Muataz Alsaleh

Business Development Lead – National Gate for Cybersecurity Services (Haseen)

· Designed and executed the National Digital Services Roadmap, aligning with strategic transformation goals.

· Directed the onboarding and integration of 1,100+ public and private entities, ensuring smooth adoption across the ecosystem.

· Implemented the ecosystem operating model, establishing strategic objectives and performance metrics to guide execution.

· Developed and led the marketing and communications strategy, driving awareness and stakeholder engagement.

Director of Initiatives

· Directed the selection, design, and execution of international initiatives led by the Global Cybersecurity Forum (GCF), ensuring strategic alignment and high-impact delivery.

· Collaborated with leading global partners to implement HRH initiatives: Safe Children in the Cyber World and Women Empowerment in Cybersecurity.

· Contributed to the development of the Global Cybersecurity Forum Institute’s founding documents, including its official mandate and bylaws.

Director of National Projects Delivery

· Led the end-to-end selection, design, and execution of national cybersecurity projects, ensuring alignment with the National Cybersecurity Strategy and strategic priorities.

Project Manager

National Compliance Platform:

· Led end-to-end project management of the National Compliance Platform, from initiation and scoping through planning, design, development, and execution—successfully launching the platform to serve over 500 national entities.

Global Cybersecurity Forum (GCF):

· Led the conceptualization and strategic positioning of the Forum, shaping its value proposition and overall strategy.

· Contributed to the development of national and international partnership strategies, strengthening the Forum’s global presence.

· Supported the design of the Forum’s program and initiative announcements, ensuring alignment with strategic objectives.

· Played a key role in building the marketing and communications strategy, enhancing visibility and stakeholder engagement.

· Led the development of the sponsorship and financial sustainability strategy, securing long-term viability.

· Oversaw comprehensive project management across six core workstreams, including scoping, planning, budgeting, resource allocation, risk mitigation, and stakeholder coordination.

National Cybersecurity Strategy and Frameworks:

· Led the end-to-end project management of the development of the national cybersecurity strategy, overseeing planning, execution, and performance tracking in alignment with national priorities.

· Collaborated with leading global firms to design and implement strategic frameworks, ensuring international best practices and standards were embedded.

· Coordinated cross-government and multi-sector engagement, aligning key stakeholders from public and private national entities to drive unified cybersecurity efforts.

· Developed governance structures, KPIs, and monitoring tools to ensure transparency, accountability, and measurable impact.

· Managed project resources, risk, and communications, successfully delivering national outcomes across all phases

National Entities Enablement Program:

· Designed a national cybersecurity maturity framework to assess the current state of entities and sectors, and to identify enablement and support priorities.

· Collaborated closely with priority sectors and national entities to conduct cybersecurity assessments, perform gap analyses, and develop tailored roadmaps to enhance cyber maturity, resilience, and compliance with national cybersecurity controls.

• Led the end-to-end delivery of a new operating model for a key branch of the ministry, aligning with strategic objectives and public sector transformation goals.
• Defined organizational structure, processes, roles, and performance metrics, ensuring operational efficiency and service excellence.
• Engaged stakeholders across the ministry to gather requirements, drive alignment, and ensure the model addressed functional and policy priorities.
• Collaborated with internal teams and external consultants to ensure best practices were incorporated and change management was effectively executed.

• MLSD Strategic transformation office (VRO).
• MoH Business Process Reengineering and ERP Implementation.