20 Organisational Development Leaders Across UAE

Last updated: August 2026

Introduction

This practical directory brings together 20 organisational development leaders across the UAE. It focuses on people, learning, talent, culture, transformation and human-capital roles at major employers and public institutions. As of August 2026, the names below show how organisational development is being carried through government, universities, aviation, healthcare, banking, energy, logistics, technology and professional services.

The UAE is a useful place to study this work because growth and change sit close together. Organisations are building new capabilities, supporting national talent, improving employee experience and asking leaders to connect people choices with wider strategy. The titles vary, but the central challenge is familiar: help an organisation become more capable without losing its human centre.

The names are presented alphabetically by surname for easy navigation. This is a directory, not a measure of merit. Each profile gives you the current role, the organisation and one distinctive detail that can help you understand the work behind the title.

Why Organisational Development Matters

Organisational development helps a workplace turn strategy into better ways of working. It can include leadership capability, learning, talent, culture, structure, workforce planning, employee experience and change. The strongest work connects those pieces rather than treating each one as a separate project.

That connection matters in the UAE, where employers and public institutions are investing in national talent, digital capability, innovation and future-ready workforces. A people strategy is useful when it changes what teams can do, how decisions are made and whether employees can see a credible path to grow.

The people in this directory sit close to those choices. Some work in dedicated people roles. Others hold government-talent, strategic-transformation or people-and-sustainability briefs. Together, they show that organisational development is not a side activity. It is the practical work of helping an organisation learn, adapt and deliver.

20 Organisational Development Leaders Across UAE

1. Ibrahim Nassir

Undersecretary, Department of Government Enablement, Abu Dhabi

Ibrahim Nassir is Undersecretary at Department of Government Enablement, Abu Dhabi. His current remit includes human capital, learning and development, procurement and organisation-wide change. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. His earlier work at du, Etihad Airways, Al-Futtaim, EGA and Etisalat gives the profile a rare mix of people, operations and transformation experience. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

2. Mariam Mohamed AlMusharrekh

Director General of Government Talent, Department of Government Enablement, Abu Dhabi

Mariam Mohamed AlMusharrekh is Director General of Government Talent at Department of Government Enablement, Abu Dhabi. She leads integrated talent strategies, future-ready capability and public-sector leadership development. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. Before DGE, she established and scaled Miral’s human capital function and led workforce strategy, leadership development, Emiratisation, organisational development and digital HR transformation. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

3. Meshari Al Bannai

Chief People Officer, Dubai Airports

Meshari Al Bannai is Chief People Officer at Dubai Airports. He shapes culture, people systems and development programmes for one of the UAE’s major aviation employers. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. He joined Dubai Airports in 2009 as Head of HR Organisational Design and later moved through VP and SVP HR roles, after earlier work at Emirates and du. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

4. Rashed Al Nuaimi

Chief Human Resources Officer, NYU Abu Dhabi

Rashed Al Nuaimi is Chief Human Resources Officer at NYU Abu Dhabi. He oversees an HR team covering learning and organisational development, employee relations, talent acquisition, HR business partnering and transformation. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. He previously served as Chief Human Capital Officer at NAWAH Energy Company and held senior administration responsibility at ADNOC LNG. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

5. Karl Koyo

Executive Director, Strategic HR Transformation, NYU Abu Dhabi

Karl Koyo is Executive Director, Strategic HR Transformation at NYU Abu Dhabi. His current portfolio puts strategic HR transformation at the centre of a major university employer. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. His role sits alongside learning, organisational development, talent acquisition, HR business partnering and transformation functions on the university’s current HR page. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

6. Dania El Labban

Senior Vice President, Human Resources and Head of Human Resources, NMC Healthcare

Dania El Labban is Senior Vice President, Human Resources and Head of Human Resources at NMC Healthcare. She leads corporate and asset HR, talent management, learning and development, shared services and transformation. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. Her career includes more than two decades in HR and people leadership, including earlier work with Mubadala-related organisations. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

7. Dina Helal

Chief Human Resources Officer, General Commercial Gaming Regulatory Authority

Dina Helal is Chief Human Resources Officer at General Commercial Gaming Regulatory Authority. She connects HR strategy, organisational development, strategic planning and team capability in a new UAE regulator. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. Her earlier career spans Citi, HSBC, First Abu Dhabi Bank and Abu Dhabi Global Market, giving her a cross-sector MENA people lens. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

8. Shaikha Murad AlBlooshi

Chief People Officer, Etihad Water and Electricity

Shaikha Murad AlBlooshi is Chief People Officer at Etihad Water and Electricity. Her role makes human capital, organisational performance, innovation and national talent central to the utility’s current direction. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. She became the company’s first Chief People Officer in May 2025 after senior finance, shared services and human capital roles. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

9. Farida Mohammad Rafi

Chief Human Resources Officer, Emirates Islamic

Farida Mohammad Rafi is Chief Human Resources Officer at Emirates Islamic. She links people strategy with employee development, university partnerships and the bank’s future talent needs. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. In 2025 she described partnerships with Skyline University College and the American University in the Emirates as ways to support employee upskilling and young UAE talent. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

10. Eman Abdulrazzaq

Group Chief Operating Officer and Group Chief Human Resources Officer, Emirates NBD

Eman Abdulrazzaq is Group Chief Operating Officer and Group Chief Human Resources Officer at Emirates NBD. She connects operating performance, HR strategy, learning, mobility and leadership development across a major banking group. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. The 2025 reporting describes a digital learning agenda, a learning experience platform, internal moves and the Ruwad graduate leadership programme. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

11. Fatma Hussain

Group Chief People Officer, Dubai Holding

Fatma Hussain is Group Chief People Officer at Dubai Holding. She leads a people-driven culture across a large and varied group of UAE businesses. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. Before her current role, she was Chief Human Capital Officer at Dubai Holding Asset Management and earlier led recruitment, talent development and redeployment at JAFZA. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

12. Graeme Cook

Chief People Officer, Alshaya Group

Graeme Cook is Chief People Officer at Alshaya Group. He brings people strategy and senior workforce leadership to a large retail and hospitality employer in the UAE. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. He joined Alshaya in 2022 after senior finance and people leadership roles including Group People Director at Keller and Group HR Director at EnQuest. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

13. Laila Saif

Chief People Officer, MGX

Laila Saif is Chief People Officer at MGX. She oversees talent acquisition, culture, employee experience and growth in a technology investment group. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. Her earlier Mubadala-company experience included leading human capital strategy for EGA and an HR team supporting more than 7,000 employees. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

14. Shaloo Kakkar Kulkarni

Chief People Officer, Masdar

Shaloo Kakkar Kulkarni is Chief People Officer at Masdar. She leads human capital strategy, high-performance culture and talent development for a major clean-energy employer. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. Her background spans more than 25 years across HR and organisational transformation, including senior advisory work with Heidrick and organisations in energy, finance and technology. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

15. Marwan Al Jassmi

Executive Vice President, People and Sustainability, DP World GCC

Marwan Al Jassmi is Executive Vice President, People and Sustainability at DP World GCC. He oversees human capital strategy, organisational development, talent management and workforce planning across the GCC. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. His career has moved through reward, performance management, organisational development and talent acquisition, giving the role a broad people-systems foundation. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

16. Najib Makarem

Group Chief Human Resources Officer, National Holding

Najib Makarem is Group Chief Human Resources Officer at National Holding. He shapes HR strategy, organisational culture, workforce resilience, leadership development and team performance across the group. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. His experience spans more than two decades and includes organisation design, leadership assessment, rewards, manpower planning and workforce rationalisation. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

17. Hanan Ibrahim Al Abed

Chief Human Resources Officer, Abu Dhabi Airports

Hanan Ibrahim Al Abed is Chief Human Resources Officer at Abu Dhabi Airports. She brings organisational design, governance, stakeholder engagement and change capability to a major airport operator. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. She joined Abu Dhabi Airports in 2019 after leading the Management Support Office at Environment Agency Abu Dhabi and major organisational design projects. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

18. Mohamed Al Ameeri

Chief Human Resources Officer, National Bank of Fujairah

Mohamed Al Ameeri is Chief Human Resources Officer at National Bank of Fujairah. He brings human capital strategy, organisational transformation, talent development and Emiratisation to a UAE bank. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. His 2025 appointment followed people leadership roles with Miral, Al-Futtaim and Commercial Bank International. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

19. Abdulaziz Almoosa

Group Chief Human Resources Officer, ADCB

Abdulaziz Almoosa is Group Chief Human Resources Officer at ADCB. He shapes human-capital strategy, high-performance culture, Emiratisation, engagement and learning opportunities across a major UAE banking group. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. ADCB appointed him Group Chief Human Resources Officer in 2024 after more than two decades in the UAE banking sector. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

20. Graham de Guise

Chief People Officer, Al Tamimi and Company

Graham de Guise is Chief People Officer at Al Tamimi and Company. He leads People and Culture, leadership development, talent progression, performance frameworks and organisational effectiveness. That makes this role a useful window into organisational development because it connects people choices with the wider work of a major UAE employer or public institution. His professional-services HR career spans about 30 years and includes work on partner development, talent pathways and organisation-wide people systems. The detail is useful because it shows organisational development as practical work: building capability, making change easier to carry and giving people a clearer way to contribute.

What These Leaders Show Us About Organisational Development

The first pattern is connection. The roles in this directory link learning, talent, culture, workforce planning, transformation and organisational performance. The labels differ, but the work becomes stronger when those areas share a clear direction and a common picture of what good work looks like.

The second pattern is translation. Organisational development is often described in broad language, but these roles make it concrete. A learning platform, a leadership pathway, a new people structure or a stronger employee experience only matters when it changes what a team can do on an ordinary workday.

The third pattern is context. A government department, university, bank, airport and technology group will not need the same people system. Good practitioners start with the organisation’s purpose, workforce and moment of change. They then choose the smallest useful intervention that helps people move together.

How to Use This List

Use the directory as a starting map. If you are looking for a speaker, partner or practitioner, begin with the organisation and role, then read the current official page before reaching out. Titles can change, especially during transformation.

If you are building your own people strategy, compare the different briefs. Notice which roles combine learning with organisational development, which connect talent with national capability and which hold a broader people-and-culture mandate. The comparison can help you name the gap in your own organisation.

Most importantly, turn the list into one practical question. What must people be able to do differently six months from now, and what will make that change easier for them? A clear answer gives organisational development a useful place to start.

Frequently Asked Questions

What does organisational development include?

Organisational development can include leadership capability, learning, culture, talent, structure, workforce planning, employee experience and change. The exact mix depends on the organisation’s needs. The common thread is helping people and systems work together more effectively.

What is the difference between HR and organisational development?

HR usually covers the wider people system, including employment, policy, reward and employee support. Organisational development focuses more directly on capability, culture, structure, leadership and change. The two areas work best when they are joined rather than treated as separate worlds.

Why do organisations need organisational development leaders?

They help leaders turn a strategy into the conditions, skills and habits that make delivery possible. That can mean clarifying roles, building leadership capability, improving learning, strengthening culture or helping teams move through a significant change.

How should I choose an organisational development speaker or partner?

Start with the change you need, not a job title. Look for someone who can explain the practical behaviour, capability or leadership shift you want. Then check current experience, the fit with your people and the next action you want participants to take.

Conclusion

Organisational development becomes useful when it helps people do important work with more clarity, capability and confidence. The UAE practitioners in this directory work across different sectors, but their roles all sit close to the same question: how can an organisation grow and change while keeping people connected to the purpose?

Read the profiles as prompts, not prescriptions. Notice the systems each person touches, the capabilities their organisation needs and the choices that would make work better for the people inside it. Then write down one capability your own organisation needs next and the first small step that would help people build it.

Related Reading

Read 31 Best Leadership Development Experts for Schools (2026), 25 Ways Working Genius Transforms Employee Development and Working Genius implementation guide.

A Practical Leadership Session

If your executive team needs to turn a strategy into clearer choices, stronger relationships and practical action, I can help with a keynote, workshop or facilitated leadership session. Practical rather than motivational, the work is designed to give leaders something they can use on Monday morning. Email jonno@consultclarity.org.

About the Author

Jonno White is a Brisbane-based leadership consultant, keynote speaker and Certified Working Genius Facilitator, and the author of Step Up or Step Out. He works with schools, corporates and nonprofits around the world. To enquire about a keynote, workshop or facilitated leadership session, email jonno@consultclarity.org.