Interview with Noor Shabib

1. Tell us about your career journey and how you came to serve on a board.

I was asked to join the Badwa Capital Board in Sep 2023 to leverage skill sets I had a track record of delivering on due to my prior and existing roles as ⁠VP of Strategy & Business Development at the Saudi Industrial Fund (from April 2018 to July 2023) and ⁠Chief Transformation Office at King Faisal Specialist Hospital & Research Center (from July 2023 to present).

These skills sets include:

• ⁠Strategic Insight: Expertise in long-term vision development, market analysis, and portfolio management (design) ensuring informed decision-making for financial growth and organizational capacity growth.

• ⁠Leadership in Innovation: Proven ability to shape investment strategies, organizational development, engage diverse stakeholders, and influence economic policy fostering impactful leadership at the board level.
• Global Governance: Comprehensive knowledge of regulatory frameworks, risk assessment, and global investment trends enabling effective oversight and international scalability. 

Badwa also is committed to ensuring diversity in perspectives on the board without compromising quality, focusing on securing merit-based assignments to the board.

2. What are you most proud of and why?

I am most proud of my investment in people through coaching and mentoring, evidenced through the promotions of team direct reports once I move on to a new challenge. This investment has supported both their career, and my own, as I have taken on many roles, in a variety of industries, and at different responsibility levels from specialist to leadership roles and succeeded in delivering with excellence. Finally, I am proud that my contributions to the organizations I worked at and the projects I led, continue to create impact after I departed hence leaving a legacy of sustained success.

Examples of particular initiatives I am proud of are the women’s mentoring program in Aramco, the joint venture that is now an established company, the entire strategy and business development function at SIDF that I established, and many programs that were launched  at SIDF initiated by my team and that are now operating as business as usual.

3. What are your professional areas of expertise and what skills do you bring to the boardroom? 

I am a strategic planner by nature and by profession. I look ahead and anticipate opportunities and challenges. I excel at identifying and delivering strategies to capture value from opportunities and to mitigate against risks. My interventions strengthen plans to ensure that the organization is equipped for any scenario.  I am also structured in my thinking and logic; therefore I try to guide discussions to be in that way.  I challenge the norm if it no longer serves the purpose and I have no problems proposing something no one has done before and being the first, if it makes sense once properly assessed.  Therefore, any board I join finds me assuming nothing, learning rapidly, asking revealing questions then deploying my track record in analysis and strategic planning. 

4. What are the benefits that diversity can bring to the boardroom, including women on boards?

Diversity in the boardroom, including the representation of women, fosters a richer exchange of ideas and broader perspectives, resulting in more informed and dynamic board deliberations. A diverse board brings the ability to empathize deeply with various stakeholders, enabling them to address challenges and opportunities with a well-rounded approach. This diversity also enhances the capacity to understand and meet the multifaceted needs of clients, employees, and other stakeholders, ultimately driving better decision-making and organizational outcomes. 

Additionally, diverse representation helps avoid the significant opportunity cost associated with homogeneity on boards. Without diverse perspectives, boards risk proposing narrow policies and may fail to provide robust governance, leading to missed opportunities for innovation and growth. By embracing diversity, boards can ensure they are leveraging the full spectrum of talent, insight, and expertise required to navigate an increasingly complex world. 

5. What is your advice for women who are aspiring to leadership and board?

My advice to women aspiring to leadership and board roles is to recognize that excellence and expertise, while essential, are only part of the equation. It’s equally important to invest in building your personal brand and ensuring it’s visible to the right audiences. Take deliberate steps to articulate your strengths, values, and achievements, so they resonate both within and beyond your immediate circle.  

Additionally, focus on cultivating a network of sponsors and advocates, specially leaders who believe in your potential and are willing to champion your success.  These individuals are instrumental in amplifying your accomplishments in the key conversations and decision-making spaces where you may not yet have a seat. Remember, leadership is not just about the value you bring but also about making sure others see and recognize that value.