Fueling Lebanon’s Startup Future: Inside AUB iPark
[8 mins read]
In this edition of Industry Voices, we sat down with Hani Haidar, Program Manager at AUB Innovation Park (iPark), to unpack the realities of building a startup accelerator in Lebanon. Hani shares what it actually takes to help founders go from zero to market in a tough environment. In this piece, we dive into lessons learned, ecosystem gaps, and how AUB iPark is slowly rewriting the startup playbook for a new generation of Lebanese entrepreneurs.
Background
Hani’s journey began far from the startup ecosystem. Trained as a mechanical engineer, he spent four years working at Dar before deciding to pivot and pursue an MBA focused on entrepreneurship and strategy. During that time, he attempted to launch his own startup as part of his thesis. “It didn’t really work out for a lot of reasons,” he admits, but the experience set him on a new path, one rooted in building and supporting early-stage ventures.
After his MBA, Hani transitioned into project management roles tied to entrepreneurship, starting at a nonprofit before joining AUB Innovation Park in August 2021, where he continues to work today. As Program Manager, Hani oversees the entire accelerator. The core of AUB iPark’s approach is a three-stage program guiding startups from ideation to market entry. It starts with Idea Validation, followed by the Build and Accelerate phase for selected teams. The strongest startups then move into the Go-to-Market stage.
Inside AUB iPark
The Idea Validation stage focuses on both filtering and nurturing early-stage founders—those with just an idea or even no clear concept yet. It combines self-paced learning modules with required deliverables, helping participants build foundational entrepreneurial knowledge while naturally screening for commitment. As Hani explains, “If you're doing the deliverables consistently, we know you’re serious.” Over a 2–4 month period, engaged founders advance first to an internal pitch, then to a jury pitch in front of real investors. Out of an initial cohort of 150–200 startups, around 20 reach the jury stage, with about 15 ultimately selected for Stage 2. Alongside them, founders with more advanced projects—who apply directly to Stage 2—can also be accepted. Altogether, about 15–20 teams move forward into Stage 2.
Stage 2 is where things get hands-on. In this prototyping phase, every team’s journey looks different: some are building from scratch, others are outsourcing tech, and a few already have a working MVP. The pace and progress vary, but what stays consistent is the personalized support each founder receives. AUB iPark begins this stage with a full needs assessment in order to match the startup with experts based on their specific gaps—whether in legal, branding, accounting, or beyond. This is where AUB iPark’s network of service providers, managed by Hani and his team, steps in, offering discounted access to everything from UX audits to financial modeling.
The third and final stage is a three-month Go-to-Market Program. After completing Stage 2, all 15 teams pitch in front of a jury of investors, and based on their progress and potential, 10 teams are chosen to move forward. This stage is focused on helping startups launch or prepare to launch, with an emphasis on achieving real engagement and revenue metrics. It also provides a valuable opportunity for teams to raise funding, with Demo Days and private investor events organized throughout the sprint. The investor jury, composed of angel investors and VCs, who play an active role in supporting and potentially investing in the participating startups.
As part of its ongoing evolution, AUB iPark has begun making direct investments in promising startups. “We’ve made a few SAFE investments,” Hani explains. A SAFE (Simple Agreement for Future Equity) is a popular early-stage investment instrument that allows startups to raise capital without setting a valuation right away; instead, investors receive equity at a later financing round, typically at a discount or with other favorable terms.
The team is also exploring ways to structure its own investment arm, potentially through an angel syndicate. This move reflects AUB iPark’s desire to expand its ability to add value beyond mentorship and connections by also providing financial support to startups, helping them scale and thrive beyond the initial stages of their development.
Who Applies to AUB iPark?
When it comes to the types of founders applying to AUB iPark, there's a healthy mix, but engineers lead the pack. Most are undergraduate students, though the iPark also receives a steady flow of applications from alumni, graduate students, and even university staff and faculty members.
That said, iPark doesn’t want to rely solely on student-led teams. “We require that every startup has at least one non-student co-founder,” Hani emphasized, as experience has shown that student-only teams tend to stall during exam season or other academic priorities.
A Mission Rooted in Education and Impact
Rooted in AUB’s mission as an academic institution, the iPark was built to educate aspiring entrepreneurs and support the Lebanese innovation ecosystem. From day one, the focus has been on empowering individuals, especially the youth, with the tools, mindset, and exposure needed.
Today, the iPark is entering a new chapter. While its programs were initially exclusive to AUB-affiliated individuals, the team is now working to expand access to the wider public. Through a new initiative called AUB Online, they are developing modular, self-paced virtual entrepreneurship courses that will be available beyond the university.
Additionally, the team is planning road shows and entrepreneurship competitions for high school students, aiming to inspire and impact the Lebanese population at its earliest ages, further broadening their reach and influence. The goal is to plant the seed early, so that entrepreneurship becomes a natural part of how young people see their future.
Lessons Learned from Running an Accelerator
Running an accelerator program has taught Hani several key lessons that are valuable for other university and startup accelerators to apply.
Centralizing Data: One of the first lessons learned was the importance of having a centralized CRM system from day one. Without it, data can become scattered across multiple platforms, leading to confusion and inefficiency. By having one source of truth, it’s easier to track and manage the startups within the program.
Understanding the Startup: A crucial skill for managing an accelerator is the ability to understand the real challenges a startup is facing. Hani emphasizes that this is a soft skill—often, founders may struggle to clearly articulate their issues. The accelerator’s support team, therefore, plays a key role in drawing out these challenges and providing the necessary guidance.
Social Connection and Open Discussion: Building relationships with the startups goes beyond professional development. Organizing informal activities, like hikes or pizza nights, fosters a more relaxed, social environment where the founders feel comfortable sharing. Hani believes these interactions help build trust and strengthen the accelerator’s culture.
Mentorship Culture: Mentors who enjoy their work and are involved because they are passionate, rather than for financial gain, contribute more effectively to the accelerator.
The Challenges of the Lebanese Ecosystem
Running a startup in Lebanon comes with unique hurdles—many of which you won’t find in Silicon Valley playbooks.
One of the biggest issues is company structuring. Lebanese corporate entities don’t inspire confidence from foreign investors, especially after the country’s financial collapse. “A foreign investor isn’t going to send money to a Lebanese bank,” Hani says, which opens up a new set of complications.
Many startups try to incorporate in Delaware to attract international investment—but without U.S. residency, they can’t open a traditional bank account. Additionally, there’s the unglamorous truth about startup operations, from costly restructuring to hidden legal fees, founders often have to find their way through problems that don’t even exist in more developed ecosystems. It's a constant juggling act of legal workarounds, platform limitations, and trust issues.
That trust barrier also shows up on the customer side. Hani describes how Lebanese startups pitching to clients often hit a wall. “That skepticism makes early traction even harder, especially in enterprise software where the sales cycle is already long and complex.”
To mitigate some of these challenges, the program is now helping startups get exposure in Cyprus, where the AUB Mediterranean campus is based, hoping that a more familiar corporate framework and a more stable market will open more doors. This is also part of a long-term project aimed at achieving higher valuation exits for their startups by diversifying their geography, and allowing them to tap into the European Union market.
What the Lebanese Startup Ecosystem Needs
Hani emphasizes the need for an angel group. He explains that one existed before the crisis but stopped functioning afterward. For startups, especially those in early stages, an Angel group is crucial for securing investment before generating revenue. Without this early-stage support, many companies face closure because they can’t raise the capital needed to continue building.
Hani points out that Lebanon faces a challenge due to its limited R&D infrastructure. While the country has not traditionally been a hub for research and development, he highlights AUB’s efforts to change that, particularly in the medical field. The team is working to collaborate with students to commercialize various intellectual properties and drive innovation.
Despite these gaps that need to be filled, Hani notes that the maturity of the Lebanese startup ecosystem has improved after the crisis period (2015-2019), where the ecosystem saw a lot of failures. Now, people are more aware of how startups work, how to invest, and how to advise effectively, which is a positive shift.
A Shift in Sentiment
AUB iPark’s success in Lebanon begins with the strength of its team. “We have a very strong team,” says Hani, highlighting core members like Dr. Yousif Asfour, who brings long-term vision and technical expertise; Maha Zouwayhed, the Director and creative force behind the operation; Arthur Bizdikian, the Entrepreneur in Residence, and Mary Khairallah, who manages operations and ensure the program runs effectively; and Rida Abdallah, who leads community growth and partnerships, with special thanks to Ali, Maria, Nahla, and Mohammad. One of their key assets is the caliber of mentors they attract: seasoned professionals and alumni who are excited to give back.
Looking ahead, the iPark has ambitious plans for the next five years. The vision is to expand its footprint beyond Lebanon and build a globally recognized brand. While it’s already made a name for itself locally and regionally, the long-term goal is to establish AUB iPark as a leading accelerator capable of producing unicorn-level startups.
But to achieve that, Hani is clear: government support will be essential. While AUB iPark has made meaningful strides, he emphasizes that building a robust and sustainable startup ecosystem will require deeper public-sector involvement. “I’m hopeful, but it needs to materialize so we can monetize,” says Hani, reflecting on Lebanon’s recent political developments and the discussions surrounding a government-led startup fund. The formation of a new cabinet has reignited hope within the ecosystem, but Hani tempers that optimism with pragmatism. For real momentum to build, ideas must turn into action. Promises and plans are encouraging, but tangible support is what will ultimately determine whether Lebanon’s startup scene can thrive at scale. Nonetheless, the path forward looks bright and promising.
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