Other feedbacks were around topics that I have allegedly brought up in meetings he wasn't even present (I didn't bring up the topic but I commented on it in a way that is relevant to the discussion in the meeting). He also said I only present problems and not solutions (my team is severely understaffed which affects our delivery speed and our ability to cover multiple projects)
That's interesting.
Have you read the Minutes of those meetings? Or watched back a recorded Zoom meeting? It might give you an insight into either how you have come across or how your words could be interpreted once somebody has typed them up.
For example, you could have;
AB noted that x project has not met the expected stage due to Y not being submitted on the required date. M80 noted at some length that this was due to staffing issues. HR noted that the staffing levels are consistent with the previous quarter. M80 noted that this is an ongoing issue. FD noted that failure to meet Z deadline would have a negative effect upon compliance in terms of.... ....... M80 noted that this is correct but nothing could be done to change that whilst the M80 department staffing issues continue.
However, if the Minutes were to read that M80 proposed the recruitment of a .... in order to ensure Z deadline is met on 5th April 2022. FD noted that staffing levels were consistent with the previous quarter. M80 noted that x project has already experienced difficulties but that the recruitment of a ....... would ensure that this project remains compliant with Statutory requirements as well as providing additional capacity for expansion of the proposed ...... policy review. FD noted that this would have an additional cost. M80 noted that the cost would be offset by the benefits to delivery times, workload upon individual members of staff, enhance departmental morale and the additional skills in .... would then be useful during the Q1 Policy Review.
Essentially, they're both saying 'we're understaffed and need somebody else hired', but one is you 'making excuses' for failure or 'bringing problems to the table' and one is you proposing something that has benefits, having identified issues, so you're 'bringing solutions to the table' and being proactive in terms of other items, showing that you are taking the ongoing needs of the business into account.
If that's too much of a word salad, perhaps looking back at the recorded meeting/minutes would show either you saying
It's shit. We can't do it. No, not going to happen, not my fault, we can't do it. No, nobody ever listens to me. I'm doing 18 hour days and haven't been on holiday since 2018 and I haven't seen my Mum since before Boris Johnson was elected. None of this is my fault.
or
I've got a great idea, it'll be great because it will sort x, y and z AND it'll be brilliant because my idea will mean that we can also do a, b and c, which will make Finance/Sales/Legal happy look good for their appraisals.
If you add a potentially negative set of statements in meetings to a lack of eye contact, apparent attempts to avoid being 'put on the spot' or answer questions and what could be seen as deflection, that could be detrimental towards their perception of you.
But put positive, proactive statements to the fore, combined with an open, confident posture and behaviours? You come across as somebody who can get things done, plans well, identifies solutions and looks ahead to keep in with the CEO's vision of the organisation's direction.