The client
University College London (UCL) – a globally top-ranked institution with over 50,000 students and 16,000 staff, known for innovation, excellence, and a strong commitment to inclusion and social impact.
The project
Dean of Faculty of Social and Historical Sciences (SHS)
The brief
UCL sought an ambitious and visionary academic leader to provide strategic leadership to SHS, its second-largest faculty, encompassing nine departments and over 1,000 staff. The Dean would be responsible for enhancing SHS’s academic excellence, research output, international standing, and student experience, while addressing key challenges such as declining student numbers, curriculum innovation, and interdisciplinary collaboration. A strong, outward-looking leader with a global mindset, strategic and financial acumen, and experience managing complex academic environments was essential.
The process
Veredus delivered a comprehensive, end-to-end international executive search process. We began with in-depth scoping discussions with senior UCL stakeholders to align on the faculty’s strategic needs, leadership priorities, and the ideal candidate profile. The outcome was a clear and compelling brief targeting candidates with proven institutional leadership experience, cross-disciplinary fluency, and the ability to drive transformation.
Our six-week search campaign focused on academic leaders from the world’s top 100 institutions, particularly those with strong reputations in social sciences and humanities. Outreach included over 450 individuals globally, with 238 responses and 81 in-depth conversations. The role was also promoted on Times Higher Education, LinkedIn, X and the Veredus website, supported by targeted social media campaigns. EDI-focused sourcing was prioritised throughout, including engagement with networks supporting underrepresented talent.
The campaign generated 66 formal applications, of which 33% of top-tier (A-rated) candidates were female. Four candidates were shortlisted, with 50% female representation at interview.
The results
The process concluded with three appointable candidates. UCL leadership praised the breadth and calibre of the shortlist and appreciated the global market intelligence shared during the search. The appointed candidate aligned closely with SHS’s strategic vision and institutional goals, and their appointment was well-received across the university community.
Take-aways
• UCL’s reputation and the strategic significance of the SHS role attracted strong global interest.
• Early stakeholder consultation ensured a focused brief and buy-in across the Faculty.
• EDI-conscious outreach supported strong gender representation on the shortlist.
• Assumptions of internal candidates deterred some external prospects, underscoring the importance of clear market messaging.
• Cost-of-living and remuneration expectations remain a challenge for engaging North American-based candidates; articulating UCL’s impact, visibility, and career-defining potential is critical in these scenarios.
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