Naila Khalifa Al Meraikhi

Naila AlMeraikhi

Executive Director & Board Strategist | Corporate Strategy, Governance & Institutional Transformation

Driving strategic excellence and transformational leadership aligned with UAE Vision 2031. Empowering organizations through innovative governance frameworks and strategic foresight.

Board-Level Strategist | Expert in Corporate Strategy, Governance Frameworks, Policies & Compliance | Driving Institutional Excellence & National Transformation Aligned with UAE Vision 2031

About Me

Executive Director and board-level strategist with more than 20 years of experience advancing corporate strategy, governance, and institutional excellence across UAE federal, local, and holding entities. Renowned for converting national visions into measurable performance through integrated planning, governance systems, and innovation frameworks that sustain long-term results.

At Sharjah Asset Management Holding, led two enterprise strategy cycles that enhanced strategic agility and saved ≈AED 5.8 million in consultancy costs by building internal capabilities. Designed and institutionalized the Group’s Integrated Excellence System (QHSE & Continuity) and Innovation Framework—initiatives that earned NCEMA certification and federal recognition for operational resilience and institutional excellence.

As Project Manager at the Ministry of Labour, directed the AED 7 million System Architecture Program that enabled the Ministry to secure the Sheikh Khalifa Government Excellence Award (Cycle 1, Operations Criteria). At the Roads & Transport Authority, managed the Sharekni mobility management initiative and led the Dubai Emirate School Transport Compliance Program, strengthening safety and regulatory governance. Recognized for embedding excellence, innovation, and accountability as drivers of sustainable transformation aligned with UAE Vision 2031.

Strategic Leadership

15+ years in executive leadership roles

Board Expertise

Extensive board and committee service experience

Strategic Leadership

15+ years in executive leadership roles

Governance Excellence

Expert in corporate governance frameworks

PROFESSIONAL EXPERIENCE

Sharjah Asset Management Holding (SAMH) :

Executive Director, Strategy Planning & Corporate Development | 2021 – Present
  • Directed two enterprise strategy cycles aligned with Sharjah and UAE Vision 2031; internalized capability and avoided ≈AED 5.8 M in consultancy costs.
  • Designed and implemented an Integrated Excellence System (QHSE & Continuity) and Group Innovation Framework, achieving NCEMA certification and federal recognition.
  • Launched the Group’s first Internal Excellence Awards and embedded a culture of innovation and excellence across sectors.
  • Re-engineered strategy, risk, and performance data into board-level dashboards for evidence-based decision-making.
  • Developed a Six-Pillar Organizational Performance Framework (IP filed).
  • Cascaded corporate strategy to individual KPIs through cross-functional workshops, achieving 100 % alignment.
  • Implemented EFQM and ISO frameworks; led award submissions and knowledge-transfer initiatives for UAE nationals.
  • Implemented EFQM and ISO frameworks; led award submissions and knowledge-transfer initiatives for UAE nationals.
  • Project Manager for the AED 7 M System Architecture Program, through which the Ministry won the Sheikh Khalifa Government Excellence Award (Cycle 1, Operations Criteria).
  • Introduced Zero-Based Budgeting and developed a nationwide training program across seven Emirates.
  • Represented the Ministry at Cabinet level for the Federal Services Classification Project, shaping service governance.

Projects

Case Study 1 — SAMH:

Enterprise Strategy Two Cycles (≈AED 5.8 M Savings)

Context:

As Executive Director at Sharjah Asset Management Holding (SAMH), Naila was tasked with refreshing the Group’s strategy in line with Sharjah and UAE Vision 2031. Previous cycles relied heavily on external consultants, limiting internal capability.

Action:

She led two end‑to‑end strategic planning cycles in‑house, establishing methodology and training internal teams. The programmes integrated strategy, risk and performance management and built cross‑functional ownership.

Actions:

• Directed two consecutive strategy cycles across all business units.

• Built internal frameworks and dashboards to manage strategy without consultants.

• Integrated risk into planning (via executive training at Cambridge).

• Established Group-wide QHSE & Business Continuity systems.

Results:

 Internalising strategic planning avoided ≈AED 5.8 million in consultancy fees and created sustainable capability within SAMH. The new framework enhanced strategic agility and provided a platform for continuous improvement.

Context:

The Group’s quality, health, safety and environment (QHSE), business‑continuity and innovation activities were fragmented across departments.

Action:

Naila designed and institutionalised an Integrated Excellence System covering QHSE and business continuity and launched a Group Innovation Framework. She also established the internal excellence awards to recognise and incentivise innovation.

Actions:

• Directed two consecutive strategy cycles across all business units.

• Built internal frameworks and dashboards to manage strategy without consultants.

• Integrated risk into planning (via executive training at Cambridge).

• Established Group-wide QHSE & Business Continuity systems.

Results:

SAMH became one of the first holding groups in the UAE to earn NCEMA certification for business continuity. The integrated system improved operational resilience, embedded an innovation culture and earned federal recognition.

Context:

Performance measurement at the Sharjah Finance Department (SFD) was siloed, making it difficult to align departmental objectives with organisational strategy.

Action:

As Strategic Performance Consultant, Naila developed a Six‑Pillar Organisational Performance Framework and registered it as intellectual property. She led cross‑departmental workshops to cascade corporate objectives to individual KPIs and trained managers to use the system.

Actions:

• Developed the Six-Pillar Performance Framework; filed IP for design.

• Aligned departmental KPIs to strategy and built performance cadence.

• Unified language for performance culture across departments.

Results:

The framework achieved 100 % alignment between strategy and individual KPIs across SFD and provided a repeatable model for other government entities.

Context:

The federal Ministry of Labour needed to modernise its governance and service architecture to improve efficiency and citizen experience.

Action:

Serving as Corporate Business Process & Quality Specialist, Naila managed a AED 7 million System Architecture Programme that integrated processes, structure and technology. She introduced Zero‑Based Budgeting and designed training programmes across seven Emirates to build capability.

Actions:

• Appointed Project Leader for design and deployment of systems.

• Built frameworks for strategic planning, performance and excellence.

• Conducted nationwide training needs analysis across 7 Emirates.

• Developed multi-year sector plans and integrated monitoring.

Results:

The programme won the Sheikh Khalifa Government Excellence Award (Operations) in its first cycle and was later adopted as a federal benchmark for service governance.

Context:

Dubai’s Roads and Transport Authority faced growing congestion and lacked a coordinated framework for school transport safety.

Actions:

Naila managed the Sharekni mobility management initiative, engaging stakeholders to promote ride‑sharing and reduce congestion. She also led the School Transport Compliance Programme, establishing standards and monitoring compliance across operators.

Actions:

• Led Cabinet-level working sessions with stakeholders and federal entities.

• Developed service classification models integrated with excellence models.

• Coordinated implementation across Ministry departments nationwide.

Results:

The initiatives advanced Dubai’s sustainable mobility goals, reduced road congestion and strengthened regulatory oversight of school transport, enhancing student safety and stakeholder confidence.

Context:

Dubai Silicon Oasis Authority (DSOA) sought to raise institutional excellence and develop national talent in the technology free zone.

Actions:

As Associate Manager for Performance Management, Naila implemented EFQM and ISO frameworks, led award submissions and created knowledge‑transfer programmes to develop UAE nationals.

Actions:

• Project Leader of Sharekni (Dubai’s first formal carpooling initiative).

• Drafted and enforced school transport legislation.

• Represented RTA in Dubai Open Data and executive governance committees.

• Launched awareness campaigns for modal shift behaviour.

Results:

DSOA improved institutional recognition and built a pipeline of skilled national talent, supporting succession planning and long‑term sustainability.

Board & Committee Service​

BOARD & COMMITTEE SERVICE

  • Member – Group Executive Committee (Board Level), Sharjah Asset Management Holding (SAMH)
  • Panel Member – Internal Excellence Awards, SAMH
  • External Assessor – Sharjah Finance Department’s Financial Performance Excellence Award (2 cycles)
  • Member – Corporate Governance & Sustainability Committees; Delegate – Dubai Statistics Council (RTA)
  • Cabinet-Level Representative – Federal Services Classification Project (Ministry of Labour)

CORE COMPETENCIES

  • Corporate Strategy & Execution

  • Governance & Policy

  • Institutional Excellence & Transformation

  • Risk Integration

  • Performance & KPI Architecture

  • Integrated Management Systems (QHSE & Continuity)

  • Innovation Management

  • Executive Dashboards & Analytics

  • Operating Models

  • Stakeholder & Board Engagement

Strategic Committees

  • Strategic Planning Committee – Chair
  • Corporate Development Committee – Member
  • Investment & Finance Committee – Member
  • Risk Management Committee – Vice Chair

Governance & Oversight

  • Board Governance Committee – Chair
  • Audit & Compliance Committee – Member
  • Nominations Committee – Member
  • Remuneration Committee – Member

Operational Excellence

  • Technology & Innovation Committee – Chair
  • Human Capital Committee – Member
  • Sustainability Committee – Vice Chair
  • Quality Assurance Committee – Member

External Representation

  • UAE Corporate Governance Association – Board Member
  • Regional Strategic Advisory Council – Member
  • Women’s Leadership Forum – Advisory Board
  • UAE Vision 2031 Implementation Committee – Member

Education Background

B.A. in Art of Business & Quality Management

Hamdan Bin Mohammed Smart University, Dubai

2012

International Business & Economics

Executive coursework in Business

University of Cambridge

2025

Integrating Risk into Strategic Decision-Making

Certifications

Executive Coursework - University of Cambridge:
Integrating Risk into Strategic Decision-Making.

EFQM Assessor

System Architecture
TOGAF

Strategic HR Management

Franklin Covey Leadership (Phases 1 & 2)

Innovation Management

Certifications

Executive Coursework - University of Cambridge:
Integrating Risk into Strategic Decision-Making.

Certified Strategic Innovation Professional (CSIP).

Innovation MGT Program: Effective Strategy & Implementation.

Administration.

CISCP - Certified International Supply Chain Professional.

Innovation Management

Professional Development Journey

2

Advanced Degrees

4

Executive Programs

2

Active Certifications

15

Years of Learning