Salem Bin Shabib Al Marzooqi

• Lead enterprise strategic planning, governance, and risk management for enterprise development programs. • Drive partnerships, resource optimization, and institutional quality management initiatives across KFED. • Member of Leadership, PMO Committee and HR Committees, supporting enterprise-level prioritization and governance. • Supervise the Legal Affairs function, ensuring governance alignment and risk control for strategic initiatives. • Governed all strategic initiatives/programs through planning and delivery governance, improved decision cycle outcomes. • Led the development of internal analytics platforms (Power BI) and agentic AI solutions to automate insights and operational intelligence. • Championed organization-wide AI adoption and the establishment of governance-aligned KPIs to track value realization. • Implemented risk governance across all programs, reducing high‑risk findings and escalations by 2%. • Delivered an enterprise digital transformation roadmap and established portfolio governance for strategic initiatives. • Enabled +40 partnership agreements (public/private); unlocked various nonfinancial services.

• Defined and implemented SME regulatory strategies to improve competitiveness. • Led policy reforms, economic performance benchmarking, and stakeholder engagement across the SME ecosystem. • Oversaw initiatives enhancing the business environment and accelerating innovation adoption. • Designed and updated 60+ regulatory policies and frameworks, leading multi-stakeholder advocacy to secure implementation of three priority regulations. • Enhanced SME service outcomes impacting over 2,000 enterprises across multiple sectors, with procurement values exceeding AED 1 billion.

• Supported the launch of the first federal acceleration program, increasing patent registrations supported to 60 annually. • Launched and scaled two rounds of the Technology Innovation Pioneers program, securing full sponsorship and engaging 5,000+ participants across 70+ countries in the last cycle. • Developed incubation policies linking academia and industry to strengthen commercialization pathways. • Established academia–industry partnerships that accelerated time-to-pilot and resulted in multiple commercialization agreements.

• Transformed project management methodology for strategic initiatives to improve delivery discipline and governance. • Delivered strategic projects supporting Abu Dhabi’s economic development priorities. • Standardized PM methodology across all initiatives and projects, enabling full (100%) monitoring and performance oversight. • Shortened project reporting cycles to weekly progress reviews, improving decision clarity through structured governance templates and dashboards. • Successfully delivered all strategic projects and contributed to the approval of all related initiatives and policy actions.

Manager, Sector Development | Jul 2008 – Apr 2015 • Directed socio‑economic strategies and gap analyses for Al Dhafra region to support development priorities. • Managed feasibility studies and sector development initiatives across Energy, Manufacturing, and Services. • Developed sector strategies and gap assessments that informed investment prioritization across all priority sectors. • Delivered numerous feasibility studies under a formally approved methodology and governance framework. • Developed KPI-driven performance frameworks, strengthening monitoring rigor and execution governance across the region. Strategic Planning Manager | Sep 2007 – Jul 2008 • Developed WRDC’s long-term strategy and KPIs; led benchmarking studies to inform strategic direction. • Delivered a multi-year strategy and KPI framework built on four pillars and multi-level indicators, adopted from director-level leadership through to staff. • Conducted benchmarking studies and converted findings into actionable policy and investment recommendations.

Managed budgeting, cost analysis, and financial reporting for major development projects.

• Managed budgeting, cost analysis, and financial reporting for major oil & gas projects. • Oversaw budgets of USD 300M+, achieving a 95% improvement in forecasting accuracy. • Achieved an average 5% reduction in cost variances by strengthening financial tracking and reporting frequency. • Provided structured periodic reporting and governance packs to support oversight of all major projects. • Established and led multiple employee welfare clubs across oilfield operations and the head office, strengthening governance charters and chairing key committees, including the diving club.