

Over the years, I realised that sustainable transformation is never about one project or one leader.

It is about creating teams that continue delivering results long after individual initiatives have ended. 

I want to help develop a new generation of public servants who are ambitious, professional, internationally minded, and willing to challenge outdated approaches. 

At the same time, I hope to continue strengthening Ukraine’s position as a global leader in digital government. In recent years, we have increasingly moved from learning from others to sharing our own experience with governments around the world.

Building these win-win partnerships and helping Ukraine contribute solutions, not only receive support, is something I care deeply about. 

If, years from now, I can look back and see stronger institutions, stronger teams, and a stronger Ukraine, I will consider that a success. 

7) What is a “universal value” that connects everyone in your department – from interns to directors – and how do you use that to drive collaboration?

If I had to choose one value, it would be ownership. People in our team genuinely care about outcomes. They do not simply complete tasks; they take responsibility for making things happen. 

At the same time, I believe self-direction and a desire for growth are deeply embedded in our culture.

Many initiatives within the Ministry start because someone identifies an opportunity, takes ownership, and is willing to go beyond their formal responsibilities. 

We encourage people to think independently and make decisions at their level whenever possible.

While strategic decisions are discussed collectively, our goal is to help every team member develop the confidence and capability to become a decision-maker. 

This creates a culture where people continuously seek new challenges, learn quickly, and push themselves beyond their comfort zones.

That combination of ownership, self-direction, and curiosity has become one of our greatest strengths. 

8) What is the best piece of advice you’ve got for the next generation of public servants?

Never be afraid of mistakes. If your organisation is afraid to acknowledge mistakes, try to help change that culture. Problems cannot be solved until they are recognised. 

Never underestimate yourself because of your age or level of experience. If you have an idea and believe in it, speak up.

Some of the most meaningful changes start with people who were told they were too young, too inexperienced, or too ambitious. 

Public service offers enormous opportunities to create impact. Do not wait for perfect conditions.

Start where you are, learn continuously, and take responsibility for making change happen. 

9) What is a myth you wish to debunk about young public servants?

One myth I would like to debunk is that young people do not want to work. 

In reality, many young professionals simply work differently. They use technology to automate routine tasks, optimise their time, and focus on creating value. Efficiency should not be confused with a lack of commitment. 

Another myth is that leadership should only come with age. Experience is incredibly important, but young professionals often bring fresh perspectives, adaptability, and a willingness to challenge assumptions. 

The best results usually come when youthful energy and innovation are combined with the wisdom and experience of more senior colleagues. Public institutions need both. 

10) Write a letter to your future self in 2035. Please keep it within 200 words.

Hii!! It’s me! 

I hope the war is over. 

I hope your children are growing up in a peaceful Ukraine and know air raid sirens only from history books.

More than anything, I hope they are kind, curious, and happy people. 

I also hope you stopped questioning whether you spent too much of their childhood working. In 2026, you kept telling yourself that this work mattered, that Ukraine needed every effort, every project, every partnership. 

I hope that by 2035 you can finally see the results. 

I hope the countless meetings, negotiations, and long days helped build stronger institutions, stronger teams, and a stronger Ukraine. I hope the partnerships you helped create continue to bring value long after individual projects have ended. 

Most importantly, I hope you never lost your belief that people can change institutions and that institutions can change countries. 

And if you ever wonder whether it was worth it, I hope the answer is obvious. 

Kateryna from 2026 🫶🏻

The story was made possible due a partnership with the Global GovTech Centre (GGTC) Kyiv.