Back at the helm: What Aleksander Dardeli’s appointment means for IREX’s global impact strategy

The IREX Board of Trustees has named Aleksander Dardeli as its new President and Chief Executive Officer, effective September 1, 2025. The appointment marks a high-profile return for Dardeli, who previously served as Executive Vice President at the international development organization, and now steps into the top leadership role with a mandate to reimagine IREX’s global strategy during a time of evolving geopolitical challenges and technological transformation in the nonprofit space.

Dardeli succeeds Interim CEO Kate Thompson and brings more than 25 years of leadership experience across education, public sector capacity-building, and institutional strengthening. He re-enters the organization after a stint as Chief Operating Officer at Save the Children, where he led transformation initiatives across strategic planning and organizational performance. His return is expected to energize IREX’s operations and expand its institutional credibility across both legacy donor networks and new global partnerships.

Why did IREX reappoint Aleksander Dardeli—and what is the expected impact on its leadership model?

The decision to bring back Aleksander Dardeli signals a strategic recalibration at IREX, an international nonprofit that works across sectors like education, youth empowerment, and democratic governance. During his previous tenure, Dardeli spearheaded the expansion of IREX’s international footprint and oversaw the integration of Development Gateway—a move widely seen as a turning point in modernizing the organization’s digital and data-focused delivery systems.

Board Chair David A. Gross emphasized Dardeli’s dual familiarity with IREX’s institutional DNA and his capacity to operate at scale within complex global ecosystems. Gross noted that Dardeli’s experience building partnerships and navigating complexity would be essential to IREX’s forward strategy. Interim CEO Kate Thompson also welcomed the renewed leadership, stating that Dardeli would guide a “resilient team of exceptionally talented professionals” into IREX’s next chapter.

What does Dardeli’s return say about IREX’s strategy in a rapidly evolving global development landscape?

Dardeli’s appointment is more than a leadership shuffle—it reflects IREX’s intent to position itself more assertively in an international development landscape that increasingly rewards agility, digital innovation, and outcome-based impact. With mounting competition from hybrid NGO–social enterprise models and declining traditional donor funding in certain regions, nonprofits like IREX are under pressure to do more with less while demonstrating quantifiable value in education, civil society, and public-sector reform.

Dardeli’s recent operational leadership at Save the Children—where he oversaw strategic transformation efforts—is expected to translate into a more data-driven, efficiency-focused mindset at IREX. His previous leadership at IREX also included catalyzing innovation in programming and strengthening management systems, which may now evolve into broader modernization efforts across the organization’s 100+ country programs.

How does Dardeli’s global development background shape IREX’s organizational priorities for 2025 and beyond?

Born and educated in Albania, Dardeli holds a Juris Doctor from the Catholic University of America, a master’s degree from Columbia University, and was a Fulbright Scholar. His early career included senior roles at organizations such as the East-West Management Institute and the International Development Law Organization. He also led critical post-conflict institution-building initiatives in Kosovo, where his work focused on helping government entities prepare for independence.

This background is particularly aligned with IREX’s core competencies in fragile and transitional states, especially in the areas of civil service reform, leadership development, and institution-building. His track record suggests a leadership agenda that may prioritize scalable public sector modernization efforts, digital governance tools, and education system strengthening—especially in geographies where democratic institutions are under strain.

What are the early signals from institutional stakeholders on this leadership transition at IREX?

While IREX is not a publicly traded entity and thus not subject to market sentiment, donor engagement and institutional confidence remain critical metrics in the NGO sector. According to internal stakeholders and observers in the international development space, Dardeli’s return is being interpreted as a stability play—anchored in deep organizational knowledge and external credibility.

Several institutional partners have historically regarded IREX as a dependable delivery partner with strong program management skills, but not necessarily as a bold innovator. Dardeli’s second innings could change that perception by injecting a performance-oriented, strategic mindset into operations—particularly around impact measurement, technology use, and public-private engagement.

The appointment also comes at a time when several major U.S. and multilateral donors are shifting funding priorities toward governance innovation, climate resilience, and hybrid education delivery—areas where IREX has existing programs and potential for expansion.

What is Dardeli’s stated vision for IREX and how does it align with the organization’s core mission?

In his official statement, Aleksander Dardeli underscored IREX’s legacy of “transforming education systems, bringing people together to solve problems, and supporting leaders across sectors.” He pledged to work closely with staff, board members, and global supporters to shape innovative solutions and “deliver lasting results for America and the communities we partner with.”

This emphasis on results, scale, and innovation is likely to set the tone for IREX’s 2025–2028 strategic plan. It also echoes broader sectoral themes, including localization of aid, digital transformation in capacity-building, and measuring systemic impact rather than isolated outputs.

With geopolitical instability increasing in Eastern Europe, the Sahel, and parts of Southeast Asia—alongside major donor re-prioritization post-COVID and post-Afghanistan—Dardeli’s experience in both fragile states and donor engagement could prove critical in ensuring IREX not only survives but scales its relevance in the years ahead.

What lies ahead for IREX as it seeks to reposition itself in a competitive development ecosystem?

Going forward, sector analysts expect IREX to double down on its most bankable verticals—youth leadership, civic education, and institutional reform—while exploring new programmatic and financial models. Dardeli’s previous success in acquiring Development Gateway suggests that inorganic growth via strategic partnerships or mission-aligned acquisitions may once again be on the table.

Key questions include how IREX will adapt its delivery models in fragile states, whether it will embrace AI or data science to improve monitoring and evaluation, and how it will respond to rising calls for greater localization and community-first approaches.

What’s clear is that IREX now has a seasoned strategist at the helm—one who knows the terrain, has evolved with the sector, and brings a balanced view of mission fidelity and modern execution.