The client:
University College London (UCL) – a global top 10 university with over 50,000 students and 16,000 staff, committed to academic excellence, societal impact, and institutional innovation.
The role:
Dean of Faculty of Engineering Sciences (FES)
The brief:
UCL sought to appoint a visionary academic leader to serve as Dean of one of its largest and most high-profile faculties. The role required strategic oversight of ten departments, over 1,500 staff and 8,500 students, and responsibility for academic vision, research excellence, interdisciplinary collaboration, student experience, and global engagement. The vacancy arose due to leadership transition, with a key requirement being the ability to deliver transformational change and enhance the faculty’s global profile.
The process:
Veredus delivered a comprehensive, end-to-end international executive search process. At the outset, we facilitated extensive scoping conversations with UCL’s senior leadership and key academic and professional services stakeholders to refine the role specification, identify key leadership priorities, and shape a candidate profile.
Veredus delivered a six-week international executive search campaign targeting senior leaders across the world’s top 100 universities, with a focus on Engineering, Technology and Computer Science disciplines. Our outreach spanned the UK, USA, Canada, Australia, New Zealand, Europe, Singapore and Hong Kong. Over 450 individuals were approached, with 233 engaging in the process and 73 in-depth discussions with high-potential prospects. The role was advertised across Times Higher Education, LinkedIn, X, and the Veredus website supported by targeted social media promotion. We also leveraged a range of EDI-focused sourcing strategies, including engagement with international networks that support underrepresented groups in STEM leadership.
We received 35 formal applications, of which 21 were assessed as A or B+ calibre candidates. Notably, 17 of these came through our headhunting efforts. Based on our recommendations, seven candidates were longlisted for Veredus interviews and subsequently four candidates were shortlisted, with 50% of final interviewees being female.
The results:
The search concluded successfully with a high-quality shortlist and three appointable candidates. UCL was particularly pleased with the diversity, breadth and calibre of applicants and praised the reputation-led interest from global academic leaders. The appointed candidate brings substantial experience and aligns with UCL’s strategic ambition.
Take-aways:
• UCL’s global reputation and mission-driven ethos attracted high engagement across continents.
• Stakeholder engagement at the outset strengthened the specification and ensured organisational alignment.
• EDI-focused sourcing and assessment delivered a gender-balanced shortlist for one of UCL’s most senior academic roles.
• London’s appeal remains high, though cost-of-living concerns may require creative support solutions for international hires.
• UK salary levels, particularly for senior academic leadership roles, are often not competitive with those offered in North America and Australia. This presents a challenge when engaging global candidates who are accustomed to significantly higher base salaries and more flexible remuneration structures. As a result, articulating the broader value proposition including institutional impact, global visibility, and opportunities for innovation is essential in attracting and securing top-tier international talent.
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