Manager, Business Intelligence (Outlooks & Scenario Planning) - ADNOC GAS O&M

Lead long-term market, demand, supply and profitability outlooks to inform strategic planning, capital allocation and business growth strategies, and safeguard long-term value by preparing ADNOC Gas for uncertainty and multiple future worlds. \u2022 Lead long-term market, demand, supply and profitability outlooks that feed the Strategic Plan and capital allocation. \u2022 Develop macroeconomic and sector-level scenario models evaluating future energy trends, risks and opportunities under multiple transition pathways. \u2022 Perform integrated portfolio and P&L stress-testing to assess ADNOC Gas\u2019s resilience and agility under different market and policy environments. \u2022 Lead initial high-level financial and economic modelling (CAPEX, NPV, IRR, sensitivities) for new growth opportunities, ensuring alignment with corporate value-creation targets. Assess external and internal strategic drivers and translate their implications into actionable insight for the long-term Strategic Plan. \u2022 Interface with ADNOC Upstream and DM&T on plans, profiles and demand forecasts, and assess the impact of Gas Masterplan alignment. \u2022 Build, lead and develop the business intelligence and scenario planning team, with emphasis on UAE National development in line with Emiratisation targets. \u2022 Building a credible long-range outlook capability from a standing start, in a first-of-its-kind function, while the IGP operating model is still being stood up. \u2022 Producing outlooks that remain robust across 5 to 25 years without drifting into unusable theory \u2013 every scenario must translate into a decision signal. \u2022 Holding the boundary with the Planning & Value Chain Optimization mandate: this role uses portfolio results for stress-testing; it does not optimize assets. \u2022 Securing consistent input data and assumptions from ADNOC Upstream, DM&T, Marketing and Finance across entity boundaries. \u2022 Earning executive trust fast \u2013 outputs go directly to EXCOM and the CEO dialogue with ADNOC.One agreed set of long-term outlook assumptions used across ADNOC Gas, replacing competing versions. \u2022 Develop a living scenario model that senior leadership actually runs decisions through. \u2022 Develop Early-warning signals and strategic guardrails accepted and used by the other IGP mandates. \u2022 Develop Strong influence without authority across divisions and Group entities. \u2022Develop a high-calibre team and ensure retaintion of the team Lead long-term market, demand, supply and profitability outlooks to inform strategic planning, capital allocation and business growth strategies, and safeguard long-term value by preparing ADNOC Gas for uncertainty and multiple future worlds. \u2022 Lead long-term market, demand, supply and profitability outlooks that feed the Strategic Plan and capital allocation. \u2022 Develop macroeconomic and sector-level scenario models evaluating future energy trends, risks and opportunities under multiple transition pathways. \u2022 Perform integrated portfolio and P&L stress-testing to assess ADNOC Gas\u2019s resilience and agility under different market and policy environments. \u2022 Lead initial high-level financial and economic modelling (CAPEX, NPV, IRR, sensitivities) for new growth opportunities, ensuring alignment with corporate value-creation targets. Assess external and internal strategic drivers and translate their implications into actionable insight for the long-term Strategic Plan. \u2022 Interface with ADNOC Upstream and DM&T on plans, profiles and demand forecasts, and assess the impact of Gas Masterplan alignment. \u2022 Build, lead and develop the business intelligence and scenario planning team, with emphasis on UAE National development in line with Emiratisation targets. \u2022 Building a credible long-range outlook capability from a standing start, in a first-of-its-kind function, while the IGP operating model is still being stood up. \u2022 Producing outlooks that remain robust across 5 to 25 years without drifting into unusable theory \u2013 every scenario must translate into a decision signal. \u2022 Holding the boundary with the Planning & Value Chain Optimization mandate: this role uses portfolio results for stress-testing; it does not optimize assets. \u2022 Securing consistent input data and assumptions from ADNOC Upstream, DM&T, Marketing and Finance across entity boundaries. \u2022 Earning executive trust fast \u2013 outputs go directly to EXCOM and the CEO dialogue with ADNOC.One agreed set of long-term outlook assumptions used across ADNOC Gas, replacing competing versions. \u2022 Develop a living scenario model that senior leadership actually runs decisions through. \u2022 Develop Early-warning signals and strategic guardrails accepted and used by the other IGP mandates. \u2022 Develop Strong influence without authority across divisions and Group entities. \u2022Develop a high-calibre team and ensure retaintion of the team