“I believe in creating a culture where individuals feel trusted, supported, and motivated to excel.” – Dr. Majeda Al Marzooqi, EDGE Group

CNME Editor Mark Forker spoke to Dr. Majeda Al Marzooqi, Director of IT Service Delivery & Operations at EDGE Group, who spoke candidly about her illustrious career to date, and she reiterated the need for women entering the technology industry to be brave, bold and always trust their vision.

Can you give me an overview on your career in IT and technology, and document what some of your career highlights have been?

I have been privileged to build a career in the IT and technology sector that spans about two decades, a journey that began with a genuine passion for problem-solving and innovation.

Over the years, I have worked across diverse areas of IT, from infrastructure and enterprise applications to digital transformation and cybersecurity, which has provided me with a holistic understanding of how technology enables organizations to thrive.

Some of my career highlights include leading complex transformation programs that reshaped the way organizations operate, building high-performing IT teams that deliver with excellence, and introducing governance and operational models that elevated efficiency and transparency.

Most recently, at EDGE Group, I have overseen the establishment of an integrated IT Service Delivery & Operations function that has centralized, modernized, and optimized services across multiple entities.

I am also proud of being recognized with prestigious awards, such as Government IT Leader of the Year, Young IT Professional of the Year, and Digital Transformation Achievement, which not only honour my efforts but also reflect the dedication and professionalism of the teams I have led.

Each milestone in my career has reinforced my belief that technology, when combined with the right leadership and vision, is one of the most powerful enablers of organizational success.

You are currently working as the Director of IT Service Delivery & Operations at EDGE Group, but can you outline to our readers what your day-to-day role entails, and what are your key objectives in the job?

As the Director of IT Service Delivery & Operations, my role is centered on ensuring that technology becomes a seamless enabler for business excellence. On a day-to-day basis, I oversee the performance, reliability, and innovation of IT services across EDGE Group, which includes infrastructure, applications, architecture, information security operations, technical support, and IT projects.

My key objectives revolve around three pillars: operational excellence, digital enablement, and continuous innovation.

Operational excellence means ensuring that our IT services are resilient, secure, and cost-effective, delivering maximum value to the business. Digital enablement is about aligning IT with business strategy, making sure that technology initiatives directly support the Group’s mission of growth and innovation.

Finally, continuous innovation ensures we are not just keeping pace with technology but shaping the future, whether through AI adoption, automation, or enhanced user experiences.

At EDGE Group, I also place great emphasis on transparency and accountability. We have developed IT management dashboards that provide real-time insights into our IT portfolio, financials, human resources, and many other important statistics creating a culture of data-driven decision-making.

My role is not just about managing technology, it is about empowering people, driving collaboration, and ensuring that IT is recognized as a strategic partner within the organization.

We know that traditionally the IT and technology industry has been a male-dominated sector, and whilst strides have been made, there is still a gap. As a female IT leader that has enjoyed a great career to date, you serve as an inspiration to others who may want to follow in your lead. However, what do you think needs to be done to encourage more women to enter STEM-related fields?

Encouraging more women into STEM fields requires a multi-faceted approach that starts with education and extends all the way into the workplace.

First, we need to inspire young girls at an early age by showcasing role models who reflect what is possible, and by breaking stereotypes that suggest technology is not for them.

Exposure to coding, robotics, and problem-solving activities in schools can ignite passion and confidence from an early stage.

At the organizational level, companies must create inclusive cultures where women feel supported, valued, and empowered to grow.

This includes mentorship programs, leadership training, and clear career development pathways. Representation matters; when women see other women succeeding in leadership positions, they feel it is possible for themselves too.

We must also change the narrative around what it means to work in technology. IT is not just about coding or systems, it is about creativity, innovation, critical thinking, and impact. Women bring diverse perspectives and leadership styles that drive better outcomes for organizations.

By celebrating those contributions and providing equal opportunities, we can close the gender gap in STEM and build stronger, more inclusive industries for the future.

You’ve spent 17 years in the IT and tech industry, but if you were to go back-in-time, what advice would you give your younger self?

If I could go back in time, I would tell my younger self three key things: be bold, be resilient, and trust your vision.

In technology, change is constant, and it is easy to feel overwhelmed by the pace of innovation or the challenges that arise. I would remind myself that setbacks are not failures but stepping stones to growth.

Every challenge I have faced in my career, from managing complex transformations to overcoming doubts in a male-dominated industry, has shaped me into a stronger leader.

I would also tell myself to always embrace lifelong learning. Technology evolves rapidly, and staying ahead requires curiosity and commitment to continuous development.

Finally, I would say: never underestimate the power of your voice and your leadership. It is not about fitting into existing moulds, it is about reshaping them and paving the way for others to follow.

A negative trope that is often used against women in leadership roles is that they have empathy, and that is seen by some as a weakness. However, why do you think women make great leaders, and can you tell us about your own leadership style?

I strongly believe that empathy is not a weakness, it is one of the greatest strengths of effective leadership.

Empathy allows leaders to connect with their teams, understand challenges at a deeper level, and inspire people to deliver their best. In today’s complex business environment, where collaboration and innovation are essential, leadership without empathy is incomplete.

Women make great leaders because they bring balance by combining strategic vision with human understanding, and resilience with adaptability. They are often natural collaborators who value inclusivity and diverse perspectives, which results in stronger and more innovative outcomes.

My own leadership style is built on transparency, accountability, and empowerment. I believe in creating a culture where individuals feel trusted, supported, and motivated to excel.

I encourage open communication and make sure my team always understands not just what we are doing but why. At the same time, I maintain a results-oriented mindset, ensuring that our IT strategies and operations align with the business’s broader objectives.

Ultimately, I view leadership as a responsibility to serve, empowering others, enabling success, and leaving behind a legacy of growth and innovation.