Some may believe that powerful messages require lengthy statements and complex official wording — but my experience proved otherwise. The simplest message can move hundreds, inspire dozens, and lead to the mobilization of vast resources. At a critical moment, we found ourselves facing an undeniable truth: national responsibility at its hardest.

Most residents of Tripoli know what happened on May 12 and 13, 2025 — what I call “the harsh days of May.” They were heavy, unprecedented days in the modern history of the city. Life came to an almost complete standstill, and the capital suffered massive destruction. The Libya Build exhibition site collapsed, and major landmarks were struck — the Corinthia Hotel was hit directly, and the Dahat Al-Imad Towers and other vital buildings in the heart of Tripoli were severely damaged.

On the afternoon of May 13, I went on a field tour despite the tense situation, then returned in the evening to check on the safety of the Libyan Technology Foundation’s headquarters. I also visited the Libya Build site, which was barely operating that day on Omar Al-Mukhtar Street — just hours before the violent clashes of that night caused widespread devastation.

On May 15, I took another tour of the most affected streets. The scene was shocking — destruction, fires, ruins, and despair hanging in the air. Sadness prevailed everywhere, and the overall feeling was one of hopelessness.

After these events, the Foundation’s management and members held what we called the “post-shock meeting” on Friday, May 16, 2025, at a nearby café. The discussion was chaotic; disbelief and confusion dominated the room. No one truly understood the magnitude of what had happened — or how to move forward.

When Sunday came, our first official workday at the Foundation’s headquarters after the crisis, attendance was modest — but the questions were monumental:

• We had a major national event — the National Technology Day — in just two weeks. Could we still hold it?
• Should we postpone?
• Should we risk proceeding amid fears of renewed clashes?
• What if the Corinthia Hotel canceled bookings?
• What if sponsors withdrew?
• What if a curfew was imposed?
• Should we cancel Tripoli’s event and continue in other cities?

What stuck in my mind most was when one of the administrators said, “There’s a big chance we’ll lose.”

My response was firm: “We didn’t establish this Foundation to profit.”

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The Moment of Decision

The scene was grim. Stagnation had replaced the once-bustling activity that resembled a beehive. Preparations for cities, celebrations, and forums were all at risk:

• The Informatics Governance Forum
• The Cybersecurity Summit
• The Developers’ Summit
• And more than 70 local sites across Libya that were scheduled to participate in the National Technology Day.

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The Message That Changed Everything

On the morning of Monday, May 19, 2025, I left my home at 9 a.m., weighed down by responsibility. I drank one coffee after another, thinking deeply. As the Chairman of the Board — the founder — I was accountable to sponsors, partners, cities, and our entire team.

I decided to write a short message in the Foundation’s general discussion group. I expected readers to advise me to stop or delay things. But what happened exceeded all expectations:

• The entire team mobilized like an army that same day.
• The implementation company, which had agreed to install 10 roadside banners, ended up installing 24 banners across Tripoli — purely out of motivation and belief.
• Event venues, including the Corinthia Hotel, opened their doors despite the difficult circumstances.
• Sponsors trusted the youth and continued their support with confidence.

That short message became the spark that reignited a national project that was about to collapse under the weight of crisis.

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The Event and Its Message

In my speech on June 1, 2025, I said a line I’ll never forget:

“These are young people who did not carry weapons — they carried smartphones and devices, celebrating technology and technological awareness across Libya.”

Choosing to move forward with the event was an investment in hope — a direct stand against the despair that followed those tragic days. It was not an easy choice, but it was the right and courageous one.

The May 2025 experience was not just a temporary crisis; it was a historical turning point in the journey of the Libyan Technology Foundation. It proved that we are capable of working under the hardest conditions — that we are not merely a technological institution, but a social movement that builds hope and restores confidence.

My trust in the team was boundless, and the outcome was a national event that transcended technology, becoming a message of resilience — that Libya can live, even in its darkest moments.

In the ever-changing landscape of civil society work in Libya, the Libyan Technology Foundation has emerged as an exceptional model of team cohesion and collective synergy — not only within its internal structure but also across a wide range of stakeholders from government institutions, the private sector, and civil society. The Foundation has successfully transformed concepts of collaboration and teamwork into daily practices that produce tangible impact, building a new model for knowledge and technological transformation.

The Philosophy of the Integrated Team

Since its establishment, the Foundation has embraced the idea of the team as a set of interconnected “precision gears” working in harmony within a single clock. Success does not rely on one person or position, but rather on the integration of roles — from administrators to technicians, project managers to policy reviewers, trainees to legal advisors. Every member of this team understands that their task, however small, contributes to the operation of a much more complex system beneath the surface.

This balance has been reflected in more than 25 active projects throughout the year, managed by a diverse group of specialists and experts who now believe in the cause beyond their professional titles.

Expanding Partnerships that Create Impact

It is no easy feat for a civil society organization to collaborate with more than 90 entities — ministries, authorities, companies, centers, and associations — without deeply rooted trust and institutional discipline. This network of relationships was not just a list of partners; it was a series of bridges for knowledge exchange, technological application, and responsive action to national challenges.

From strategic interventions in telecommunications service pricing, to public awareness projects on cybersecurity, and training programs in difficult environments, the Foundation proved that partnerships are not built on contracts alone — but on an accumulated record of credibility and achievement. The goal has never been money or direct benefit, but rather the well-being of society at all levels.

From Idea to Action — From Dream to System

What began as a dream of “an institution for thought and advocacy for reform” has, through four challenging years, become an “institution of execution, institutionalization, and leadership.” Ideas once trapped in files have turned into policies and tangible initiatives, supporting more than 32 local institutions, producing dozens of technical reports and proposals, and developing open-source administrative and financial frameworks to help other organizations achieve sustainability.

This transformation was not by chance — it was the result of continuous planning, a culture of self-evaluation, annual financial auditing, strict fiscal discipline, compliance policies, internal review, and anti-corruption measures. These elements together reflect a rare form of internal governance in the local scene.

Sustainability Begins from Within

Perhaps the greatest achievement of the Foundation lies in its creation of a resilient and adaptive system, supported by ever-evolving competencies and a balance between fieldwork and strategic vision. Expansion was never the goal — it was a natural outcome of an environment that believes in technological awareness as a right, and that stability begins with knowledge.

Through continuous training for staff and volunteers, ongoing development of cybersecurity and information systems, and by reinforcing teamwork and governance practices, the Foundation has grown into more than just an organization — it is now a knowledge-based societal structure that transcends classifications, putting technology at the service of society and building trust between citizens and institutions.

From Challenge to Empowerment

The story of the Libyan Technology Foundation is not merely one of projects, nor an annual event that ends with ceremony — it is a story of the technical teams behind the initiatives, the network behind the ideas, and the people behind the achievements.

It is a story of how collective work is built on a foundation of hope, and how a single institution can create a new space for awareness and knowledge despite all obstacles. The Foundation would not have endured or grown without the strong cohesion among its teams, the trust of its partners, and the deep belief in the cause of “Technological Awareness for All.”

Toward a National and Global Center of Expertise

As the Libyan Technology Foundation continues to strengthen its institutional and technical presence domestically, its future vision reaches toward broader horizons — to have a greater impact both nationally and internationally.

At the core of its upcoming directions stands active participation in the National Artificial Intelligence Program, not merely as a member or contributor, but as a strategic partner in shaping public AI policy in Libya — engaging in both local and international forums, addressing the technical, ethical, legal, and practical dimensions.

The Foundation seeks to become an independent national technological think tank, renowned for its professional credibility and serving as a reference point for Libyan society in matters of digital transformation, data security, artificial intelligence applications, and knowledge infrastructure.

Among its key future missions is influencing the creation of a more advanced technological reality through policy papers, legislative reviews, and evidence-based proposals grounded in real-world experience — not just theory.

Championing Digital Justice

As part of its commitment to digital justice, the Foundation continues to advocate for the protection of digital rights for Libyan citizens as an integral part of modern human rights. It works to develop tools that ensure privacy, combat digital discrimination, and enhance open access to information.

Furthermore, the Foundation is expanding its Informatics Governance Forum to become an annual platform uniting all stakeholders — government, private sector, civil society, academia, and media — providing an open space for dialogue, decision-making, and comprehensive technological review.

Protecting Children in the Digital Space

Among the emerging priorities of the Foundation is the safety of children and youth in the digital world. It aims to design educational and skill-based programs for children, adolescents, and parents to ensure a safer online environment — free from blackmail, bullying, and harmful content. These programs form part of the Foundation’s commitment to fair, sustainable, and inclusive digital development.

Hope Drives Us — Work Defines Us

Amid Libya’s challenges and transformations, the Libyan Technology Foundation stands as living proof that hope is not built in conferences or on paper, but in the daily work done in modest offices, behind laptops and mobile screens, by minds that refuse to give up — working tirelessly, around the clock, with no fixed hours — by teams who believe that technology is not a luxury, but a tool for progress and a right for all.

Through its projects, partnerships, and team cohesion, the Foundation has demonstrated that structured collective work can produce an impact that exceeds expectations and reaches every institution. While some look abroad for solutions, the Foundation builds a replicable local model, grounded in reality, not in social media appearances — powered by a shared belief in the cause: “Technological Awareness for All.”

With steady steps, open minds, and hearts full of faith in their mission, the Foundation prepares for a new stage of growth, influence, and expansion — establishing itself as a national and global center of expertise, defending digital rights, and creating a collaborative system of Informatics Governance.

We invest in our hope — and we thank God and rely on Him.

As we look back on our journey so far, we see a complete and colorful picture — a blend of challenges and achievements, mistakes and lessons, ambitions and reality.
With the beginning of a new year, we open a new chapter in the book of the Libyan Technology Foundation, a chapter titled: “Institutional Sustainability and a Long-Term Vision.”

From our experiences, we have learned that true success lies not only in the number of projects completed but in an organization’s ability to endure and create lasting impact.
Our goal for the coming phase is to solidify the concept of “the institution that never stops.”
We will focus on building flexible operational systems, sustainable strategic plans, and well-trained teams capable of adapting to changing times.
This vision requires dedicated work to enhance internal performance and to strike a balance between local needs and global aspirations.

Libya needs a comprehensive digital transformation — not as a slogan or an abstract idea, but as a reality we strive to achieve.
We believe this transformation begins within institutions, both small and large, and extends to reach individuals and society as a whole.
Within this framework, we tirelessly work to strengthen our partnerships with the private sector and governmental entities.
We aim to provide specialized technical consultancy that makes a tangible difference and to launch community initiatives that raise digital awareness and empower people to use technology to improve their lives and work.

Over the past years, training has been a cornerstone of our work — yet there is still much more to offer.
In the coming phase, we aspire to build a more advanced and comprehensive training system, capable of nurturing talent and developing skills that meet the demands of the modern era.

The challenges we face are not unfamiliar to us.
We have already proven our ability to confront and overcome obstacles under the most difficult conditions.
In the next stage, we will focus on strengthening trust across sectors and within the community, facing political and economic changes with resilience and intelligence.
Maintaining the independence of the Foundation and developing sustainable funding sources will be at the core of our strategy — ensuring continuity with the same momentum and strength.

The Libyan Technology Foundation is not merely a building or a team — it is a renewable idea, a vision that grows each day, and a ray of hope that shines in every corner of our nation.
We know the road ahead is not easy, but it is filled with opportunities waiting to be seized.
We are ready for the next phase with passion and energy, determined to elevate the level of technology and society in Libya.

We have stood as a role model among civil society organizations, advancing steadily toward growth despite the minefields we navigate.
It is the grip of willpower that keeps us moving forward — creating the kind of difference that truly makes a difference.

Until the next article,
This is Amin Salih — member, worker, specialist, and believer in the cause — wishing you a year full of achievement and creativity.

Every year, at the close of the annual work cycle, the Libyan Technology Foundation pauses at an important milestone — one that reflects our commitment to professionalism and transparency in everything we do.
At this stage, we prepare our final accounts with complete integrity and clarity, presenting a picture that reflects the efforts of our team, the challenges we have faced, and how we directed our resources to achieve our goals.

Our commitment to an annual financial audit is not merely an administrative procedure — it is an integral part of our institutional vision.
We invite an external auditor to conduct a precise and impartial review of every financial detail, providing us with a comprehensive financial and technical report that highlights any accounting errors, if found, and recommends corrective measures.
This report goes beyond mere numbers — it provides genuine recommendations that are presented to the Board of Trustees to improve financial performance and enhance spending efficiency.

But we don’t stop there.
We also work to provide a transparent picture to our supporters, members, and administrative committees regarding how expenditures are directed and managed.
We present detailed files explaining the nature of spending, with a focus on allocating resources in ways that achieve the greatest social and institutional impact.

Driven by our commitment to best practices, we have set a strict rule: operational expenses must not exceed 20% of the total budget.
This policy not only reflects our concern for resource efficiency but also reaffirms our dedication to directing the majority of our energy and resources toward projects and initiatives that serve the Foundation’s mission and goals.

Every project we execute, every task we undertake, follows a carefully proposed budget, a well-structured work plan, and clear strategies designed to achieve the greatest impact at the lowest possible cost.
This approach enables us to face challenges with greater resilience and to continue our journey with confidence and sustainability.

What we do is not just financial procedure — it is an institutional and ethical commitment to our community, our partners, and our members.
These integrated practices have made the Libyan Technology Foundation a more established and professional entity — a model to be followed in both community and technology sectors.

Professionalism, to us, is not merely a value we uphold — it is a way of life that guides every step we take.
It is not only what strengthens trust between us and our supporters, but also what unites us all — as one team — in deeper belief in our cause and our goals.

Until the next reflection, I salute you all and wish you continued success and achievement in your work and endeavors.

Written on a Friday evening, as I left the office of Mr. Najm Al-Din.

It is the Foundation of Technical Management — where philosophy meets reality, and where dreams blend with aspirations to shape the contours of tomorrow.
In this place, vision takes form through action, and the impossible becomes nothing more than a new challenge.

Perhaps my words may seem grand or charged with emotion, but they come from an experience I have lived in every detail.
You may be reading these lines — but we live them every day, filled with hope and challenges, with hardships and achievements, with moments of sorrow and triumph.
These are not mere words; they are the heartbeat of a team that works tirelessly.

We move forward with steady confidence — never rushing, never seeking shortcuts, never building our success on coincidence or dependency.
Every step we have taken was carefully planned, every choice was the result of deep thought and real experience.

We operate in an environment full of challenges — as if walking through an endless minefield — yet we have faced it with collective wisdom and the courage of a few.
We understand that courage alone is not enough; persistence and planning are the true keys to success.

We strive to remain at equal distance from everyone.
We do not classify ourselves as governmental, commercial, or popular — rather, we see ourselves as a knowledge-based social foundation that aims to raise awareness and provide support.
We sincerely try to keep this light shining — a light that gives hope to all.

We have achieved much, but nothing came by chance.
Plans, meetings, collaborations, ideas, agreements, policies, and proposals — all have been part of our journey.
What you see today as success is the result of more than 1,562 days of continuous work.
Four years have passed, during which the Libyan Technology Foundation has become a name that cannot be overlooked in the field of information technology and digital transformation.

Despite all challenges, we have been the defining force in Libya.

• We presented an exemplary model in the Audit Bureau’s reports.
• We supported exhibitions, conferences, and awareness events.
• We became the primary destination for international organizations in the IT field within Libya.
• We enriched legislation with amendments and insights, proving our rigor in evaluating technology.

We are more than just an Foundation:

• We support 32 local organizations.
• We have strong partnerships.
• We produce hundreds of technical reports.
• We have left a clear mark on Libyan legislation.
• Our impact resonates both locally and internationally.

In conclusion:

The Libyan Technology Foundation is not merely an administrative entity — it is an idea, a goal, a vision, and people driven by ambition.
It is a story written through work, enriched by challenges, and still being built every single day.

This is how we live, and this is how we work.
Words may never fully describe what we do — but they are enough to convey the spirit of what we strive for.

This is not Amin Salih’s Foundation.

Building an institution that never collapses… one that grows, benefits, and contributes to all stakeholders. Building leaders, systems, regulations, and governance. Building a community that is technically aware.

These are some of my daily words to the team — even when I’m not physically at the headquarters of the Libyan Technology Foundation.

And when I say “team,” I truly mean a team: each member working with focus and dedication on their specific mission, with passion and love for their work.

You are all gears — every one of you is performing a precise function that makes the next gear turn. Regardless of size, what the public sees is just three hands and twelve numbers on the clock face, while in reality, there are dozens of gears of different sizes and speeds behind it — all contributing to the accurate reading of time and certainty of the passing hours.
Every one of you — from administrative staff to technical specialists, engineers, operations officers, project managers, proposal writers, language reviewers, public relations staff, and the strong wings of legal advisors, accountants, and field experts — plays an essential role.

Praise be to God — it is truly divine success that I witness dozens of projects, initiatives, and individuals working not for personal gain, wealth, or authority, but for a cause. We may not have reached perfection — and that is not our ultimate goal — but we are moving forward with steady, confident, and accelerating steps toward many objectives, guided by clear strategies and wise counsel.

With pride, joy, and optimism, I tell you: we are doing a lot, and we will do much more. For example, we have launched a website designed to be one of the most informative and purpose-driven in Libya.
We support more than 88 companies, ministries, and public entities in various projects — most of them through national-level voluntary support.
We are developing sustainable operational models, and in the coming days, we will release a series of open-source administrative and financial policies and regulations — editable frameworks on how to manage an organization or company.
We also provide technical support to 32 civil society organizations and create an enabling environment for professional trainees — having graduated 10 of them in 2024 — and assisted 5 students with their graduation projects in IT and cybersecurity.
We closed our annual accounts with full inventory and auditing as of January 1, following strict governance systems, becoming a role model for local organizations in professional and accountable work.
The world sees us — and the local technology companies and institutions see our impact and momentum.

We are proud of our team, our supporters, and our cause. The journey is long, and the obstacles are many. Reform is not a luxury or a mere demand — it is a necessity.

This is a cause and a nation — in fact, it is a national cause: “Technological awareness for all.”
Every member of the team, dozens of them, believes in this cause. Even project proposals now come from within the team itself. I often set aside my leadership position to join the ranks of project managers, working side by side in field operations.

If some idle voices make noise on social media, broadcasting from nowhere — from the void or anonymous servers — the Libyan Technology Foundation, with all its team, strength, work, reputation, and network of supporters, broadcasts from the ground.
We are here. Our feet are firmly on the ground. Our goals reach the clouds, and our morale touches the sky.

I wanted these words to mark the beginning of a new phase — one of higher professional and institutional performance.

A special thanks to everyone — followers, supporters, friends, partners, and even opponents — especially the opponents, for without you, we wouldn’t have united this way.

As we continue to present the Essays of the Foundation — reflections from our team, management, and ideas — during Cybersecurity Awareness Month (October) each year, we consistently strive to take the initiative and to open new paths within our available means and capacities.

In light of the growing wave of cyberattacks targeting Libya in recent years, we noted that the National Information Security and Safety Authority (NISSA Libya) had issued its public and advisory policies about six years ago, followed by the National Cybersecurity Strategy in February 2023.

That’s when the lightbulb went on.
Since many policies and strategies in Libya remain inactive — locked away in drawers and cabinets — we decided, in a pioneering and leading step, to take the initiative in May 2023 to begin working toward compliance with the national standards and policies.

And to be completely honest, the journey from May 2023, when we received the first questionnaire, until March 2024, was extremely difficult, exhausting, painful, and costly — in every possible way.

Referring to the point in the National Authority’s strategy which emphasizes “promoting awareness through all means”, and from our belief that we should lead by example by implementing the policies rather than just promoting them, we decided to pursue a Libyan Compliance Certificate — and sought the support of all our private-sector partners.

We encountered many challenges but managed to solve them faster than expected — a surprise even to us — which boosted our confidence that the goal was achievable.

One of the authority’s requirements was to raise staff awareness, and we found that Libyan Spider offered an awareness program developed by Kaspersky, which they generously provided to us free of charge as an in-kind contribution.

We were also required to have a local backup, and Modern Systems Technology (MST) stepped in to provide us with the necessary equipment and servers.
For secure and dedicated internet access, including controlled permissions and access firewalls, we received support from Al-Hadatha for Communications and IT.

What truly saved both time and costs was the Microsoft 365 suite, which Microsoft had provided us free of charge several years ago — a contribution of great value. We then sought help from experts in Microsoft technical and security solutions — Tazamun Integrated Solutions — whose team dedicated their time and effort to implement:

• Data Loss Prevention (DLP) measures,
• Privacy policies,
• System analysis,
• Device ownership and identity security,
• and many other controls that raised our overall cybersecurity compliance score from 40% to 72% — the highest possible rating.

This, of course, caused some discomfort and resistance to change among staff members, but they rose to the challenge responsibly and professionally.

It was a massive effort involving numerous tasks, recommendations, and inevitable mistakes — from something as simple as a lock screen timer exceeding one hour (counted as a violation), to encrypting backups, defining admin and user privileges, controlling paper printouts, securing sensitive documents, and ensuring off-site backups.

Some people thought what we did was just a marketing exercise or publicity stunt.
No, dear reader — this was the result of the work of over 40–50 engineers, specialists, technicians, members, and consultants, verified through a 300+ page audit manual from the Authority, and even on-site inspections where the auditors refused to drink our coffee or accept any form of courtesy hospitality.

I still recall one particular session when I was asked to step out of the office so the auditors could interview our staff privately — to verify whether our statements matched our actual operations. It felt almost like an interrogation (haha).

To this day, we update our systems daily and stay ready for any unannounced visit from the NISSA team, who reminded us that our certificate is valid for three years — but may be revoked at any time if they find violations or breaches of the approved policies.

There are no weak passwords in our systems.
There is no pirated software on our devices.
No suspicious applications are allowed to enter our network.
We continuously update our systems and strive to meet the highest standards.

This does not mean we are immune to hacking, data loss, or service interruptions — but we hope we have risen to implement the strictest standards of the National Information Security and Safety Authority’s policy manual, and we genuinely hope that many other institutions and companies in Libya will follow this path.

Do not underestimate the words “Information Security.”
They are not simple or cheap. The systems are not easy to implement, and raising awareness among employees — from the lowest level to top management — is an extremely costly process.

Reaching this level of compliance was only possible through God’s grace, and the support of our partners, members, and allies.

The success we achieved is satisfying — but maintaining it demands from us and our partners daily effort: continuous learning, updates, purchasing new equipment, developing software, and improving practices.

These simple reflections summarize the journey of the IT Unit at the Libyan Technology Foundation.

Until the next article —
I salute you all and wish you success in your work, whatever your field may be.

I often ask myself: What is the greatest achievement one can deliver?
That question made us pause for months before founding the organization on August 25, 2020. How could we move beyond being just another association, organization, or traditional entity — to become something that endures, creates unprecedented impact, and truly becomes what’s known in English as a Game Changer?

In our search for the answer, the internal work began — shaping what I called “The Thought-Based Technical Organization.”
Five months of planning, writing, and developing internal systems, bylaws, objectives, strategies, and a network of partners and supporters. By February 2021, the vision was still mainly intellectual — ideas, reflections, and frameworks — with little to show physically.

Then, one evening I considered one of the most discouraging and saddest of all, a moment of divine timing came when I answered a phone call from someone I call my “angelic supporter.” He doesn’t even know how much his words meant. He said:

“Ameen, you look exhausted. Hold on, relief is near. God willing, the country will stabilize soon, and you’ll be able to achieve great things in that stability. Take care of yourself. Goodbye.”

That call was a turning point. From there, The Thought Foundation evolved into The Foundation of Executing Ideas — a foundation of acceleration and continuous work.

Through this journey to where we stand today, we’ve faced countless obstacles, struggles, hardships, and sacrifices. But those experiences shaped our philosophy:

“If we overcome the challenge, it adds to our record; and if the challenge overcomes us, the attempt itself is honorable. Each step we take — one no one has taken before in Libya — adds to our learning and growth.”

Becoming the Chairman of a Civil Society Foundation, funded entirely locally, and running operational expenses from unconditional local support, was unprecedented — especially in a time when many organizations were competing for foreign funding in dollars and euros.
As our Egyptian brothers say: “What should I do?”

So we began thinking strategically: some projects work, others stop; some plans succeed, others evolve. We gathered experts, yet financial issues were constant — how to pay experts, staff, rent, and equipment? We couldn’t rely solely on volunteers — that’s where many once-active organizations collapsed. But we also couldn’t always afford paid work — otherwise, we’d lose the thought behind the foundation.

Then came the idea:

“We must sell the execution of our ideas — to become the indispensable link for supporters, society, and government institutions.”

Since then, my recurring phrase in meetings became:

“Ladies and gentlemen, we will continue as long as we are delivering value to society — whatever that value may be: services, policies, public advocacy, representation, contributions, support, celebrations, or activities.”

One memorable incident occurred in late 2021, when Libya Telecom & Technology (Hatif Libya) decided to change its fiber optic cable leasing model — from distance-based to capacity-based pricing — which would have increased costs tenfold to a hundredfold. Such a move would have been disastrous for both private and public companies, and ultimately, for citizens.

I intervened with several experts and gathered all private-sector telecom companies to prepare a detailed report — almost like a petition — to persuade both Hatif Libya and the Libyan Telecommunications Holding Company.
The response came from the very top: the private sector was exempted from the MPLS pricing changes.
It was another achievement added to our record — sparing both companies and citizens from inflated costs.

From that point, our philosophy evolved:

“Let’s achieve accomplishments that become our capital — to make society’s trust in us the true foundation of our sustainability.”

Days, weeks, months, and years passed — and as we approach our fourth anniversary, I now see the Foundation operating 24 hours a day:
Working from home, conducting training, providing services, holding meetings, attending events, reviewing documents, making decisions, and participating in policymaking — all as part of our civil society role.

Since the greatest achievement is the transfer of knowledge, we’ve trained nine individuals this year alone — on the latest in technological tools, management, quality systems, soft skills, and technical consulting — preparing them to work effectively under even the toughest conditions, armed with the strongest practical skills.

We realized that most companies don’t allow graduates to train — they want employees ready-made.
But here, trainees can work in a real production environment without harming our operations. From that realization came a spontaneous phrase that stuck with us:

“Why not?”

And so, I’ve summarized — even if only briefly — part of this story on a Thursday evening, in the second episode of the Essays of the Libyan Technology Foundation, titled:
“The Foundation of Thought.”

Until the next episode and reflection in this series —
Amin Salih wishes you all the best.

#Essays_of_the_Libyan_Technology_Foundation

I need to clarify something very important. For nearly nine years now, I’ve been moving forward with steady steps in a very clear direction. My goals and ambitions are sacred to me. With God’s help, and through what I’ve learned — knowledge, ideas, methods, wisdom — along with the professionalism I’ve built over the years and an army of advisors who never took a single dinar from me, I’ve kept walking this path.

I’ve moved forward with integrity and professionalism, and it has never been proven that I’ve embezzled, deceived, manipulated, or lied. There have been many rumors and much talk, but in the end, only work and sincerity remain. Those who spoke have either gone silent, felt ashamed, or realized they were wrong. Despite all circumstances — I continue.

A few months ago, I found an old external hard drive that I hadn’t used since 2015 — the year I consider the most disappointing of my life. Inside, I discovered a Word file titled “Goal: The Libyan Technology Foundation,” describing a large community-based organization that brings together expertise and talent, built methodically and institutionally, with a professional team, projects, and responsibilities. I couldn’t bring myself to open the file — afraid I might have fallen short of such a grand vision. But, praise be to God, for what has been achieved and for what is yet to come.

I’m proud of what I’ve achieved so far. There have been many mistakes along the way, but the best is yet to come, God willing. I’ve learned lessons in diplomacy, objective thinking, sacrifice, and maintaining relationships despite the constant changes in Libya — and to be a source of change, even when I struggle to change myself.

Behind every post, project, and achievement, there’s hard work, sweat, effort, money, sacrifice, pain, and sometimes health loss. There have been threats, warnings, losses, and the pain of losing friends or peace of mind. I’ve gone through many challenges and tragedies — all recorded in a steel memory and stored safely.

Generous job offers, contracts, grants, bribes, and temptations — yet, by God’s grace, I came through it all safely, as if holding burning coals in my hands.

Today, one official said to me:

“We could say that you’re difficult, not suitable for us, and don’t understand our Libyan-style management — but you are a technical, professional person with clean hands. You audit your budgets precisely, and every dinar you receive, you turn into ten spent for the public good.”
This was a kind message that I now pass on to my team at the Libyan Technology Foundation.

Yesterday, I was explaining to my professional interns that what I do is closest to what’s called Technology Management — meaning, I don’t have to be an expert in databases, networks, or cybersecurity, but I can speak the language of technology in terms of its management, priorities, best practices, and applications.

Behind every project or post is a Libyan citizen walking on land full of mines — with the constant risk of favoritism, corruption, greed, and pressure from various authorities and entities.

All these accomplishments didn’t come by luck or coincidence. To those who think so, I say: they came from waking up early, sleeping late, pushing through physical and mental exhaustion, and spending personal resources — financially and emotionally.

Every day, I face no fewer than three discouraging challenges — especially on Sundays. Yet, I keep reminding myself:

“Assume the organization was founded yesterday; look at the progress made, and start from there.”

Our foundation may not always appear active publicly, but I can tell you this — it collaborates with over 20 governmental bodies, 30 private companies, 75 experts, and a team of more than 10 employees and managers, plus a network of advisors, across 17 ongoing projects.

We’re not in conflict with anyone — not with a company, authority, ministry, or sector. Our role is civil society — even if the term is misunderstood locally. We’ve been the exception that proved the rule.

Our role is complementary, consultative, educational, and advocacy-based — using all legal means to improve society according to our best judgment.

It might surprise you to know that many of our strongest supporters were once our opponents. By standing against us, they actually drew the spotlight toward us — and gave meaning to our mission.

A heartfelt thank-you to every supporter, benefactor, and silent contributor — to everyone who lent a helping hand.

Until the next reflection in #LTF_Essays,
Ameen wishes you all well.