The second article in our series explores the journeys and insights of Dr. Laila Bin Hareb Almheiri and Maureen Bannerman, two trailblazing leaders whose careers mirror the shifts of aviation leadership in the United Arab Emirates and beyond.
- HeidrickLink -As aviation across the Middle East continues to develop at pace, the role of women in shaping its future is becoming increasingly visible. From technical innovation to strategic leadership, women are contributing to a more inclusive and dynamic industry.
Laila is former Executive Director of Aviation Strategies and International Affairs at the UAE General Civil Aviation Authority. An Emirati aviation leader and entrepreneur with over 30 years of experience in UAE aviation, Laila is also a globally recognised speaker and has been honoured by the United Nations’ ICAO and IAWA for her contributions to aviation.
Maureen, former Chief Commercial Officer, Abu Dhabi Airports, has extensive leadership experience within the aviation industry, having held senior executive positions within the UAE, and previously as Vice President of Commercial for Dubai International Airport, the world’s busiest airport for international passengers.
Pathways into Aviation
Laila began her career in software engineering, being one of the first women in her field in the UAE. She transitioned into infrastructure and transportation, working in various sectors including electricity and marine. Her entry into aviation was unexpected after a break from work, she was invited to join the General Civil Aviation Authority (GCAA) to lead strategy and transformation. Despite having no aviation background, she embraced the challenge, attended a senior aviation management course in Singapore, and quickly immersed herself in the technical and strategic aspects of the industry.
Her transformation efforts led to significant improvements in safety rankings and open skies agreements, which she considers a proud achievement.
When Maureen was previously Commercial Manager for Network Rail, she pursued a move abroad to the UAE, reaching out to the airports to identify potential opportunities. This resulted in her roles at Abu Dhabi airport, followed by Dubai International Airport.
Navigating Career Challenges
From a non-aviation background, Laila faced multiple layers of challenges in her career. She was often dismissed by male colleagues, especially ex-pilots and engineers, due to gender and background biases. Cultural expectations and her open personality sometimes led to difficulties in gaining respect from traditional or older male counterparts. Despite her attempts to launch initiatives to support women, she found a lack of understanding or support from leadership. Additionally, she observed that women often compete rather than support each other, a dynamic worsened by the societal emphasis on being “the first” woman in a role.
Laila also struggled against cultural barriers, where scepticism from male colleagues, especially in technical discussions, was common. To overcome this, she pursued a master’s degree in aviation management - not because she needed it to do her job, but to gain credibility and respect in a male-dominated environment. She noted that while women are respected in the region, they are not always offered opportunities, often due to a lack of understanding among male colleagues about how to work with women in leadership roles, rather than intentional exclusion.
Maureen had a similar outlook with the aviation industry being male dominated, but found being female worked mostly in her favour, particularly in calming potentially heated or tense interactions and adding a balance to the overall working environment.
Building Inclusive Pathways
Efforts to support women in aviation remain fragmented. Laila’s attempts to institutionalise support frameworks were often met with resistance, underscoring the need for leadership buy-in and cultural change. She advocates for structured training to help male colleagues understand how to collaborate effectively with women in leadership.
There is fear in the system, and CEOs, still emerging from the shocks of the pandemic and recent strikes, must adapt their narratives to navigate it with both boardroom gravitas and creative sensitivity.
Maureen is of the understanding there are programmes running now that were not available when she first arrived in the UAE.
Identifying Rising Stars and Talent Shortages
Laila emphasised that technical and leadership roles in aviation remain significantly underrepresented by women. Air traffic control is a key area still perceived as too demanding for women, with only a handful of female controllers in the UAE. However, she noted that conditions are improving and becoming more accessible.
Engineering and technical fields in aviation have very few women, with Laila referencing a colleague who was the first female engineer in her department, highlighting the rarity and difficulty of breaking into such roles.
In leadership positions, although women are more present in mid-management and administrative roles, they remain largely absent from senior leadership. Laila described this absence as a structural and cultural gap, not just a pipeline issue. Furthermore, educating the next generation about the breadth of aviation careers, including finance, policy, traffic management, and strategy, is essential since young women often associate aviation only with pilot or cabin crew roles.
Maureen highlighted the talent programmes for UAE nationals with a focus for women, but not for expatriates like herself.
She believes that line managers and their perspectives, along with recruiting and development strategies, are key, noting the support from her own line managers who were extremely focussed on female talent.
Advice for the Next Generation
The aviation leaders offered the following advice:
· Understand your priorities. Whether it’s family, career, or both - and choose a path that aligns with them.
· Try it. Working within aviation, and airports in particular, offers experience with so many industries.
· Don’t pursue roles just to prove something or to be the “first.” Keep an open mind on career paths and choose a role that supports your life goals.
· Balance is a myth. True balance between work and family is unrealistic and sacrifices are inevitable.
· Avoid social media illusions. Don’t be swayed by the curated success stories on social media. Focus on being good at something meaningful.
If your organisation is ready to take the next step - whether it’s building a more inclusive leadership pipeline, exploring new talent strategies, or simply starting the conversation - we are here to help.
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