IWD 2026 - Interview with Jacqueline Morris

1. Through the CORE International Women’s Day Interview Series, we explore leadership shaped by purpose, generosity, and long-term impact.

We are here interviewing Jacqueline Morris, Vice President of Commercial - Real Estate and Hospitality | Lakhraim Business Group LLC 

Could you share a brief overview of yourself, your career journey and how it has brought you to your current role?

Coming from a successful entrepreneurial family, I graduated in the UK with a degree in Business Studies, specialising in Marketing and PR. I have spent the majority of my career working across sales, hospitality, and asset management, both in corporate leadership roles and through entrepreneurial ventures.

My career in Dubai began at the start of the 2009 recession, initially as a Leasing Agent, before quickly moving into Owner’s Asset Representation. From there, I progressed into senior roles overseeing high-profile assets, where my focus expanded well beyond transactions to include leasing strategy, asset repositioning, operational performance, brand development and long-term value creation.

It became very clear early on that I had a strong affinity for hospitality-led, mixed-use assets, where real estate intersects with brand, experience, and community. That journey has led me to my current role as Vice President of Commercial – Real Estate and Hospitality at Lakhraim Business Group, where I combine strategic oversight with hands-on execution, working closely with investors, operators, and teams to create commercially successful, experience-driven assets.

What does the International Women's Day slogan “give to gain” mean for you personally, and how does it translate into your approach to leadership?

To me, “give to gain” reflects a belief that leadership is strongest when it is generous and human. When you give your time, trust, knowledge and opportunities to others - and genuinely support them as people, not just employees - the return is stronger teams, deeper loyalty, and more sustainable businesses.

In my leadership approach, this means creating an environment where people feel valued, supported, and able to bring their whole selves to work. I place real importance on building workplaces that are not only high performing, but also enjoyable places to turn up to each day. When people feel respected, listened to and supported beyond their job title, they are more engaged, more creative, and far more committed - and that is where the real gain lies.

How important is it for you to actively sponsor (not just mentor) each other, and what does that active support look like in practice?

Active sponsorship is essential. While mentorship provides guidance, sponsorship requires action. It means using your influence to advocate for someone when decisions are being made behind closed doors.  In practice, this involves recommending individuals for roles, supporting their progression in senior discussions, giving them visibility with decision-makers, and trusting them with meaningful responsibility. Without sponsorship, talented people (particularly women) can remain overlooked despite their capability.

Can you share a specific instance where you have given your time, resources, or influence to help other women advance in their career, and what you “gained” from that experience?

Throughout my career, I have actively supported women (and men!) stepping into broader commercial and leadership roles, particularly those transitioning from operational or specialist positions. This has included advocating for them to take on revenue-generating responsibilities, leading negotiations, and managing assets where they may not previously have been considered.  What I gained from these experiences was seeing firsthand how diverse leadership perspectives improve decision-making, strengthen team dynamics, and ultimately deliver better commercial outcomes. It reinforced my belief that investing in people elevates the entire organisation.

In today’s ever-changing work landscape, I am a strong supporter of people growing in their careers beyond traditional paths. I actively support this through introductions, recommendations and open conversations that help create opportunities and open doors. There is genuine satisfaction in seeing people go on to achieve great things - and knowing you played a small part in that journey.

Workforce 53.1%, Top Level Leadership 28.8%, Gender Pay Gap 20% - what do these numbers represent to you?

These figures highlight the gap between participation and power. Women are well represented in the workforce, yet remain significantly under-represented at senior leadership levels, where influence, decision-making and compensation are concentrated.   At the same time, I feel we are fortunate to be based in Dubai, where the country’s leadership actively promotes the advancement of women across business, government, and society.  That commitment from the top sets the tone for real, measurable change.  To me, these numbers underline that progress happens fastest when leadership leads by example. Intentional action - through sponsorship, leadership pipelines, pay transparency and accountability - is what moves the needle. Change does not happen organically; it is driven by visible commitment and consistent behaviour at the highest levels.

A few years ago, I was at an event held by the Turkish Consulate, where they were proud to introduce so many women who have reached amazing positions of power in various industries – it was so inspiring to listen to their amazing journeys and achievements.

What trends do you see shaping the future of leadership for women in business?

I see a growing shift toward leadership styles that value emotional intelligence, adaptability and collaboration, alongside strong commercial and strategic capability. These qualities are increasingly recognised as essential in complex, fast-changing environments.  I also see more women building portfolio careers - combining senior leadership roles with entrepreneurship, investment, and advisory work - which creates greater independence, resilience, and long-term influence.

As a successful leader, what is your top tip for fostering a workplace culture where employees feel encouraged to give feedback, share knowledge, and gain growth opportunities?

For me, it starts with genuinely caring about people as human beings, not just employees. I have very close relationships with my team, and we speak openly not only about work, but about life. Many people in Dubai are far from their families, so it’s important they know they are not alone, that they are supported, and that someone truly has their back.  Creating that kind of environment builds trust very quickly. When people feel safe to be honest, whether about a business challenge or a personal one - they are far more willing to give feedback, share ideas and ask for help. That openness leads to stronger performance, but it also creates a workplace that people actually enjoy turning up to each day.  Leadership, for me, is about being present, listening without judgement and leading by example. When people know you genuinely care, they give more of themselves - not because they have to, but because they want to.

Have you had mentors or role models who influenced your career? How did they help?

Yes, I have been fortunate to have mentors of both genders who played an important role in my development. The most influential ones challenged me to think bigger, take on responsibility earlier than I felt ready for, and build confidence in commercial environments where women are often under-represented. They didn’t just offer advice - they set high expectations, held me accountable and encouraged me to back my own judgement.  

When I was working at Jumeirah Group, I was surrounded by so many inspiring women who influenced my career. I still vividly remember my very first colleague induction at the Souk Madinat Theatre, watching Doris Greif stand on stage speaking about the company and its hotels. In that moment, I remember thinking, “one day, I want to be up there too”. Seeing women lead with confidence, authority and authenticity made leadership feel tangible and achievable, and that experience stayed with me as I progressed in my own journey.  There I was also lucky enough to work for the late, great, William Holliday – he gave me so much confidence in my ability and encouraged me to aim high but have fun along the way - we were an amazing team and achieved great things.  

Alongside mentorship, I also strongly believe in the value of career coaching. I am fortunate to work with an exceptional woman in the UK who both supports and challenges me - pushing me to stretch beyond my comfort zone, aim higher, and stay focused on what I want to achieve. At times when self-doubt inevitably creeps in, she helps bring clarity, perspective, and momentum, keeping me aligned and on track. That combination of mentorship and coaching has been invaluable in my growth as a leader.

What legacy do you hope to leave for the next generation of women leaders?

I hope to leave a legacy where women feel confident owning their expertise, negotiating their value and leading in a way that is authentic to who they are. To me, success is when women no longer feel they need to ask permission to lead or fit a predetermined mould in order to succeed.

On a personal level, nothing has made me prouder than when my daughter included me in one of her university presentations as one of her inspirational female leaders, alongside figures such as Ruth Bader Ginsburg, Frida Kahlo and Maya Angelou. That moment reminded me that leadership is not only measured by titles or achievements, but by the example you set and the confidence you inspire in the next generation. 

If my journey helps even a few women believe more strongly in themselves, then that is a legacy I am proud to leave.

What is one piece of advice you would give your younger self at the start of your career?

I would tell my younger self not to wait to feel ready. Confidence is built through action, not perfection. Be confident to take opportunities sooner, and trust that learning happens along the way - you do not need to have every answer before stepping forward.

I would also remind myself that being calm, respectful, and measured is a strength, not a weakness. You learn far more by watching how people behave than by listening to what they say they will do. Integrity will become one of your greatest assets, and it will guide your decisions even in difficult moments. And finally, remember that how people react often says far more about them than it does about you - stay grounded, stay true to your values, and keep moving forward.