Fifteen years from education to a centre
Entrepreneur Koftan Halabi began in 2009 with a programme helping Druze veterans study at the Technion. It grew into an ambition for technical education, mentors, teams and capital in northern Israel.
D-TEC opened in Isfiya in 2025. In 2026 it introduced BEYOND-D and plans for a fund investing in technology projects led or co-created by Druze, Circassian and Jewish veterans,not personal welfare payments.
The fund intends to act as an investor
Organisers seek commitments up to USD 40 million with a possible first close at USD 15 million, assessing team, technology and market from pre-seed through Series A in software, AI, cyber, digital health, industry and deep tech.
Capital differs from charity: investors expect returns and due diligence. A community purpose can remove access barriers while commercial discipline still tests product and team.
Innovation beyond Tel Aviv
D-TEC highlights talent in Haifa, Galilee and Druze towns. If every opportunity requires leaving for the centre, regions lose skills, companies and local role models.
A centre itself guarantees nothing. Viable companies, invested capital and sustained experienced mentors will matter. Its strength is linking education, product formation and finance instead of offering a one-off course.
A local centre addresses distance from major hubs
For northern talent, centralisation means longer commutes, fewer contacts and weaker access to first experience. D-TEC brings space, training and networks connecting students, employers and founders to Isfiya.
A building needs regular company presence, product mentors, investors and a route from school to internship and paid work. Graduates, contracts and firms remaining in the region count more than events.
The Druze community is not a marketing category
Druze identity and conditions cannot be reduced to men's military service. Education, housing, transport and work differ locally, and programmes should include women, students, veterans and career changers with the community.
Local leadership should shape course times, language and support. Public career outcomes will show whether the centre widens access or serves only an already prepared minority.
The business model must survive the grant phase
Revenue may come from corporate partners, rent, professional programmes or public contracts, but dependence on one donor is fragile. D-TEC needs multi-year funding, measurable services and separation of community and commercial work.
Companies should gain verified talent, a solved task or suppliers rather than vague social responsibility. Paid pilots, role preparation and support for first sales can outlast launch publicity.
Results should be measured over years
Enrolment and teaching hours are inputs. Completion, paid jobs, graduate income, companies and local contracts are stronger outcomes and should be broken down by group and followed over time.
Czech regions can learn from talent support outside major cities, but must build around local firms, schools, mentors and actual demand rather than copy the brand.
The centre needs public career-path numbers
D-TEC should publish applicants, completions, paid placements and jobs by gender and municipality where privacy permits, plus corporate mentors who hire or continue pilots. Long tracking distinguishes activity from labour-market change.
Budget diversity and paid services reveal resilience. Grants legitimately support launch and access, while transparent corporate rules prevent capture by one employer. Jews.cz should return when measurable outcomes emerge rather than for another ceremony.
