Majid Al Futtaim Unveils The Hangout at Mall of the Emirates
Oct 3, 2026
Applications close Nov 9, 2026
Majid Al Futtaim Properties is hiring a Senior Manager – Enterprise Risk Management in Dubai, providing risk oversight across the Properties business within the wider Majid Al Futtaim group. This is a senior specialist role within governance and risk, focused on identifying, assessing, and managing enterprise-level risk rather than operational day-to-day risk alone.
The role involves running the enterprise risk management framework for Majid Al Futtaim Properties: identifying and assessing risks across the business (financial, operational, strategic, regulatory), working with senior stakeholders across functions to manage and mitigate those risks, and reporting on risk posture to senior leadership. Given the scale and complexity of a major real estate and property business, this means building and maintaining a structured, credible risk framework that leadership can actually rely on for decision-making.
It’s suited to an experienced risk, audit, or compliance professional with a strong background in enterprise risk frameworks, ideally within real estate, property, or a similarly complex, asset-heavy business, who’s comfortable operating as a senior advisor to leadership on risk rather than purely a compliance checkbox function.
A property and real estate business carries significant enterprise risk - from market and asset valuation risk to construction, regulatory, and operational risk - and a strong Senior Manager of Enterprise Risk Management is what gives Majid Al Futtaim Properties' senior leadership a clear, credible view of that risk landscape before major decisions get made, not after something goes wrong. Getting enterprise risk management right protects the business from costly surprises - project delays, regulatory issues, financial exposure - that can be far more expensive to deal with reactively than to anticipate and manage proactively. In a market like Dubai's real estate sector, where economic cycles and regulatory environments can shift, having robust, well-communicated risk oversight is a meaningful part of how a business like Majid Al Futtaim Properties protects its investments and maintains the confidence of stakeholders, lenders, and partners. It also protects the confidence of lenders, joint-venture partners, and institutional stakeholders who increasingly expect sophisticated risk governance from any major real estate business they're financing or partnering with.
Enterprise risk management at a major property and real estate business is a genuinely specialized discipline, and building expertise in it - particularly the real estate-specific risk landscape - is a strong, differentiated credential within the broader risk, audit, and governance profession. Working at Majid Al Futtaim Properties means operating within one of the region's largest and most sophisticated real estate businesses, giving exposure to the kind of complex, multi-dimensional risk that's harder to find in smaller or less diversified organizations. Strong performance in this role is a credible step toward Head of Risk, Chief Risk Officer, or broader governance leadership positions, either within Majid Al Futtaim's wider group or at other major real estate, property, or conglomerate businesses across the GCC. The combination of sector-specific expertise and senior stakeholder experience built here carries real weight for anyone building a long-term career in enterprise risk or governance leadership. It also builds direct, senior-level exposure to how a major real estate business actually makes high-stakes decisions, which is valuable context that purely technical risk specialists elsewhere in the market often lack. That exposure is precisely what boards and audit committees look for when evaluating candidates for the most senior risk and governance positions.
Consider including these terms in your resume for this role:
Tell me about an enterprise risk framework you've built or significantly improved.
Depth of technical risk expertise.
How do you identify risks that aren't immediately obvious to business stakeholders?
Analytical rigor, proactive thinking.
Describe how you've presented risk findings to senior leadership.
Communication, executive presence.
What real estate or property-specific risks do you think matter most right now?
Sector-specific knowledge.
How do you get buy-in from stakeholders who see risk management as a blocker?
Influence, relationship-building.
Tell me about a risk that materialized despite your framework - what happened?
Honesty, learning, framework refinement.
Why enterprise risk management, and why in real estate specifically?
Genuine sector interest and motivation.
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