In our monthly Heroes of Higher Ed series, we spotlight the remarkable achievements and contributions of individuals who are making a difference in higher education. We're honoured to feature Dr. Iman Megahed, Assistant Vice President for Digital Transformation and Chief Strategy & Knowledge Officer, and Chief Technology Officer at The American University in Cairo (AUC).
Dr. Megahed's passion for higher education is deeply personal. She didn't just build her career at AUC — she began her journey there as a student.
"I was a computer science student, a geek," she laughs. "I never really left."
That student experience is central to her leadership today. Dr. Megahed knows firsthand what students need — because she's walked the same halls, navigated the same transitions, and built her life's work around improving the academic journey for others.
Over the past 30 years, she's moved from IT to institutional strategy, from the classroom to the boardroom — always guided by a commitment to education, innovation, and the human element behind every technological advancement.
"Technology evolves every day. But at the heart of every great institution are people — students, staff, faculty. That's where real transformation begins."
Can you share a bit about your journey in higher education?
This is a lifelong journey, so I'm very happy to be nominated for this interview. My journey started a very long time ago. I graduated from The American University in Cairo as a computer science student and a geek. I immediately started working back at my university, and since then, I've been serving AUC and education in one capacity or another.
I took my PhD in organisational behaviour, which complemented the technology side, so you have the geek and management aspects. I moved through several positions, all of which shaped my mind and the way I think.
What are your core beliefs in education and technology?
I'm very passionate about education. I truly believe that if you want to change the nation or someone's life, education is the way to go. Some institutions stand out as pillars in making this happen. I truly believe in people, in human capital. Whatever technology you employ, without the right human capital and the right way to motivate them, captivate them, and stimulate their interest, there is no way you’re going to advance.
I also believe in data. Data complements the human aspect and technology. The beauty of technology is that it's changing every single day, and data is an eye-opener for any decision you make. So, I'm passionate about these things.
Currently, I'm the AVP for Digital Transformation, but I've changed my positions so many times over the past 30 years – from geek to manager to institutional researcher. For the past 20 years, I've also been teaching management in some sort of capacity. So, staying in touch with students really helps, they're a very passionate body, and we're here to make sure that hopefully their future is better than ours, and they are respected in this difficult world.
Tell us about The American University in Cairo.
AUC is 105 years old — we are a pretty old institution. It is very unique in Egypt and Cairo to find an institution that is not profit-seeking, it follows a liberal arts model, and it is American-based. We provide a premium experience, not necessarily in terms of pricing, because we offer high levels of scholarships and financial support to students we are keen on bringing on board.
Over the past 100 years, our alumni have shaped institutions, politics, and industries worldwide, which is significant. We are accredited by Middle States, so we are American in that sense, but we are also very Egyptian. This blend is something special that we bring to the table.
How did you choose a career in higher education?
It started by chance. While I was a student at AUC, I was headhunted for an internship program, and I instantly fell in love with the idea of bringing technology to students. Higher education is different from working in a profit-seeking company or a bank — it has a human element, a sense of giving back to the community. With higher education, institutions tend to ought to share – we're okay sharing our experiences and successes, and collectively as a body we tend to want to improve humanity, I truly believe this.
After a couple of years, I thought I might switch careers, but every time I tried, something would happen that kept me here. I moved internally — from geek to institutional research to online student management and then back to IT. Now, I handle full IT strategy, knowledge, transformation, and cybersecurity. I just love it, it's a constantly changing field. There's never a dull moment!
It can be a little bit stressful, but also, technology is shaping our strategies. Companies that are unable to keep track of what’s happening in technology, whether it's AI or ERPs, whatever level of technology you're talking about, will cease to exist. To students, it's even more. Students breathe and live on technology. So, I think COVID also proved this to be true. We were one of the first institutions that handled COVID very well and went virtual almost within a week. It's because we had the right technology, infrastructure and mindset, the right people behind all this. So, this is what led me to this career and why I'm here.
What have been some major milestones in your career?
Quite a few! When I started as a geek, I had a certain mindset. Then, pursuing my PhD in Management changed my perspective. It made me realise the importance of the human element in technology and how to tackle the human element. It's a very simple formula, basically you have to be humane, you have to understand where they are at and make sure they're capable of delivering.
Another milestone was working as Director of Student Services, where I saw the student experience from a different angle, not just the IT side of it, but how to deal with students, what are their daily challenges. Again, the human aspect that comes to technology. Then going 360° back to IT. A major breakthrough came in 2016 when we built our Business Intelligence team. It was transformational and remains a huge competitive edge for AUC.
Another key moment was when I was responsible for our accreditation in 2016. Now, I am co-chairing the committee for the reaffirmation of accreditation, which has been another eye-opener. I think the main milestones are when technology comes together with something else – whether it's with data, humans, students and their experiences, it complements things. It gives you a holistic 360° view of whatever decision you're making. This is something that all managers have to experience at one point in time, for them to grow.
Is there any area of the institution you haven't worked in but would like to?
The one area I haven't deeply explored is research. We've done some publications — one on our Business Intelligence team during COVID and another on how we used big data to track and monitor people ethically during the pandemic. However, I haven't been directly involved in research, and that's something I would love to explore further.
Out of everything you've done, what are you most proud of?
The Business Intelligence team. Over the past three years, we've transformed our infrastructure — renovating our network, ERP system, and many other aspects. But the most transformational piece was bringing in data in a meaningful way. That foundation, built in 2015, has driven our advancements in big data, social media listening, AI, and data science. Everything moving forward has relied on that foundation. This is the biggest accomplishment.
How do you prioritise technological advancements at AUC?
This is our daily challenge — everything is changing rapidly, but as an institution, we have limited resources. So, we prioritise based on impact to students. We focus on two tracks: the pure technology track, ensuring our infrastructure and ERP systems function well, and the student experience track, where we evaluate what truly benefits students and enhances their learning journey. There's a huge discussion around AI, whether we should prohibit or allow it, we can't stop things from happening. This is the reality we live in and what will shape their future. So, we have to make sure they're aware of it and at least know how to use it as ethically as possible. By the time a student graduates, whatever we're teaching them in terms of content will probably be outdated. The ability to continuously learn and to know, this is where we need to expose them to tools and it's one of the beautiful aspects if liberal arts education. It doesn't just give you context, it teaches you how to live, learn and continue to develop. So, we always have to prioritise our students, they come first.
Is there anything that you would change about your job or role?
If I could change one thing, it would be how quickly we're able to motivate and move people. Higher education can be very slow. We're 100 years old, there are many procedures and policies, that brings legacy but also many challenges. I would love to see us moving faster especially when it comes to human dimension – motivating and retaining people. We're not as fast as other industries and this is a problem.
The second thing is that we need to realise the power of universities to actually shape people for their futures. I would love to make sure that whatever students learn on campuses aligns with what's happening in the industries and the world. So, they're exposed to this as early as possible, so when they leave, they can jump on top of any project much faster.
What gives you the motivation to keep going?
I've been blessed throughout my career. I've always had strong mentors helping, supporting and believing in me. That's kept me going. It's also that I have a very strong team that I'm proud of. I get my motivation from seeing them succeed and making sure they're actually improving. I love seeing people succeed, who learn, develop, transform and challenge. This is a really nice environment to exist in.
Along with this, in higher education specifically, the lack of the profit dimension, the fact that we are helping communities, shaping future lives, and just one word from a student can make my day. This impact is what really keeps me going.
What advise would give someone who is aspiring to work in higher ed?
I would tell them to go forth, to continuously develop and learn because higher education is slow unless they seek out opportunities, technologies and changes. Also make sure that they leverage the human aspect because in a university you're in the place that shapes human beings. You're in the right place so use all the opportunities to learn, develop and never shy away from trying something new. Don't be afraid of failure. A little bit of failure and experimentation really comes a long way and universities tend to allow that because it's about research and learning.
What is student success according to you?
Student success isn't just about grades, it's about being happy, successful and fulfilling with what you want to do towards your aspirations. It's pushing students to reach their ultimate potential and beyond, both academically and non-academically. To become well-rounded human beings and reach levels they never thought would be possible.
