Jul 2021 – Mar 2025 · 3 yrs 8 mos · On-site

• In this role, I redefined what it means to bring hospitality to life within an organisation by developing a strategy that embedded hospitality principles into the DNA of people, processes, products, and performance. This wasn’t just a cultural transformation, it was a strategic shift that fostered deeper emotional connections with customers.
• At the forefront of innovation, I had the opportunity to envision and lead the creation of an immersive reality (iXR) platform, paving the way for the future of work. This technology bridged the gap between virtual engagement and real-world impact, demonstrating how digital advancements can enhance human connections.
• This role was not just about transformation it was about uniting culture, people, innovation, and new organisational capabilities to reshape how an organisation operates and thrives. At its core were excellence, innovation, and transformation, driving sustainable impact and growth.

Jul 2018 – Jul 2021 · 3 yrs · On-site

• In this role, I redefined what it means to create a transformative employee experience by developing a strategy that embedded seamless and meaningful interactions into every stage of the journey from hire to retire. By integrating digital transformation and leveraging innovative technologies, I modernised HR capabilities and reimagined how organisations adapt to change.
• At the heart of this transformation was a focus on change management, ensuring that every shift resonated with employees while fostering alignment across the business. I also worked on employer branding, positioning the organisation as a destination for top talent, and introduced new capabilities that enabled HR to operate at the intersection of culture, technology, and strategy.
• This role was not just about operational excellence; it was about shaping an agile, future-ready HR function that leads with innovation and strengthens the connection between people and the organisation. At its core were innovation, cultural transformation, and sustainable impact reshaping how HR supports the organisation in evolving and thriving.

Apr 2017 – Jun 2018 · 1 yr 2 mos · On-site

• In this role, I led the design and execution of a Talent Management Strategy, developing frameworks and processes to enhance how the organisation identifies, nurtures, and retains high-potential talent. A key focus of this strategy was supporting UAE Nationals, building leadership pipelines that align with national goals while ensuring integration into the global leadership structure.
• I introduced a structured approach to succession planning, identifying critical roles and strengthening leadership continuity to help the organisation adapt to future challenges. My work extended internationally, where I guided the implementation of talent management practices for joint ventures and acquired businesses. This included managing change effectively to align diverse organisational cultures and establish a cohesive leadership approach.
• This role was not only about systems and processes it was about fostering a leadership ecosystem that integrates strategy, adaptability, and cultural awareness, ensuring the organisation remains agile in a changing global environment.

Apr 2014 – Apr 2017 · 3 yrs · On-site

• In this role, I led the development and implementation of strategic talent solutions across international markets, including Europe, Asia, and the Middle East. Partnering with CEOs of joint ventures and acquired businesses, I navigated differences in organisational cultures, levels of readiness, and distinct talent landscapes. A key aspect of this work was assessing the capabilities and skills within the business to design tailored strategies for talent development and career growth. By aligning development opportunities with organisational needs, I supported a proactive approach to managing talent across regions.
• This role focused on integrating global best practices with local nuances, ensuring consistency across regions while building a talent pipeline that supported sustainable growth and positioned the organisation for long-term success in a dynamic global business environment.
• At its core, this role involved strengthening organisational capabilities while fostering collaboration between headquarters and subsidiaries. It was not only about balancing consistency with flexibility but also about ensuring that local practices aligned effectively with global strategies. By combining innovation, strategic planning, and cultural awareness, I introduced a talent management approach that supported regional adaptability while maintaining a unified global vision.

Jan 2008 – Jan 2014 · 6 yrs

• In this role, I redefined the approach to leadership growth and development for one of the brand's most influential personas, Cabin Crew. My focus was on empowering them to excel by fostering a growth mindset and unlocking their leadership potential. Through experiential learning, I designed solutions and strategies to enhance their capabilities and prepare them to lead diverse, multicultural teams effectively.
• This role was not only about leadership readiness and development it was about cultivating a culture of continuous growth, enabling Cabin Crew to inspire their teams, elevate onboard experiences, and embody the brand’s values.
• At its core, it was about driving excellence, engagement, and empowerment, ensuring that every interaction reflected the essence of the brand.

Jan 2006 – Jan 2008 · 2 yrs

• In this role, I redefined how learning was delivered within the organisation by leading the implementation of a new Learning Management System (LMS) that enhanced capabilities, data utilisation, and learning processes. I developed engagement strategies to drive adoption of online learning, fostering a culture of digital development that transitioned away from traditional face-to-face training to a technology-driven approach.
• This role was not just about introducing a platform it was about embedding new capabilities that empowered learners to excel in their roles. Supporting both the global business and HQ, it required balancing international alignment with localisation to address diverse business needs, learner expectations, and regional policies.
• At its core, this role focused on integrating innovation, strategy, and adaptability to create a learner-centric ecosystem that supports growth, capability development, and long-term success.

Apr 2002 – May 2006 · 4 yrs 1 mo

• In this role, I had the opportunity to begin my journey with an iconic global brand Emirates, and was privileged to work with an inspiring leader who empowered me to grow beyond the expectations of the role and contribute with greater impact. While the role sat within Airport Services and was primarily operational, I shaped it into a more strategic position by localising strategies to align head office objectives with regional operational needs, supporting 200+ employees across multiple stations.
• I also contributed to operational and contingency planning, ensuring business continuity and workforce readiness. Beyond the core responsibilities, I helped introduce a new mindset and culture that embraced technology adoption and digital learning enablement, reinforcing a culture of continuous growth and adaptability.
• This was not just a role, it was the foundation of my journey in shaping customer experiences, people, culture, and organisational transformation. It gave me the opportunity to explore strategic impact early on, embrace technology as an enabler of change, and set the stage for the path I’ve taken since.