Some might think that big messages require lengthy data and complex formal phrasing, but my experience has proven that the simplest message can move hundreds, influence dozens, and affect hundreds of thousands. In a decisive moment, we faced an undeniable truth: national responsibility in its most challenging form.

Most residents of Tripoli remember what happened on May 12–13, 2025, what I call the “difficult days of May.” These were unprecedentedly heavy days in the city’s modern history—life nearly came to a complete halt, and the capital suffered widespread destruction. The LibyaBuild exhibition did not escape collapse, and major buildings were hit. The Corinthia Hotel sustained a direct strike, and the Al-Imad Towers and other vital buildings in central Tripoli were also damaged.

On the afternoon of May 13, I conducted a field tour despite the tense atmosphere, then returned in the evening to check the Libyan Technology Foundation’s headquarters for safety. I also visited the LibyaBuild exhibition site on Omar Al-Mukhtar Street, which had been the scene of clashes on the evening of May 13, leaving extensive damage.

On May 15, I went on another tour of the most affected streets. The scene was shocking: destruction, fires, debris, and a pervasive sense of despair. Grief dominated completely, and the general feeling was hopelessness.

After these events, the foundation’s management and members held a “post-shock meeting” on Friday, May 16, 2025, at a café. The discussion was chaotic, and astonishment hung over everyone. No one fully understood the scope of what had happened or how to move forward.

The following Sunday marked the first working day at the foundation’s headquarters after the crisis. Attendance was modest, but the questions were significant:

• We have a major event, the National Information Technology Day, in just two weeks—can we hold it under these conditions? Should we postpone it? Do we risk moving forward amidst fears of renewed clashes? What if the Corinthia Hotel cancels the bookings? What if sponsors withdraw? What if a curfew is imposed? Should we cancel Tripoli and continue in other cities?

What stayed with me most was one administrator’s question: “There’s a high chance we’ll fail.” My response was decisive: “We did not establish this foundation to win.”

The Moment of Decision

The scene was bleak. Recession dominated, astonishment prevailed, and the previously bustling activity—like a beehive—suddenly came to a halt. Preparations for cities, celebrations, and forums were at risk:

• Informatics Governance Forum
• Cybersecurity Summit
• Developers’ Summit
• And over 70 locations across Libyan cities slated to participate in the National IT Day

The Message That Changed Everything

On Monday morning, May 19, 2025, I left home at nine, weighed down by responsibility. Sipping coffee, I reflected deeply: I am the Chairperson, founder, and primary accountable party to supporters, sponsors, cities, and the team.

I decided to write a short statement in the foundation’s general discussion group. I thought readers would stop me or at least advise caution—but what happened exceeded all expectations:

• The team mobilized like a full army the very same day. The company we contracted for installing 10 road signs was surprised to find 24 signs installed across Tripoli in a burst of enthusiasm. Event venues, including the Corinthia Hotel, opened their doors despite harsh conditions, and sponsors trusted the team and supported the continuation with confidence.

That short message became the spark that revived a national project that almost collapsed under the weight of circumstances.

In my speech on June 1, 2025, I said a sentence I will never forget:

“These young people did not carry weapons—they carried mobile devices and smart gadgets, celebrating technology and digital literacy across Libya.”

The decision to proceed with the event was an investment in hope, a direct confrontation with the despair caused by recent events. The choice was not easy, but it was the right and courageous one.

The May 2025 experience was not merely a passing crisis; it became a historic turning point in the Libyan Technology Foundation’s journey. It proved that we can operate even in the most challenging circumstances, and that we are not just a tech institution but a community movement that builds hope and restores trust.

My confidence in the team was boundless, and the outcome was a national event that went beyond a technical celebration, sending a patriotic message that Libya is capable of life, even in the darkest moments.

In the turbulent landscape of community work in Libya, the Libyan Technology Foundation has emerged as an exceptional model of team cohesion and collaborative effort—not only within its own structure but also with a wide range of stakeholders, including government and private institutions as well as civil society. The foundation has successfully transformed the concepts of cooperation and teamwork into daily practices that produce tangible impact, establishing a new model for cognitive and technological change.

The Philosophy of an Integrated Team

Since its establishment, the foundation has embraced the concept of the team as an interconnected entity, functioning like “precise gears within a single clock.” Success does not rely on one person or position, but on the integration of roles—from administrative staff to technical experts, project managers to policy reviewers, and interns to legal advisors. Every team member understands that their task, no matter how small it may seem, contributes to operating a system far more complex than what appears on the surface. This balance has manifested in over 25 active projects throughout the year, managed by a spectrum of specialists and experts who have come to believe in the mission more than in the formal roles they occupy.

Expanding Partnerships that Make an Impact

Working as a civil society institution with over 90 entities—ministries, agencies, companies, centers, and associations—is not easy, especially when trust and institutional discipline are not deeply rooted. Yet, this network of relationships has become more than just a list of partners; it has become genuine bridges for knowledge exchange, the implementation of technological solutions, and addressing national challenges. From strategic interventions in telecommunications pricing to awareness projects in cybersecurity, and from training programs in the most challenging environments, the foundation has proven that partnerships are built not merely on contracts, but on accumulated credibility and trust earned through achievement. The goal is not profit or direct benefit, but the welfare of society at all levels.

From Idea to Action… From Dream to System

Initially, the vision was for a “think tank advocating reform,” but over four challenging years it has evolved into a “foundation of execution, institutionalization, role modeling, and action.” Ideas moved from closed files to actual policies and initiatives, supporting more than 32 local institutions, producing dozens of technical reports and proposals, and establishing open-source administrative and financial frameworks to help other entities achieve sustainability. This transformation was not accidental—it was the result of continuous planning, a culture of self-evaluation, annual audits, a strict financial system, compliance policies, internal review and audit, and anti-corruption measures. This demonstrates a rare level of internal governance in the local landscape.

Sustainability Starts from Within

Perhaps the foundation’s greatest achievement is establishing a resilient and adaptable system, supported by renewable talent, balancing fieldwork with strategic vision. Expansion was never the goal, but a natural outcome of an environment that believes digital awareness is a right, and stability begins with knowledge. From continuous training for staff and volunteers to ongoing development of security and information systems, and from consolidating teamwork principles to implementing governance practices, the foundation has become more than an organization—it is a knowledge-based community structure that puts technology at the service of society and builds trust between citizens and institutions.

From Challenge to Empowerment

The Libyan Technology Foundation’s experience is not just about projects or annual events—it is about the skilled teams behind the initiatives, the collaborative forces behind achievements, and the complex networks behind ideas. It is a story of how teamwork can be built on a foundation of hope, and how a single institution can create a new space for awareness and knowledge despite all obstacles. Perhaps the most remarkable fact is that this institution would not have grown without the strong cohesion among its teams, the trust of its partners, and the deep belief in the cause of “digital literacy for all.”

Towards a Local and Global Center of Expertise

While continuing to strengthen its institutional and technical presence domestically, the foundation’s future vision aims for broader impact at both national and international levels. Central to its upcoming direction is active participation in the national artificial intelligence program, not merely as a member, but as a strategic contributor shaping AI policy in Libya—attending local and international sessions covering technical, ethical, legal, and practical aspects. The foundation seeks to become an independent national center of technical expertise, with a professional reputation that allows it to serve as a reference for Libyan society on digital transformation, data security, AI applications, and knowledge infrastructure development. Its vital future mission includes influencing the development of an advanced technological reality, providing well-crafted policy papers, critical legislative reviews, and proposals grounded in real-world experience, backed by practical execution, not just theory.

In promoting digital justice, the foundation continues advocating for the protection of Libyan citizens’ digital rights, recognizing them as part of contemporary human rights. It develops tools to ensure privacy, combat digital discrimination, and enhance free access to information. The foundation also leads the Informatics Governance Forum, an annual platform that brings together all stakeholders—governmental, private, civil, academic, and media—for open dialogue, decision-making, and comprehensive technical review.

Emerging priorities also include child and youth safety in digital spaces, through awareness and skills-based curricula targeting children, adolescents, and parents, ensuring a safer digital environment free from exploitation, bullying, and harmful content. These programs are part of the foundation’s responsibility to ensure equitable, sustainable, and inclusive digital development.

Hope Guides Us, Work Establishes Us

Amid Libya’s challenges and transformations, the Libyan Technology Foundation remains a living testament that hope is not created in conferences, paper initiatives, or awards—it is built every day in simple offices, behind mobile devices and computers, by minds that never give up, working around the clock, and by teams that believe technology is not a luxury but a tool for advancement and a right for all.

Through its projects, partnerships, and cohesive teams, the foundation has proven that deliberate teamwork can create an impact beyond expectations, reaching every institution. While some look outward for solutions, the Libyan Technology Foundation builds a replicable internal model, deriving legitimacy from the ground, not from “social media space,” and drawing energy from a cause we all believe in: “digital literacy for everyone.”

With confident steps, open minds, and hearts committed to their mission, the foundation prepares for a new phase of building, influence, and expansion, shaping a national and international center of expertise, defending digital rights, and fostering information governance in partnership with all stakeholders. We invest in our hope, thank God, and place our trust in Him.

When we look back at our journey so far, we see a complete picture — a canvas painted with challenges and achievements, mistakes and lessons, ambitions and realities. As we step into a new year, we open a new chapter in the book of the Libyan Technology Foundation, a chapter titled: “Institutional Sustainability and an Extended Vision.”

From our experiences, we have learned that true success is not measured by the number of completed projects alone, but by an institution’s ability to endure, evolve, and create long-term impact.
Our goal in the coming phase is to strengthen the concept of “a foundation that never stops.”
We will focus on building flexible operational systems, sustainable strategic plans, and well-trained teams capable of adapting to the pace of change.
This vision calls for serious work on enhancing internal performance and achieving balance between local needs and global aspirations.

Libya needs a comprehensive digital transformation — not just as a slogan or a talking point, but as a national necessity we are committed to realizing.
We believe that transformation begins with institutions, both large and small, and extends to reach individuals and society at large.
In this context, we continue to work tirelessly to strengthen partnerships with the private sector and government institutions.
We aim to provide specialized technical consultations that make a real difference, and to launch community initiatives that raise digital awareness and empower people to use technology to improve their lives and work.

In recent years, training has been a cornerstone of our work — and yet, there is still much more to be done.
In the next stage, we aspire to build a more advanced and comprehensive training ecosystem, one that develops digital skills and fosters innovation.

The challenges ahead are not unfamiliar to us. We have proven our ability to face and overcome obstacles, even in the most difficult circumstances.
In the coming phase, we will work to strengthen trust across sectors and communities, addressing political and economic changes with flexibility and intelligence.
Maintaining the independence of the Foundation and developing sustainable funding sources will remain at the heart of our strategy — ensuring that our work continues with the same drive and momentum.

The Libyan Technology Foundation is not just a building or a team — it is a living idea, a vision that grows every day, and a beacon of hope shining across our nation.
We know the road ahead will not be easy, but it is filled with opportunities waiting to be seized.
We are ready for the next chapter — with passion, energy, and an unwavering commitment to advancing technology and society in Libya.

We have become a model for civil society institutions taking steady steps toward sustainable growth.
Despite the minefields we often walk through, it is the act of holding firmly to the ember of determination that keeps us moving forward — creating change that, in turn, inspires greater change.

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

It is the Institution of Technical Management — where philosophy meets practical reality, and where dreams intertwine with hopes to shape the features of tomorrow.
Here, vision takes form through action, and the impossible becomes nothing more than a new challenge.

My words may sound grand or charged with emotion, but they come from a journey I’ve lived in every detail.
You may be reading these lines, but we are living them — days filled with hope and challenges, hardships and achievements, sorrows and successes.
These are not mere words; they are the heartbeat of a team that works tirelessly.

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

We operate in an environment full of challenges — as if walking through a minefield that never settles — yet we’ve faced it with collective wisdom and individual courage.
We understand that courage alone is not enough; persistence and planning are the true secrets of success.

We strive to remain equally close to everyone.
We don’t classify ourselves as governmental, commercial, or popular; rather, we see ourselves as a knowledge-based community institution — one that aims to raise awareness and provide support.
We sincerely try to keep this light alive, a light that gives hope to all.

We’ve achieved a lot — 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 outcome 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 the challenges, we became the defining force in Libya.

• We presented an exemplary model in the reports of the Audit Bureau.
• We supported exhibitions, conferences, and awareness events.
• We became the first point of contact for international organizations in the IT field inside Libya.
• We contributed to legislation through amendments and comments and demonstrated firmness in assessing technology.

We believe that institutional work is not limited to solving daily problems, but in continuously seeking their roots and engaging everyone in resolving them.
We built a system designed to resist collapse — to confront errors and reshape solutions.

We are more than just an institution:

• We support 32 local organizations.
• We have strong partnerships.
• We provide hundreds of technical reports.
• We have left a clear mark on Libyan legislation.
• And we now have both local and international resonance.

In summary:

The Libyan Technology Foundation is not merely an administrative entity —
it is an idea, a purpose, a vision, and a group of people filled with 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 not be enough to explain what we do, but they are enough to reflect the spirit of what we strive for.

This is not Amin Salih’s institution.

When we look back at our journey so far, we find ourselves facing a rich and colorful canvas—a blend of challenges and achievements, mistakes and lessons, aspirations and reality. As we step into a new year, we open a new page in the book of the Libyan Technology Foundation, a page entitled: “Institutional Sustainability and Extended Vision.”

We have learned from our past experiences that real work is not measured merely by the number of projects completed, but by the institution’s ability to persist and make a long-term impact. Our goal in the coming phase is to establish the concept of a “Foundation 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 us to work diligently on improving internal performance and achieving a balance between local needs and global aspirations.

Libya needs a comprehensive digital transformation. This is not just an idea we discuss or a slogan we raise—it is a reality we aim to achieve. We believe that this transformation begins with institutions, both small and large, and then extends to individuals and society as a whole. Within this framework, we tirelessly work to strengthen our partnerships with the private sector and government institutions. We aspire to provide specialized technological consulting that creates a real impact, and to launch community initiatives aimed at raising digital awareness and empowering people to use technology to improve their lives and work.

In past years, training has been a central pillar of our work, yet there is still much more we aim to achieve. In the next phase, we aspire to build a more advanced and comprehensive training ecosystem.

The challenges we face are not unfamiliar to us. We have proven our ability to confront obstacles and overcome them under the toughest circumstances. In the coming phase, we will work to strengthen trust between various sectors and the community, and we will navigate political and economic changes with flexibility and intelligence—while maintaining the institution’s independence and developing sustainable funding sources. These will remain at the heart of our strategy to ensure the continuation of our work with the same momentum and strength.

The Libyan Technology Foundation is not merely a building or a team—it is a renewing idea, a vision that grows every day, and a hope that shines in every corner of our country. We know the path is not easy, but it is full of opportunities we can seize. We are ready for the next phase with passion and energy, and we will work with everything we have to elevate the level of technology and society in Libya.

Following the example of civil society institutions that advance steadily toward sustainable growth, despite all the minefields we navigate, it is the grip on the ember of will that keeps us going and creates the difference that makes a real impact.

Until the next article, this is Amin Salih—member, practitioner, specialist, and believer in the cause—wishing you a year full of achievements and creativity.

Building an institution that never collapses — one that grows, benefits, and creates value for all stakeholders… building leadership, systems, regulations, and order. Building a society that is technologically aware.

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

And when I say “team,” I truly mean a team — each person working with focus, dedication, and love in their assigned role.

You are all gears — each one operating with precision, enabling the next gear to move. Regardless of size, the clock seen by the public may only have three hands and twelve numbers, yet beneath it are dozens of gears of different sizes and speeds, all working together to show the exact time and assure the accuracy of every passing moment.
You are all indispensable — from the administrative staff to the technicians, engineers, operations team, project managers, proposal writers, language editors, public relations officers, and the skilled wings of legal, financial, and technical advisors.

Praise be to God — it’s by His grace that I now see dozens of projects, tasks, and individuals working not for personal gain, wealth, or power, but for a cause.
We may not have reached perfection, but that was never the ultimate goal. We are, however, moving with steady, confident, and accelerating steps toward many objectives — guided by clear strategies and wise consultations.

I speak to you with pride, joy, and optimism: we have achieved a lot, and we will achieve much more.
For example, we built one of Libya’s most information-rich and purpose-driven websites.
We currently assist more than 88 companies, institutions, ministries, and authorities across various projects — most of them provided as national support.
We’re developing frameworks that ensure sustainability, and in the coming days, we’ll be releasing open-source administrative and financial policies and procedures that can be adapted by others to manage organizations effectively.

In addition, we provide technical support to 32 community organizations, and we’ve created a professional environment for trainees — graduating 10 of them in 2024, while also supporting 5 university students in their graduation projects related to IT and cybersecurity.
We’ve finalized our financial statements and audits as of January 1st, operating under rigorous governance systems — setting a professional example for local civil society organizations on how to work transparently and effectively.

The world sees us.
Local tech companies and institutions witness our efforts and the noise of our ongoing work.

We take pride in our team, our supporters, and our cause.
The journey is long, the challenges are many, and reform is not a luxury or an option — it’s a necessity.

This is a mission and a homeland — a national cause: “Digital Awareness for All.”
Everyone on the team, in their dozens, believes in this cause.
Even project proposals now come from within the team, and I often step down from a leadership position to stand alongside project managers — actively participating in field operations.

If some idle individuals make noise on social media — broadcasting from nowhere, from servers in the void —
then the Libyan Technology Foundation, with all its team, power, accomplishments, reputation, and network of supporters, broadcasts from the ground.
We are here.
Our feet are firmly on the ground.
Our goals are in the clouds.
And our spirits reach the sky.

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

Special thanks to everyone — followers, supporters, friends, members, and even opponents.
Especially the opponents; without you, we wouldn’t have united this strongly.

As we continue sharing The Libyan Technology Foundation Essays—reflecting the values, ideas, and efforts of our team and leadership—during Cybersecurity Awareness Month every October, we constantly strive to take the initiative and carve new paths within our available resources and limits.

With the growing wave of cyberattacks on Libya in recent years, we noted that the National Information Security and Safety Authority (NISSA Libya) had issued its general and guidance policies nearly six years ago, followed by the National Cybersecurity Strategy in February 2023.

That’s when the “idea lightbulb” went on.
Since many policies and strategies in Libya remain unimplemented—locked away in drawers and cabinets—we decided, in a pioneering move, to take the lead in May 2023 and begin working to comply with national standards and policies.

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

One of the strategy’s key points emphasizes that NISSA’s role includes promoting awareness by all possible means. From my belief that we should lead by example and activate these policies, I proposed that we work toward obtaining a Libyan compliance certificate. We sought assistance from all private companies supporting our foundation.

We faced many challenges but managed to solve them faster than expected—something that surprised us and strengthened our confidence in reaching our goal.

The Authority’s requirements and questionnaires called for staff awareness programs, so we found that Libyan Spider offered a specialized awareness program from Kaspersky, which they generously sponsored for us as an in-kind contribution.

We were also required to have a local backup, and Modern Systems Technology (MST) promptly provided the necessary equipment and dedicated servers. For secure and managed internet access, Al-Hadath Al-Alamiya for Telecommunications and IT stepped in with the appropriate solutions.

What truly shortened distances and reduced costs, however, was the Microsoft 365 package that had been provided to us free of charge years earlier—an invaluable contribution from Microsoft. We then collaborated with Tazamun Integrated Solutions, a company specialized in Microsoft technical and security solutions. Their team devoted their time and effort to implementing Data Loss Prevention (DLP) measures, privacy policies, system analysis, device ownership verification, user identity protection, and other restrictions that raised our information security score from 40% to 72%—the highest recorded.

This shift initially caused some resistance and discomfort among staff, but they rose to the challenge and adapted responsibly.

The process involved extensive work, recommendations, and corrections—from fixing issues like a lock screen timeout exceeding an hour (which was counted as a noncompliance), to encrypted backups, user and admin privileges, paper printouts, sensitive document security, and offsite backups.

Some people believe what we did was just a marketing or PR stunt.
No, my friend—this was the work of over 40–50 engineers, specialists, technicians, members, and consultants, meticulously audited through a 300+ page manual by the Authority, whose inspectors even declined our hospitality or coffee during visits.

I recall one session where I was asked to step out of the office so that staff and members could be questioned about our operations—to verify that what we claimed matched what we practiced. It felt almost like an interrogation (haha).

Even today, we update our systems daily and remain ready for surprise inspections by the National Information Security and Safety Authority, as we were informed that our certificate is valid for three years, but can be revoked at any time in case of a breach or policy violation.

We have no weak passwords.
We use no pirated software.
No suspicious applications are allowed.
We strive to keep our devices updated and adhere to the highest possible standards.

This doesn’t mean we’re immune to cyberattacks, data loss, or service disruptions—but we aim to uphold the highest standards outlined in the NISSA policy manual and hope that many other organizations and companies will follow our lead.

Never underestimate the term “Information Security.” It’s not a simple or cheap concept. Software implementation, staff awareness—from entry-level employees to top management—is an expensive and demanding process. Reaching this level was possible only by God’s grace and the support of our many partners, contributors, and members.

The success we’ve achieved is satisfying—but maintaining it costs us and our partners daily effort: constant learning, updates, hardware purchases, software improvements, and evolving methods.

These words capture a small glimpse into the journey of the IT Unit at the Libyan Technology Foundation.

Until the next article, I greet you all and wish everyone continued success in this and all other fields.

I often think and ask myself: what is the greatest achievement one can offer?
This question made us pause for months when we founded the organization on August 25, 2020. How could we move beyond being just another association, organization, or traditional entity to something lasting—something that delivers what is unprecedented and becomes, as they say in English, a game changer?

In the journey to answer that question, internal work continued, forming what I called “The Technical Think-Tank Organization.” Five months of planning, reflection, and writing—creating internal systems, regulations, objectives, plans, and a base of partners and supporters. By February 2021, there were still no tangible signs of the institution that dozens of us aspired to—only thought, ideas, and deep reflection.

Then, in a moment of divine timing, I was ready to answer a call one evening I considered among the most frustrating and saddening. The caller was someone I call “the angelic supporter”—he doesn’t know that he’s been a supporter, friend, and help to me. He said:

“Ameen, you look tired. Hang in there—relief is near. God willing, the country will stabilize soon, and you’ll be able to achieve a lot in a more stable environment. Take care of yourself. Goodbye.”

That call reignited me. I began drafting proposals, and “The Think-Tank Foundation” transformed into “The Foundation of Idea Implementation”—a foundation for accelerating action and continuous work.

Throughout the journey to where we are today, we faced many challenges, struggles, and sacrifices. Our ideas matured into a belief:

“If we overcome a problem, it adds to our credit. If the problem overcomes us, we still have the honor of trying—and of taking steps no one has taken before in Libya. On this path, we learn and grow richer in experience.”

To suddenly become the chairman of a civil society organization fully funded locally, with most of its operating expenses coming from unconditional local support, was unprecedented—especially at a time when organizations were competing for foreign funding in dollars and euros.
As our Egyptian brothers would say: “What can I do?”

We began thinking strategically—developing plans, implementing projects, some progressing, some halting. Experts and specialists gathered, yet we constantly faced financial challenges:
How would we pay for all this? Experts, employees, rent, equipment… We couldn’t always depend on volunteers—that’s what destroyed dozens of once-active organizations. But we also couldn’t afford constant paid operations—otherwise, we’d lose “The Foundation of Thought.”

Then came the idea:

“We must sell the implementation of our ideas—become the key player that neither supporters, society, nor governmental entities can do without.”

From then on, my common phrase in meetings became:

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

One incident comes to mind from late 2021, when Libya Telecom (Hatif Libya) decided to change its optical cable leasing fees—from distance-based pricing to capacity-based pricing. This would have increased costs by 10 to 100 times—a catastrophe for both private and public companies, ultimately burdening citizens.

I intervened with a group of experts, gathering all private sector companies to create a report—essentially a petition—to convince both #Hatif_Libya and the #Libya_Telecom_Holding_Company. The result: a directive from the highest level of the telecommunications sector exempting private companies from the new MPLS pricing list—another achievement to our record, preventing higher prices for citizens and companies alike.

At that point, the philosophy of this institution’s survival evolved into a motto:

“Let’s achieve more accomplishments that build credibility—and let society’s trust in our record of success be what keeps us needed.”

Days, weeks, months, and years passed, and now—approaching our fourth anniversary—I see the institution and its engines running 24/7: remote work, training, services, meetings, events, reviews, decision-making, and participation—all as part of our civil society role.

Since the greatest achievement one can offer is “knowledge transfer”, this year we trained nine individuals on the latest global developments in technical tools, management, quality, soft skills, and technical consulting—preparing them to work under the toughest conditions, armed with the strongest daily competencies.

I found that most institutions and companies don’t allow graduates to train with them—they want ready employees. But here, an employee can train in a productive environment without harming our operations. And so, a spontaneous phrase emerged among us: “Why not?”

With that, I’ve summarized—even if briefly—on this Thursday evening, the second chapter of The Libyan Technology Foundation Essays, titled “The Foundation of Thought.”

Until the next reflection and the next chapter of these essays—
This is Amin Salih, wishing you all good times.

I need to clarify something very important. Over the course of several years—almost nine now—I have been walking with steady steps in a direction that is very clear to me. My goals and ambitions are sacred to me, and I rely on God, as well as on the knowledge, ideas, methods, and wisdom I possess, along with much of what I have learned about professionalism—and a whole army of advisors who have never taken a single dinar from me.

I walk firmly on the path of professionalism and ethics. It has never been proven that I embezzled, deceived, manipulated, or lied. There have been many rumors and people’s talk, but in the end, only sincere work remains. Those who used to talk have either gone silent, felt ashamed, or proven themselves wrong. And despite all circumstances, I will continue.

A few months ago, I found an external hard drive that I hadn’t used since 2015—the year I consider the most frustrating in my life. On it, I found a Word file titled “Goal: The Libyan Technology Foundation.” It described a massive societal institution bringing together talent and expertise, built on a systematic and institutional foundation, with a professional staff, projects, activities, and responsibilities. I couldn’t bring myself to open the file out of fear that I had 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 am proud of what I have accomplished so far. There have been many mistakes along the way, but what lies ahead is better, God willing. I’ve learned lessons in diplomacy and objective thinking, made many sacrifices, and built renewed relationships even amidst Libya’s constant changes—all while striving to be a source of change, even when I couldn’t change myself.

Behind every post and every piece of work lies immense effort, sweat, dedication, money, sacrifice, pain, and even loss of health—threats, warnings, losses, the loss of friends, and distress. I have endured many hardships and crises that I record in an iron memory and in safe places.

There have been generous job offers, contracts, positions, grants, bribes, and temptations—but with God’s grace, I was protected in every situation, as if holding onto burning coal.

Today, one of the officials told me:

“We could say you’re annoying, not suitable for us, and don’t understand our Libyan management style—but you are a technical, professional, clean-handed person. You audit your budgets and accounts meticulously, and every dinar given to you, you can turn into ten that benefit the community.”
This was a kind message I received from him, and I pass it on to my team at the #Libyan_Technology_Foundation.

Yesterday, I was explaining to my professional internship trainees that what I do is closer to what’s called Technology Management. I don’t have to be a technical expert in databases, networks, or cybersecurity, but I can speak the language of technology—in its management, priorities, best practices, and uses.

Behind many of the posts and projects stands a Libyan citizen walking through a land full of mines, facing risks of favoritism, corruption, greed, and exploitation from administrations, institutions, and ministries.

All these accomplishments and works are not the result of coincidence or luck. And to anyone who says they are, I’d say: they are the result of waking up early, sleeping late, sacrificing health, and draining both financial and emotional energy.

Every day, I face no fewer than three discouraging challenges or obstacles—especially on Sundays. I always remind myself:

“Consider that the organization was founded yesterday; look at what has been achieved and build from there.”

The Foundation may not have many activities visible to the public, but I can tell you this: it collaborates with over 20 governmental institutions and agencies, more than 30 private companies, and 75 experts, with a workforce of over ten employees and managers, and an army of advisors—across more than 17 ongoing projects.

We are not in confrontation with anyone. We don’t seek confrontation—with any company, agency, ministry, administration, or sector. Our role is what is known as Civil Society, even if the term is locally misunderstood. Yet we were the exception that proved the rule.

Our role is complementary, advisory, educational, monitoring, and advocacy-based. We work through all legitimate legal means to improve society as best we can.

It may surprise you to know that many of our strongest supporters were initially those who stood against us—for by doing so, they drew the spotlight toward us, giving meaning to the cause.

Special thanks to every supporter, benefactor, and collaborator behind the scenes, and to everyone who has been a helping hand.

Until another reflection in #The_Libyan_Technology_Foundation_Essays,
This is Ameen, wishing you all good times.