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Experience a global education with opportunities to study abroad in universities in 60+ cities around the world. Compete for more than 800 chances to fund your AUC education with a 50+% excellence scholarship and/or a 40-50% first-year achievement award.

Welcome to The American University in Cairo, the region’s leading U.S.-accredited liberal arts institution. We empower our students to think creatively across disciplines in pursuit of world-changing ideas. We’re a community driven by excellence. Every day.  

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AUC Hosts Annual AAICU Meeting

AUC hosted this week the annual meeting for the Association of American International Colleges and Universities (AAICU), a consortium of ind...

AUC Students Win With Sustainable Shopping

Finance juniors Salma Afifi, Jumana Elhefnawy and Maya Abu Shahba developed ScanHa to incentivize consumers toward making sustainable fashio...

Adam Talib's Poetry Discovery

AUC faculty member has uncovered a “never-before-studied” source on the courtly life of Abbasid Baghdad, told through the eyes of a vizier f...

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Palestine Week - Teach-in Series: From the Nakba in 1948 to the Ongoing War on Gaza…Understand and Act.

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• Strategic Planning Assessment
• Strategy Management and Institutional Effectiveness

Departments are required to annually assess the progress of their strategic plans, report on their results and show how the results are used for continuous improvement. Linking planning, assessment and budget is a clear step forward that is in its early steps at AUC.

• Assessment Methods/Measures

List the direct and indirect methods you will use to measure how well you are achieving these objectives.

Example: Key Performance Indicators: How will you assess whether or not you’ve achieved your objective?

• Target Levels/Benchmarks

Describe the desired level of performance or criteria that represents success at achieving your objective.

• Results/Findings

Report on the most important results and findings.

• Analysis and Action Plan

Explain how results will be used to improve the department and how they will be communicated. Also, explain what changes were recommended to improve the department and when they will be implemented.

• Strategic Plan

Based on the current strengths, weaknesses, opportunities, and threats (SWOT) facing the School of Continuing Education (SCE), and in alignment with AUC strategic plan the following are SCE 's goals and objectives:

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Private Equity Diploma

Toward value creation.

Master the value creation in private equity with our comprehensive program, excelling in finding, managing and exiting successful deals.

Course Info

*Blended programs combine both live-online sessions and on-campus sessions. ** Click here for the Detailed Schedule . Schedules are subject to change. It is the participant’s responsibility to check the latest schedule on the website before enrollment.

Private equity has grown from a cottage industry in the 1970s to a multibillion-dollar asset class, which plays an important role in the global economy. Emerging markets have grown even faster and now represent over twenty percent of the total global private equity market. Markets such as Egypt, with their growing middle class and significant population; are poised to enjoy a private equity boom, as investors from Europe, the Gulf, and others seek ways to place their capital in growing Egyptian companies.

A career in private equity today in this region means a pathway towards financial success and making a substantial contribution to the country’s development. Being a General Partner of a successful private equity fund is true to be sitting on the top of the ‘food chain’ in finance. This diploma can help participants get there.

The diploma is designed to provide participants with a world-class skill set that will enable them to find, make, manage and exit successful private equity deals. In addition, the diploma will cover all aspects of private equity starting from forming a fund, fundraising, looking at the organization, management, economics, and regulation of the fund managers themselves. An essential part of this is having the ability to create value and achieve successful exits and this will be an important focus of the diploma.

• Get a global overview of the private equity market and its trends, including emerging markets
• Learn how to develop and screen a pipeline of potential deals through engaging with entrepreneurs and their companies, and understanding their motivation
• Master company valuation private equity style, going beyond the ‘textbook’ approaches by incorporating the complexities of exit and layers of financial instruments
• Solve otherwise deal breaker situations, by getting an insight into the creative deal approach to the structuring of private equity investors
• Develop the in-depth instincts necessary for effective due diligence and learn how to project-manage external partners and service providers during a transaction
• Learn to have a long term view, by planning for years ahead of the investment at the time the deal is structured
• Appreciate the importance of being exit-driven in the selection of investments, in the structuring of the deal, and in having flexibility in exit routes
• Understand how to raise a private equity fund by pitching to potential investors
• Have a deep insight into all the complexities of fund management regulation, documentation, and economics
• Have powerful “number crunching” skills to help close deals
• Know how to align the interests and agendas of all stakeholders through the deal cycle
• Analysts in venture capital funds 
• Analysts in private equity funds
• Investment officers in investment departments in banks
• Analysts in investment banks
• Investment officers at operational companies
• Professionals in banking, accounting, legal, or other advisory services to the investment industry
• General partners of private equity and venture capital firms
• Professionals working in private sector development and developmental financial institutions
• Professionals working for government regulatory departments

A. Core Courses

The private equity ecosystem (27 hrs).

This course will provide an overview of the venture capital and private equity world as an alternative investment, including key players and various types of funds, fundraising processes, different investment themes, the main actors of the ecosystem, the subclasses of private equity, and recent trends such as secondaries, impact investment and the growing importance of Environmental, Social and Corporate Governance (ESG) integration. The very topical and complex question of performance of private equity funds will also be explored, including return measures, value attribution analysis, public market equivalent benchmarking, and persistence across fund vintages.

Private Equity Fund Organization (18 hrs)

This course delves into the critical components of forming a private equity fund, examining reporting protocols and valuation techniques. Participants will also gain insights into the structural blueprints for fund and fund manager establishment, alongside the dynamics of investor (LP) and fund manager interactions. Additionally, the course will scrutinize the methodologies investors (LPs) employ to assess and navigate the risks inherent in private equity investments.

The course will then dig deeper into the economics of private equity funds such as management fees, carried interest, and waterfall distributions. A comprehensive review of the Egyptian legal context for private equity funds will be conducted, covering various fund structures as dictated by local regulations and considering the implications of regulatory policy shifts.

Financial Analysis (18 hrs)

This course will provide the participants with a full review of the content of the major financial statements: balance sheet, income statement, and cash flow statement. The course examines the financial strengths, ratios, inventories, long-lived assets, income taxes, and capital structure. Participants will be exposed to a comprehensive financial statement analysis framework that integrates strategy, financial reporting, financial analysis and the application of this framework and the tools to fundamental analysis, also taking into account variances between different sectors.

Valuation Methods (18 hrs)

The complexities of valuation in private equity are due to the exit-driven approach of the investment strategy and the challenges of valuing young companies.  

This means that private equity valuation needs to go beyond the 'textbook' approach of a basic corporate finance course. In the course, we review the two main valuation methods of Discounted Cash Flow (DCF) and Multiples and adapt them to work with private equity investments. We outline the different nuances in the valuation approach for the three private equity subsets of buyouts, growth, and venture.  We go beyond the overall valuation of a company, and take into consideration the impact of different classes of financial instruments and complex deal structures and how this impacts valuation. We review in detail the established standard principles for private equity valuation issued by the professional association IPEV.  We work through the building of an effective private equity-style business plan.

Deal Making (27 hrs)

This course follows private equity funds through their investment process. The course shows in detail how private equity runs the process from spotting different opportunities to closing on the most profitable one. The course will follow the key stages of pipeline development and deal sourcing, screening investments, and then processing investments.  

The course discusses the way in which private equity fund managers engage and work with entrepreneurs. The course will also cover all main legal aspects of private equity investment, assessing the key issues and risks for a local target company (i.e. due diligence process), drafting and negotiating the transaction documentation, and setting the investment and exit strategies and scenarios. The course will also discuss the different types of financial instruments used to make private equity investments, and the complex deal structures often employed by private equity fund managers.

Portfolio Management (18 hrs)

This course enables the participants to learn the principles of investment portfolio management and create value approaches for professionals in this area. The course illustrates the process of value addition to portfolio companies, through hands-on involvement by the fund manager in the areas of strategy, human resources, and corporate governance upgrading.  

The course also explains how fund managers are adept at exerting influence and sharing control with other shareholders. It also touches on how a private equity fund manager can set up and manage an operating partner program and how a private equity board member drives value.

Exit Strategies (15 hrs)

This course covers the key considerations that drive the exit process and how to exit shaping impacts various stages of the investment process. It also explains the main exit strategies employed by private equity funds, highlighting not only the processes but also the motivations of the various parties involved. 

The four main exit routes, strategic sale, Initial Public Offering (IPO), secondary exit, and structured exit are analyzed in detail with the use of case studies. The strategy of a Plan “B” added to the main exit route is also explained. The course also distinguishes between the three important aspects of private equity exit: structuring the exit at the time of investment, managing and grooming the company for exit during the holding period, and preparing the company for exit and managing an exit process.

B. Business Acumen (Self-Paced Online)

Effectively operating within a business setting and having a positive contribution require a certain set of skills and competencies. The business acumen courses explore critical 21st-century skills needed for today’s business world, enabling passion and speed in dealing with different business situations.

To check out the full list of our Business Acumen courses,  click here .

Admission Criteria

• Bachelor's degree
• A minimum of five years of relevant work experience
• Proficiency in written and spoken English

Admission Process

• Original bachelor’s degree certificate
• National identification card (ID)/passport
• Fill in the application and upload the above PDF documents
• The Admissions Committee will review your application and contact you if needed
• You will receive an acceptance email specifying the next steps for online payment. Your registration is confirmed upon payment.

For any inquiries regarding the application process, contact us at  15592  or by  email .

  Refund and Cancellation Policy

*For payment options, refer to the payment section FAQs on our website or contact us on 15592.

AUC's School of Business Executive Education has joined  ValU , flexible payment plans for up to five years with the lowest interest rate. 

To cancel your registration in the program, please fill out this  form .

A full refund will be provided for cancellations made seven days or more before the start date of the course.

No refund will be provided for cancellations made six days or less before the start date of the course.

Refunds will be issued to the same payment method used to make the initial payment. Refunds to credit cards are processed within 30 days, provided that the participant has the actual credit card and the POS receipt or bank statement while requesting the refund.

Refunds of alliance programs are subject to the conditions of the alliance partner.

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Elon Musk really wants you to think Tesla still has a Supercharger plan

• Elon Musk isn't done with Superchargers yet.
• Despite firing Tesla's Supercharger team last week, the CEO committed to the network on Friday.
• "Tesla will spend well over $500m expanding our Supercharger network," Musk wrote on X.

Apparently, Elon Musk really is still game for Superchargers.

On Friday, the billionaire Tesla chief took to X to clarify that he was, in fact, still very committed to building out Tesla's Supercharger business.

"Just to reiterate: Tesla will spend well over $500m expanding our Supercharger network to create thousands of NEW chargers this year," Musk wrote . "That's just on new sites and expansions, not counting operations costs, which are much higher."

Just to reiterate: Tesla will spend well over $500M expanding our Supercharger network to create thousands of NEW chargers this year. That’s just on new sites and expansions, not counting operations costs, which are much higher. — Elon Musk (@elonmusk) May 10, 2024

You may recall that just a week ago, Musk suddenly decided to fire nearly all the 500 employees on Telsa's Supercharger team .

Tesla's Supercharger network, a collection of fast-charging plug-in stations spread over more than 50,000 sites globally, was seen by investors as a vital cornerstone in the company's ambitions to lead the EV market.

Rivals like Ford and GM have been scrambling to gain access to it. The spread of chargers was also seen as a key strategy to offset concerns potential EV buyers might have around range anxiety too.

Related stories

So as news broke that Musk was axing the Supercharger team, it's safe to say Tesla investors were left more than a little puzzled. As Tesla investor Ross Gerber put it: "Any retreat from this part of the business will have a negative impact on the EV industry."

At the time, Musk tried to offset some concerns by saying Tesla still "plans to grow" the network, just "at a slower pace for new locations and more focus on 100% uptime and expansion of existing locations."

Tesla still plans to grow the Supercharger network, just at a slower pace for new locations and more focus on 100% uptime and expansion of existing locations — Elon Musk (@elonmusk) April 30, 2024

But with his comments on Friday, it looks like Musk has set out to shake off any lingering doubts about his commitment to a business that analysts have estimated could generate almost $7.5 billion in revenue and $730 million in profit a year for Tesla by 2030.

The thing is, with Tesla still without a functioning Supercharger team, the logistics of implementing Musk's plans remain a bit of a mystery.

Musk, who has driven a big shake-up at Tesla recently following the decision to cut more than 10% of the company's workforce in March, seems to be focusing on robotaxis as he looks to boost Tesla's AI and autonomous driving capabilities.

Two days before firing the Supercharger team, the billionaire wrote on X : "Tesla will spend around $10B this year in combined training and inference AI, the latter being primarily in car. Any company not spending at this level, and doing so efficiently, cannot compete."

At a time when companies are plowing billions of dollars into AI, there seems to be some logic here. But Musk also has a stated goal of selling 20 million Teslas a year by 2030.

He'll definitely want to amp up his Supercharger network too if he plans on achieving that.

Watch: How Elon Musk makes and spends his billions

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Bachelor of Business and Entrepreneurship (BBE)

A successful economic future for Egypt and the Middle East is highly concerned with a basic understanding of the principles and practices of business as they apply to firms in a dynamic environment. The business administration curriculum provides students with a foundation in the liberal arts and sciences while enabling them to develop expertise in business management and practices. Major emphasis is placed on the role of business in Egypt and the Middle East. This new program is built on the previous BBA program, with additional emphasis on business integration and entrepreneurship to cater to the current market needs for graduates with holistic business knowledge & entrepreneurial skills.

Declaration Policy

The number of students accepted in the Bachelor of Business and Entrepreneurship program is limited and is filled through the declaration of major process. Students who seek to be admitted to the Bachelor of Business and Entrepreneurship program should apply in their third semester. Students seeking to declare the BBE program must have completed not less than 27 credit hours of study including the four courses listed below.

• ACCT 201/2001 - Financial Accounting (3 cr.)    
• ECON 201/2021 - Introduction to Macroeconomics (3 cr.)    or  ECON 202/2011 - Introduction to Microeconomics (3 cr.)    
• MACT 210/2222 - Statistics for Business (3 cr.)    
• BADM 203/2001 - Introduction to Business (3 cr.)    

Based on the available space, a limited number of students who have successfully completed these courses and who meet the declaration requirements as determined by the department will be accepted in the major. The selection of students into the BBE Major is competitive and will depend on the calculation of an equal weighted score between: I. Overall GPA The Overall GPA will be calculated using the following criteria: A minimum of 27 credit hours must be completed. All courses a student has completed will be included in the calculation, excluding, in certain cases, the course with the lowest grade*. * A student could be eligible to have his/her lowest grade excluded from the calculation of the Overall GPA if he/she has completed 30 or more credit hours. II. Major GPA The Major GPA based will be calculated using the following criteria: A minimum of 12 credit hours of courses related to the Business Major must be completed. All Business Major courses, including collateral courses, that the student has completed will be included in the calculation, excluding, in certain cases, the course with the lowest grade*. * A student could be eligible to have his/her lowest grade excluded from calculating the major related GPA if he/she has completed 15 or more credit hours.

Admission to the Business & Entrepreneurship major is competitive. Eligible students will be ranked and selected based on their weighted grade point average.

Degree Requirements

Students must complete a minimum of 127 credit hours for the Bachelor of Business and Entrepreneurship degree in the following areas: I. Core Curriculum (37 credits), II. Collateral Requirements (18 credits), III. Business Core Requirements (45 credits), IV. Track Requirements (15 credits), V. General Electives (12 credits).

I. Core Curriculum (37 credits)

The remaining 3 credit hours required to satisfy the Core are fulfilled by completing the course  BADM 480/4001 - Business Planning and Strategy (3 cr.)   .

II. Collateral Requirements (18 credits)

All students seeking a Bachelor of Business and Entrepreneurship degree must complete the following collateral requirements:

• ACCT 201/2001 - Financial Accounting (3 cr.)
• ACCT 202/2002 - Managerial Accounting (3 cr.)
• ECON 201/2021 - Introduction to Macroeconomics (3 cr.)
• ECON 202/2011 - Introduction to Microeconomics (3 cr.)
• MACT 210/2222 - Statistics for Business (3 cr.)
• RHET 320/3210 - Business Communication (3 cr.)

III. Business Core Requirements (45 credits)

• BADM 203/2001 - Introduction to Business (3 cr.)
• BADM 301/3002 - International Business (3 cr.)
• BADM 300/3003 - Business Environment and Ethics (3 cr.)
• BADM 480/4001 - Business Planning and Strategy (3 cr.) *
• BADM 000/4999 - Internship and Assessment (0 cr.)
• ENTR 413/4102 - Entrepreneurship and Innovation (3 cr.)
• ENTR 000/4503 - Digital Strategy (3 cr.)
• FINC 303/2101 - Business Finance I (3 cr.)
• MGMT 311/3301 - Business Law (Commercial & Fiscal) (3 cr.)
• MGMT 404/4202 - Managing the Human Capital (3 cr.)
• MKTG 302/2101 - Principles of Marketing (3 cr.)
• MKTG 405/3201 - Marketing Research (3 cr.)
• MOIS 305/2101 - Introduction to Information Systems/Technology (3 cr.)
• OPMG 310/3201 - Operations for Competitive Advantage (3 cr.)
• OPMG 401/4301 - Supply Chain Management (3 cr.)
• BADM 000/4900 - Graduation Project (3 cr.)

* Business Planning and Strategy is the capstone course for this major.

IV. Track Requirements (15 credits)

Choose one Track from:

A. Entrepreneurship track

Choose 15 credits from the track:

• ENTR 417/4301 - Entrepreneurship Lab: Developing and Launching a New Venture (3 cr.)
• ENTR 419/4303 - Social Entrepreneurship (3 cr.)
• ENTR 418/4302 - Corporate Entrepreneurship (3 cr.)
• ENTR 420/4501 - Family Business (3 cr.)
• ENTR 421/4502 - Innovation and Technology (3 cr.)
• ENTR 470/4970 - Special Topics in Entrepreneurship (3 cr.)

B. Corporate Track

Choose 15 credits from the track with a max of 6 credits in each area:

• MGMT 470/4970 - Special Topics in Management (3 cr.) *

MKTG, FINC, ENTR, MICT electives (*)Different topics can be counted as different electives

V. General Electives (12 credits)

Co-op (3 cr.).

Students majoring within the School of Business who meet other relevant criteria are eligible to apply for the optional BUSC 000/4000 - Experiential Learning : CO-OP (3 cr.)    as part of their general electives. Selection is highly competitive, subject to limited capacity, and based on criteria set by the School of Business. Students enrolled in  BUSC 4000    are not permitted to concurrently enroll in any other course.

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Reporting by Norihiko Shirouzu in Austin, Texas, and Giulio Piovaccari in Milan Editing by Brian Thevenot and Matthew Lewis

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Oil extends decline on signs of weak fuel demand, strong dollar

Oil prices extended declines on Monday amid signs of weak fuel demand and as comments from U.S. Federal Reserve officials dampened hopes of interest rate cuts, which could slow growth and crimp fuel demand in the world's biggest economy.

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• May 10, 2024   •   27:42 Stormy Daniels Takes the Stand
• May 9, 2024   •   34:42 One Strongman, One Billion Voters, and the Future of India
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• May 7, 2024   •   27:43 How Changing Ocean Temperatures Could Upend Life on Earth
• May 6, 2024   •   29:23 R.F.K. Jr.’s Battle to Get on the Ballot
• May 3, 2024   •   25:33 The Protesters and the President
• May 2, 2024   •   29:13 Biden Loosens Up on Weed
• May 1, 2024   •   35:16 The New Abortion Fight Before the Supreme Court
• April 30, 2024   •   27:40 The Secret Push That Could Ban TikTok
• April 29, 2024   •   47:53 Trump 2.0: What a Second Trump Presidency Would Bring
• April 26, 2024   •   21:50 Harvey Weinstein Conviction Thrown Out
• April 25, 2024   •   40:33 The Crackdown on Student Protesters

Stormy Daniels Takes the Stand

The porn star testified for eight hours at donald trump’s hush-money trial. this is how it went..

Hosted by Michael Barbaro

Featuring Jonah E. Bromwich

Produced by Olivia Natt and Michael Simon Johnson

Edited by Lexie Diao

With Paige Cowett

Original music by Will Reid and Marion Lozano

Engineered by Alyssa Moxley

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This episode contains descriptions of an alleged sexual liaison.

What happened when Stormy Daniels took the stand for eight hours in the first criminal trial of former President Donald J. Trump?

Jonah Bromwich, one of the lead reporters covering the trial for The Times, was in the room.

On today’s episode

Jonah E. Bromwich , who covers criminal justice in New York for The New York Times.

Background reading

In a second day of cross-examination, Stormy Daniels resisted the implication she had tried to shake down Donald J. Trump by selling her story of a sexual liaison.

Here are six takeaways from Ms. Daniels’s earlier testimony.

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The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Mike Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, John Ketchum, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Dan Farrell, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Summer Thomad, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Renan Borelli, Maddy Masiello, Isabella Anderson and Nina Lassam.

Jonah E. Bromwich covers criminal justice in New York, with a focus on the Manhattan district attorney’s office and state criminal courts in Manhattan. More about Jonah E. Bromwich

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