History made. IMPACT continued

AIESEC in Egypt maintained consistent operational performance throughout this period.

Increased global exposure through participation in International Congress (IC) starting from 1998.

First participation in the UN Global Theme Conference, contributing research on entrepreneurship development.

AIESEC AUC organized the Entrepreneurship Conference in 1997, establishing our position as Egypt's pioneer in advanced entrepreneurship concepts.

Successfully established LC Zagazig and implemented the ZAG model, which later facilitated the opening of LC Assiut.

The organization faced leadership pipeline challenges, particularly following the significant exchange performance growth in 1997.

AIESEC in Egypt managed to increase the operational performance to have on average of 100 exchange a year.

Increasement in money raising and partnering with "PwC - DHL - Microsoft" as our long term partners.

A new direction of hosting international and regional conferences and managed to host IPM 2007 and MEAxLDS in March 2009.

Great keen on the media exposure and having +25 media appearances 5 of them on TV specifically in 07.08 and 08.09 terms.

Getting our first global award by UBS in the term 08.09.

Capitalizing on ZAG model and expanding to Damietta 07.08 and GUC 09.10.

Established the Middle Managers layer to enhance team structure.

LCs operated mainly with a focus on exchange, lacking broader direction.

Hosted MEAxLDS, positioning Egypt as a regional conference hub.

Developed ICX and OGX products to support sustainable growth.

Initiated the establishment of Sub-Committees (SCs) across entities.

Improved financial model to support expansion and innovation.

Introduced inter-LC competition to drive ambition and performance.

Faced internal tension and challenges in collaboration, especially with AAST-C.

Restructured LC cycles and split ICX into IGCDP and IGIP.

Launched the first online recruitment campaign for OGX.

Fostered internal relations and strong alignment between LCPs.

Bidded for IC 2013 and won, leading to the hosting of IPM and MEAxLDS.

Empowered the MM layer to drive better LC alignment.

Launched the first national project for IGCDP.

Conference content and delivery faced major challenges.

Prepared and successfully delivered International Congress (IC).

Split OGX into OGIP and OGCDP to streamline operations.

Focused on expansion strategy, establishing Mansoura and GUC, and strengthening 6 October University.

Improved governance and legal infrastructure to host global conferences.

Prioritized LCP development as a core leadership focus.

Introduced concrete BD products: IGIP, PD, Y2B, and Conferences.

Launched SUs (Student Units) in Ain Shams, shared by AUC and CU.

Strengthened Egypt's position in the global plenary after rapid exchange growth.

Successfully delivered International Congress amidst national revolution and achieved a massive summer peak.

Introduced the “One AIESEC in Egypt” identity for stronger unity and culture.

Developed a structured EB transition and succession plan.

Elevated the Y2B experience and positioned it as a flagship product.

Enhanced product branding across the entity for clearer differentiation.

OGCDP IR reached maturity with solid partner networks.

Launched NCB “ECB” and empowered NSB/NST structures.

Introduced a national PR strategy after the IC spotlight, increasing visibility and loudness.

Introduced the OD Model based on Greiner’s growth model — the first globally in AIESEC.

Formed the first LCPs Council to drive collaboration and leadership exchange.

Achieved 100% increase in LC financial reserves across the entity.

Developed financial management systems and introduced structured tracking tools.

Expanded to new cities: Zagazig, Menofia, Minya, and Fayoum.

Launched a unified national brand to align communication and identity.

Localized Youth to Business (Y2B) for stronger national relevance and reach.

Strengthened international relations, marking a leap in global positioning.

Introduced Global Entrepreneurs (GEs) as a new product line.

Launched Youth Speak, connecting young voices to global impact.

Bidded to host MENAxLDS, securing the entity’s regional leadership.

Advanced financial management practices across the entity.

Enhanced EB transition and succession planning systems.

Shifted OD focus toward empowering and supporting growing LCs.

Initiated development of the national digital ecosystem.

Nationalized IGCDP projects for greater scalability and alignment.

Established the national Executive Coordination Board (ECB) for stronger leadership alignment.

Launched core.aiesec.org.eg as the national digital operations portal.

Bidded to host IC 2018 and successfully delivered MENAxLDS.

Conducted VD Summits to align and train Vice Presidents nationally.

Revamped the OD growth model and launched a clear expansion framework.

Deepened focus on regional support and collaboration.

Completed the re-legalization process of AIESEC in Egypt as a national entity.

Launched the PO survey and experience flow tracking across the plenary.

Centralized brand and marketing to unify AIESEC in Egypt’s national identity.

Shifted focus to back office operations as the core enabler of growth.

Advanced automation tools introduced, including a live OD model platform.

Major financial investments made to support operational development.

Established the Ethics Sub-Committee to ensure transparency and integrity.

Initiated IXP (Intra-Egypt Exchange Program) for cross-entity experiences.

Launched the Resources Management Tool and a digital sales funnel system.

Birth of "Super LCs" — multiple entities crossed 1,000 exchanges annually.

Formed an official partnership with the United Nations, elevating credibility and reach.

Strengthened internal communications for greater clarity and synergy within the entity.

Ranked 1st globally in IGE performance, marking a historic achievement.

Launched Black Friday campaigns, increasing marketing innovation and visibility.

Revived Product Development (PD) infrastructure to support local delivery.

Faced serious financial challenges post-IC due to insufficient planning.

Suffered leadership pipeline issues affecting sustainability and succession.

Won 7 global awards at International Congress 2018.

Prioritized Talent Management development with the introduction of NES (National Education Spaces).

Advanced digital transformation with the launch of aiesec.org.eg.

Built and launched a dedicated ICX landing page: whereitallbegins.aiesec.org.eg

Established the TM HUB for national knowledge and resources.

Revamped the OD and expansions model to support sustainable entity growth.

Made significant marketing investments to boost brand awareness and reach.

Faced setbacks in financial management due to poor budgeting and control.

Launched GTa and GTe products, expanding the Exchange portfolio.

Adapted to COVID-19 by shifting to fully virtual conferences and engagement.

Rebranded and launched PRIME, redefining AIESEC’s local identity.

Faced major financial crises due to COVID-19, coupled with weak financial planning.

Refocused on empowering local finance teams and building sustainability.

Introduced non-operational income strategies to diversify revenue sources.

Strengthened ECB (Executive Coordination Board) for national steering.

Deepened focus on non-operational income and built a solid BD structure.

Managed refunds efficiently during post-COVID transitions and challenges.

Promoted finance literacy and transparency across the plenary.

Successfully fulfilled entity legalization requirements.

Hosted national summits to reconnect and align all entities post-crisis.

Piloted MXP nationally — and won the MXP award globally for innovation in experience.

Incubated and localized EwA (Everywhere for AIESEC) initiatives.

Shifted plenary language and mindset back to Exchange-centered leadership.

Achieved significant financial growth and stability post-COVID.

Launched MC tours to foster stronger physical connection with LCs nationwide.

Re-engaged and expanded the AIESEC Alumni Network in Egypt and abroad.

Celebrated AIESEC in Egypt’s 50th Anniversary with legacy-centered activations.

Strengthened systems infrastructure to support sustainable growth and data flow.

Reignited growth-focused culture across all exchange functions.

Strengthened membership experience and leadership pipeline nationwide.

Scaled financial sustainability through equity growth and strong partnerships.

Positioned Egypt globally by winning IC and MEA RPM hosting bids.

Revived physical brand presence through flagship national events and summits.

Strengthened institutional presence through legal establishment, strategic events, and entity expansion.

Positioned Egypt regionally and globally by hosting IC 2024, MEA Summit 2024, and winning the MEAXLDS 2026 bid.

Achieved record-breaking growth, becoming the top global entity and surpassing 1,000 realizations after years.

Activated exchange performance criteria in national plenary to elevate program quality and delivery.

Established a B2B department with a commission model to boost strategic partnerships and revenue.

Drove internal excellence through new operational initiatives like Black Ops Day and B2B enablement.

Expanded public engagement through launching Y2B and scaling external visibility campaigns.

Enhanced digital infrastructure with revamped platforms and a stronger online experience.