Their staff work from our performance dashboard, running on the National Insurer's own domain.
42
county insurance houses
Contract discussions grounded in the same screen, on both sides of the table.
Live
in the room
Our local government reform simulator runs live in policy convenings with ministers and mayors.
8 yrs
in Parliament
Founded by a Budget Committee Vice Chair with a PhD in Finance.
The insight
Analysis nobody can use. Communication nobody trusts.
Every government produces two disconnected things: analysis that only experts can read (spreadsheets, PDFs, briefings) and communication that citizens don't trust because it's detached from the evidence.
We merge the two. The same interactive tool a ministry uses to test a scenario is published for the public to inspect the reasoning.
One artifact: the policy asset is the narrative asset.
Local government:more service from a strained budget.
Every council is asked to do more with a budget that is already stretched and a national deficit that is already large. We put every unit's accounts on the map — what it raises, what it costs to run, what it spends on staff and on services — so citizens see the situation as it is and can weigh the reforms it calls for: would merging save money, is this cost too high, who pays for what. With every figure a tap away, the facts cannot be bent.
01
Every budget, in the open
Own revenue, grants, running costs, staff and spending by service for each unit, from the official budget execution, next to its neighbours and the national picture.
02
Economies of scale, tested
Merge or regroup units on the map and watch the cost, the saving and the payback recompute as you click: a reorganisation argued with numbers rather than slogans.
03
Facts that cannot be bent
The same screen for the ministry, the mayor, the councillor and the voter: the current situation in full, and the case for change weighed on the same numbers by everyone, so a claim about a merger or a budget line can be checked before it is believed.
State-owned enterprises:strategic assets, or remnants of the past?
Every state owns companies, and the public rarely knows which ones earn their keep: some are strategic and well run, some carry on out of habit, and from outside the difference is hard to see. We put each enterprise on the map with its owner, its role and ten years of accounts, so the question can be answered one company at a time, with evidence rather than suspicion.
01
Every company, in the open
Who owns it, what it is for, how many people it employs, whether it makes or loses money, year by year. From the registers and the filed accounts, not from a press release.
02
Strategic, or just inherited
The ones a country cannot do without, the ones that pay their way, the ones the budget quietly carries, the shells with no activity left: sorted by the facts, so a decision to keep, restructure or sell starts from the numbers.
03
Reform, communicated
Consolidation, restructuring and divestment explained on the map the public sees, so good governance is shown rather than claimed, and a hard decision arrives with its reasons.
Hospital networks,explained to the people who depend on them.
Every country has to do more with its health money: spending grows faster than revenue, and about a fifth of it is wasted. We put every hospital on one screen, how full it is, how staffed, what it costs, so a reform as hard as closing a ward can be shown for what it is: money moved from empty beds to urgent needs.
01
Every hospital, plainly
Beds, patients, staff and money for each hospital, in the words its users think in, next to its neighbours and the national norm. Built from the Ministry's own data, not from a summary of them.
02
The case for change, visible
A hospital at 57% occupancy beside one at 110%, a county short of doctors beside one with spare hands: the facts a closure or a merger must answer to, on the map, before the decision is announced.
03
Trust, built in
Patients and journalists read the same dashboard the ministry and the insurer steer by, so the explanation of a hard reform arrives with the evidence, not after the protest.
We build the ability to set and communicate policy.
We started Politeum because democracy is getting harder to practice. Government policy is complicated, and complex reforms are genuinely difficult to explain. In that gap of uncertainty, propaganda and disinformation flourish. When people can't see how a reform would actually benefit them, someone is always ready to tell them a frightening story instead.
The usual answer is "transparency." But transparency, too often, means publishing a giant spreadsheet on a government website. Nothing is hidden yet nothing is understandable to a normal person either. We want the harder thing.
Make government understandable, not just transparent.
That ambition is in our name. Politeum comes from the Greek politeia — a word that meant, at once, how power is organized and how citizens belong to it. It never separated the machinery of government from the people living under it, and neither do we. Every tool we build sits at the intersection of three things: citizens, government, and policy.
It rests on an old idea of citizenship. A free citizen is expected to take part in civic life, not merely to obey; citizenship carries both rights and responsibilities; and government, in turn, has obligations to the people it serves. Tools that let citizens genuinely understand the decisions made in their name are how those obligations get met and how a democracy defends itself against those who profit from confusion.
About the founder
Built by someone who's been on both sides of the table.
Politeum was founded by Cosette Chichirau — PhD in Finance, veteran quant (State Street, MassMutual), and for eight years a Member of the Romanian Parliament, serving as Vice Chair of the Budget Committee.
We bring that combination to the lab: the quantitative rigor to model a health system or a fiscal reform correctly, and the political experience to know what a minister can defend, what a journalist will ask, and what a citizen will believe. Every Politeum tool is built with all those audiences in mind.
A correct policy that no one understands changes nothing.
