20 UAE Local-Government People and Change Leaders

People and change work in UAE local government is bigger than a single training team. It includes talent, capability, leadership, organisational development, future skills, workforce systems and the conditions that help public servants do good work. This list brings together 20 people working across those areas in the Emirates. It is a practical starting point for leaders who want to see how different public organisations are building capability and preparing people for change. Last updated: 12 August 2026.

Why people and change leadership matters

Public services change when people can make sense of a new direction, build the skills to act on it and see how their work improves life for the community. That is why learning and development, talent, leadership and organisational change belong in the same conversation. The Department of Government Enablement and Dubai Government Human Resources Department show two different ways this work can be connected to capability and public outcomes.

The strongest examples are not always the loudest. They are often the people building systems that help others lead, learn, adapt and serve well.

How to use this list

Use the list as a map, not a scorecard. Look for people whose work matches the change in front of your organisation, then read the linked official source for the latest role and context. The order is a navigation aid, not a judgement of importance.

1. Mariam AlMusharrekh

Director General of Government Talent, Department of Government Enablement

Mariam Mohamed AlMusharrekh is Director General of Government Talent at Department of Government Enablement in Abu Dhabi. The Department of Government Enablement describes her work as leading talent strategies and future-ready leadership, with experience across workforce strategy, leadership development, Emiratisation, organisation development, rewards and engagement. Read the official source.

For leaders working on government talent and leadership development, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her role brings talent strategy close to the everyday work of building future-ready government leaders. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

2. Yasir Naqbi

Director General, Department of Government Enablement

Dr Yasir Al Naqbi is a Director General at the Department of Government Enablement in Abu Dhabi. The Department of Government Enablement says he is dedicated to empowering leadership and nurturing the next generation of talent, after leading UAE Government Leaders and UAE Capabilities initiatives. Read the official source.

For leaders working on leadership capability and public-sector learning, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His work shows why leadership development needs a clear link to the capabilities public services will need next. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

3. Abdullah Falasi

Director General, Dubai Government Human Resources Department

Abdullah Ali Bin Zayed Al Falasi is Director General at Dubai Government Human Resources Department in Dubai. The Dubai Media Office identifies him as Director General of DGHR and connects the department’s partnerships with capacity building and human resources development. Read the official source.

For leaders working on government workforce and human resources development, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His work is a reminder that workforce change becomes real when it is supported by the systems around people. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

4. Muna Buhumaid

CEO, Future Resources Sector, Dubai Government Human Resources Department

Muna Buhumaid is CEO, Future Resources Sector at Dubai Government Human Resources Department in Dubai. The Dubai Media Office says she leads the Future Resources Sector and opened a talent intelligence training programme for 100 HR professionals in Dubai Government. Read the official source.

For leaders working on talent intelligence and future resources, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work makes the shift from storing people data to using it to build better talent decisions visible. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

5. Sara Alzaabi

Director General, Ras Al Khaimah Human Resources Department

Sara Ahmed Alzaabi is Director General at Ras Al Khaimah Human Resources Department in Ras Al Khaimah. Ras Al Khaimah Human Resources describes her leadership as focused on an empowered, agile and future-ready workforce, with attention to talent, engagement and capacity. Read the official source.

For leaders working on human capital, engagement and workforce capability, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her public message puts capability and engagement together rather than treating them as separate projects. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

6. Amna Alsafard

Director of Digital Transformation, Ras Al Khaimah Human Resources Department

Amna Bu Alsafard is Director of Digital Transformation at Ras Al Khaimah Human Resources Department in Ras Al Khaimah. Ras Al Khaimah Human Resources identifies her as Director of Digital Transformation in its account of the MawareDNA human resources system and digital HR ecosystem. Read the official source.

For leaders working on digital HR and workforce transformation, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work shows that the employee experience and the learning system increasingly depend on good digital foundations. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

7. Rashed Suwaidi

Director General, Ajman Human Resources Department

Rashed Abdulrahman Sultan Bin Jebran Al Suwaidi is Director General at Ajman Human Resources Department in Ajman. The UAE Federal Authority for Government Human Resources identifies him in the launch of the Jahiz platform for Ajman Government employees and quotes his focus on skills, capabilities and a future-ready workforce. Read the official source.

For leaders working on future skills and government workforce development, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His work connects a practical learning platform to the wider public-service direction set by Ajman 2030. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

8. Amal Ali

Director, Sharjah Training and Development Centre

Amal Abdullah Al Ali is Director at Sharjah Training and Development Centre in Sharjah. The Sharjah Government says she leads the Sharjah Training and Development Centre, which develops human resources and training programmes and supports strategic business leadership for government directors. Read the official source.

For leaders working on government director development and strategic leadership, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work is a useful example of leadership learning designed around the decisions senior public leaders actually face. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

9. Athari Mohamed

Executive Director, Human Resources and Development, Roads and Transport Authority

Athari Mohamed is Executive Director, Human Resources and Development at Roads and Transport Authority in Dubai. RTA identifies him as Executive Director of Human Resources and Development and links his portfolio to talent management, learning and development and quality of working life. Read the official source.

For leaders working on learning, development and quality of working life, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His portfolio shows how employee development can sit beside talent management and the quality of daily work. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

10. Mohammed Ghaffari

Executive Director, Human Resources Division, Dubai Customs

Mohammed Al Ghaffari is Executive Director, Human Resources Division at Dubai Customs in Dubai. Dubai Customs identifies him as Executive Director of its Human Resources Division in its account of investment in talent and people capability. Read the official source.

For leaders working on talent investment and organisational capability, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His work highlights the role of HR leaders in turning a large public organisation’s people agenda into action. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

11. Azza Marzooqi

Director, Human Resources Department, Dubai Municipality

Azza Al Marzooqi is Director, Human Resources Department at Dubai Municipality in Dubai. Dubai Municipality identifies her as Director of the Human Resources Department in its account of Ruya 2025, including future talent, scholarships and opportunities to develop skills. Read the official source.

For leaders working on future talent and employee development, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work connects early talent pathways with the longer-term capability needs of a city government. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

12. Amer Sharif

CEO and President of Mohammed Bin Rashid University of Medicine and Health Sciences, Dubai Health

Amer Sharif is CEO and President of Mohammed Bin Rashid University of Medicine and Health Sciences at Dubai Health in Dubai. Dubai Health says he launched the Dubai Health Leadership Academy, including a 14-month Systems Leadership Programme delivered with Oxford to build sustainable leadership in healthcare. Read the official source.

For leaders working on healthcare leadership and sustainable talent, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His work shows the value of developing leaders who can see the whole health system rather than only one function. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

13. Aisha Miran

Director General, Knowledge and Human Development Authority

Aisha Abdulla Miran is Director General at Knowledge and Human Development Authority in Dubai. KHDA identifies her as Director General in its 2026 account of work with the Duke of Edinburgh’s International Award, linking youth leadership with non-formal learning. Read the official source.

For leaders working on youth leadership and learning, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work broadens the people and change conversation beyond internal training to the leadership experiences young people gain. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

14. Ebrahim AlKhajeh

Director, Human Resources Division, Abu Dhabi Customs

Dr Ebrahim AlKhajeh is Director, Human Resources Division at Abu Dhabi Customs in Abu Dhabi. Abu Dhabi Customs identifies him in its 2025 account of a Gold Learning and Development Excellence award and AI training work. Read the official source.

For leaders working on learning and development in public services, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His work points to the importance of pairing formal learning recognition with the skills needed for new technology. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

15. Khalaf Mazrouei

Acting Director General, Corporate Enablement and Community Services, Department of Health Abu Dhabi

Khalaf Helal Al Mazrouei is Acting Director General, Corporate Enablement and Community Services at Department of Health Abu Dhabi in Abu Dhabi. The Department of Health identifies him as Acting Director General of Corporate Enablement and Community Services and notes his previous leadership across support services, including human resources. Read the official source.

For leaders working on corporate enablement and people systems, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His role shows how people work is part of the wider corporate system that lets a public service deliver well. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

16. Amal Jabri

Director General, Abu Dhabi Human Resources Authority

Amal Nasser Al Jabri is Director General at Abu Dhabi Human Resources Authority in Abu Dhabi. The Abu Dhabi Media Office records her appointment as Director General of the Human Resources Authority, while official reporting connects the authority with the Mawaheb talent hub and upskilling and reskilling. Read the official source.

For leaders working on reskilling, talent and public-sector capability, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work makes reskilling a public-sector infrastructure question, not only an individual career choice. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

17. Sulaiman Al-Kaabi

Director General, Fujairah Government Excellence Program

Dr Sulaiman Al-Kaabi is Director General at Fujairah Government Excellence Program in Fujairah. The Fujairah Government Excellence Program identifies him as Director General and describes specialised training programmes focused on leadership knowledge and future skills. Read the official source.

For leaders working on government excellence, training and future skills, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His work keeps excellence practical by linking training to the skills public organisations will need to improve. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

18. Buthaina Mazrouei

Acting Director General, Government Financial Affairs, Abu Dhabi Department of Finance

Buthaina Al Mazrouei is Acting Director General, Government Financial Affairs at Abu Dhabi Department of Finance in Abu Dhabi. The Department of Government Enablement names her in the Government Financial Capability Program, which builds practical financial capability across government. Read the official source.

For leaders working on financial capability and government learning, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work shows that learning and development can be built into the everyday decisions that keep government services sustainable. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

19. Alawi Alsheikh-Ali

Director General, Dubai Health Authority

Professor Alawi Alsheikh-Ali is Director General at Dubai Health Authority in Dubai. Recent Dubai government reporting identifies him as Director General of the Dubai Health Authority in cross-government work that brings public leadership and service priorities together. Read the official source.

For leaders working on healthcare leadership and public-service change, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. His role is a useful reminder that healthcare change depends on leaders who can connect professional capability with public outcomes. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

20. Hala Badri

Director General, Dubai Culture and Arts Authority

Hala Badri is Director General at Dubai Culture and Arts Authority in Dubai. Dubai government reporting identifies her as Director General of Dubai Culture and Arts Authority in cross-government work focused on urban thinking, design and innovation. Read the official source.

For leaders working on culture, innovation and people-centred change, the useful lesson is practical: capability grows when people systems, leadership choices and service goals reinforce each other. Her work brings a people-centred lens to change, showing that culture and service design both shape how organisations learn. The point is not to copy one programme. It is to look for the small choices that make learning, accountability and better public service part of normal work.

Frequently asked questions

What counts as a people and change leader?

This list includes leaders working in talent, learning and development, organisational development, workforce transformation, leadership capability, public-service learning and adjacent systems that help people perform and adapt.

Does this list sort people by importance?

No. It is a practical map of current roles and public work. Use the linked official sources to find the people most relevant to the change in front of your organisation.

How should I check the list before sharing it?

Open the linked official source for each person and confirm the role is still current. Public leadership roles can change, so freshness matters at the point of publication.

Related reading

If you are thinking about the wider leadership system, read Consult Clarity’s leadership team development guide and its list of thought leaders in government leadership and public-sector innovation.

A practical next step

If your leadership team is working through change, a useful first move is to name the capability the change depends on, then ask what your people need to practise, understand and do differently. If you would like a written conversation about that work, email jonno@consultclarity.org.

About the author

Jonno White is the founder of Consult Clarity. He helps leaders build organisations people would move cities to work at. His work is practical rather than motivational, designed to give leaders something they can use on Monday morning.