Deputy Director of Global Recruitment, Admissions & Marketing (GRAM).
The client University of Southampton, a Russell Group university ranked among the UK’s leading research-intensive institutions, with a global reputation for innovation and excellence in education. The project Deputy Director of Global Recruitment, Admissions & Marketing (GRAM). | The brief This newly created role was designed to provide strategic and operational leadership across the University’s global recruitment, admissions, marketing, and partnerships functions. The role supports delivery of Southampton’s corporate strategy, which targets ambitious growth in undergraduate and international student numbers. The successful candidate would need to bring deep knowledge of UK and international recruitment, sector credibility, stakeholder management skills, and the ability to lead large-scale, cross-functional teams. An understanding of digital marketing and commercial insight was also key. The process Veredus partnered closely with the Director of GRAM to define the brief and shape a compelling candidate proposition. We targeted senior professionals with experience in complex, globally engaged higher education environments and a demonstrable track record of driving student recruitment and strategic innovation. Our proactive international search combined targeted headhunting with strategic advertising across sector-specific platforms, generating strong engagement from a diverse candidate pool. We attracted 43 formal applications, shortlisted five high-calibre individuals for final interview, each assessed for their leadership capability, cultural alignment, and insight into the evolving global student recruitment landscape. The results Veredus successfully appointed a candidate with the required experience, values, and leadership profile. The new Deputy Director brings a collaborative approach, commercial acumen, and a commitment to advancing Southampton’s global reach and strategic recruitment goals. Take-aways • Strong collaboration with the client team enabled a well-defined brief and responsive search strategy. • Flexibility on hybrid working was essential in managing candidate expectations around relocation. • The role’s broad scope and strategic visibility attracted candidates with diverse commercial and digital backgrounds. • Veredus’s knowledge of the HE market and targeted search capability delivered a strong shortlist for a newly created senior post.
Advancing Global Research Leadership at Queen Mary University of London
The client Queen Mary University of London (QMUL) – a member of the Russell Group of research-intensive universities, known for its commitment to excellence in research, education, and public engagement. The role Strategic Professorial Hires across five Institutes within the Faculty of Medicine and Dentistry (FMD) The brief As part of a transformative growth strategy, QMUL sought to appoint a cohort of world-leading Professors to strengthen its research leadership across five flagship institutes within its Faculty of Medicine and Dentistry: the Barts Cancer Institute, Blizard Institute, Institute of Dentistry, William Harvey Research Institute, and the Wolfson Institute of Population Health. These roles were designed to underpin the university’s long-term vision for innovation and global impact, including the development of the £1bn Barts Life Sciences campus in Whitechapel. The recruitment focused on a broad range of scientific domains: lung and pancreatic cancer (advanced therapies), immuno-oncology, tumour microenvironment, genetics, bioinformatics, inflammation, host-microbiome interactions, translational cardiovascular research, computational medicine, advanced cell and gene therapies, genomics, epigenomics, infectious diseases, brain cancer, epidemiology, primary care, health data and AI, and psychiatry and mental health. Candidates needed to demonstrate a strong track record of research leadership, including high-impact publications (e.g. Nature, The Lancet, BMJ, JAMA, NEJM, Cell), substantial grant capture, and the ability to collaborate across disciplines and lead ambitious programmes of work. The process Veredus partnered closely with QMUL to design and execute a bespoke, insight-led executive search campaign that extended far beyond conventional academic recruitment. Key features of the process included: • ✏️ Development of institute- and theme-specific outreach materials to reflect local priorities and research strengths • 📢 Strategic advertising in Nature and BMJ to complement direct outreach and attract candidates actively exploring new opportunities • 📊 Analysis of over 3,500 global academic profiles, using citation metrics and publication benchmarking to identify recent 4* or equivalent outputs • 🔍 International headhunting across the UK, EU, North America, and Asia-Pacific • ⏰ Weekly strategic meetings with faculty leadership to adapt targeting and refine priorities in real time • 🧠 Comprehensive psychometric assessments for all shortlisted candidates, with tailored insight reports and pre-interview briefings delivered by Veredus’s in-house psychologist • 📄 Referencing conducted for all successful candidates, ensuring due diligence and a seamless onboarding experience Throughout, Veredus operated not simply as a supplier but as a strategic partner of the university’s leadership, responding flexibly to feedback, evolving the campaign in real time, and maintaining a constant focus on quality, fit, and long-term institutional value. The results The campaign resulted in multiple high-impact professorial appointments across the Faculty. Veredus received 105 formal applications and shortlisted 19 highly regarded candidates through a rigorous, research-led selection process. All of the appointed individuals brought with them outstanding publication records, substantial research funding, established teams, and cross-disciplinary expertise. These hires have bolstered QMUL’s institutional capacity in key strategic areas, directly supported its REF ambitions, and contributed to its financial sustainability at a time of growing pressure across the UK higher education sector. Take-aways • 💡 Successfully delivered a complex, high-volume academic recruitment campaign at pace • ✊ Operated as a fully embedded partner to academic and executive leadership • 🔍 Combined advanced data analysis, subject expertise, and behavioural insight to shape a high-calibre shortlist • 🌍 Strengthened QMUL’s profile as a destination for world-leading research talent This campaign stands as a testament to Veredus’s ability to deliver high-stakes, global academic recruitment at scale, underpinned by deep sector insight, strong analytical and research capability, behavioural assessment, and strategic partnership. By combining data-led headhunting with an agile, collaborative approach, we helped Queen Mary University of London not only attract world-leading Professors but also strengthen its global research profile, advance its REF goals, and lay the groundwork for future innovation. This work exemplifies our commitment to redefining what’s possible in academic executive search. Are you looking to strengthen your research leadership capability in today’s competitive global landscape? Talk to our team to explore how we’ve supported leading institutions in attracting world-class academic talent. Nataliya Starik-Bludova Co-Head of Executive Search and Practice Lead for Education Mobile: 07717 003 792 Email: nataliya.starik-bludova@veredus.co.uk
Three Professorial Chairs for the Academic Centre for Healthy Ageing (ACHA)
The client Queen Mary University of London (QMUL) and Barts Health NHS Trust – a leading academic and clinical partnership serving one of the UK’s most diverse urban populations. The role Three Professorial Chairs for the Academic Centre for Healthy Ageing (ACHA) The brief Veredus was engaged to appoint three world-class Professors to lead the newly established Academic Centre for Healthy Ageing (ACHA), a £6.6 million initiative funded by Barts Charity. Each role would head one of the Centre’s core research themes – Prevention, Rehabilitation, and Cognition & Mental Health, and play a critical role in translating research into improved clinical outcomes for older adults. The client sought senior academic leaders with an outstanding track record of interdisciplinary research, healthcare impact, and the ability to shape ACHA’s long-term strategy from inception. The process Veredus delivered a comprehensive international executive search campaign, tailored to the distinct academic and clinical context of ACHA. We began by facilitating detailed scoping discussions with leadership at QMUL and Barts Health to clarify the strategic ambitions of the Centre, define each professorial role, and shape a compelling candidate proposition. This co-created briefing formed the foundation of our targeted outreach. We then activated our global network to identify senior academics and clinician-researchers with expertise in ageing, orthopaedics, dementia, and rehabilitation. Our campaign focused on individuals with a demonstrated track record of driving research into policy and practice, with experience in securing significant grant funding and publishing in leading journals such as The Lancet, Nature, and New England Journal of Medicine. The search strategy blended: • Direct headhunting across top-tier UK and international institutions • Advertising on sector-leading platforms and social media • Engagement with specialist academic and clinical networks • Inclusive sourcing practices to broaden reach and encourage applications from underrepresented groups We assessed potential candidates against clear leadership criteria, including academic profile, strategic alignment, collaborative ethos, and capacity to contribute to ACHA’s translational mission. Shortlisted individuals progressed through a rigorous selection process, including psychometric assessments conducted by Veredus. Our in-house psychologist provided bespoke assessment reports for each finalist, offering the panel targeted insights into leadership style, interpersonal dynamics, and organisational fit to support robust, evidence-based decision making. Throughout, we maintained close communication with the client, provided regular market insight, and supported candidate engagement to ensure alignment and momentum at every stage. The results: Three internationally recognised Professors were appointed: • Professor Adam Gordon, MBE, President of the British Geriatrics Society, to lead Rehabilitation. • Professor Liz Sampson, a globally respected authority on dementia and cognitive frailty, to lead Cognition & Mental Health. • Professor Hamish Simpson, FRSE, incoming President of the International Combined Orthopaedic Research Societies, to lead Prevention. Each brings a proven ability to drive innovation and influence national and international health policy. Their appointments have helped establish ACHA as a leading hub for ageing research, bringing immediate momentum to its mission of transforming care for older adults through world-class, translational research. Take-aways: • Veredus’s global network and tailored strategy enabled the appointment of high-profile academic leaders aligned to a unique clinical-academic vision. • Deep collaboration with academic and NHS partners ensured alignment across organisational priorities. • Diversity and inclusion were embedded throughout the search, supporting equitable access and broad engagement. • The campaign demonstrates Veredus’s strength in delivering complex, multi-role academic searches that drive sector-leading innovation and impact. Veredus is proud to support clients building bold, future-facing academic initiatives that change lives.
The Project: Director of Research & Innovation Office (2024)
The Brief ARU retained Veredus to recruit a new Director of Research & Innovation Office (RIDO). Reporting to the Deputy Vice-Chancellor (Research and Innovation), the postholder will lead the RIDO to support the development and delivery of impactful Research, Innovation and Knowledge Exchange. Veredus were briefed by senior stakeholders including the ARU Deputy Vice Chancellor and tasked with generating a strong and diverse field of candidates for the post. Veredus worked closely with ARU HR colleagues to develop an effective attraction strategy for the role including the advertising campaign, candidate briefing pack and innovative, bespoke executive search methodology. The process We launched the advertising campaign, liaised with the media via our advertising agency, and handled all candidates’ responses and queries. We undertook an in-depth analysis of the global HE market, identifying relevant institutions and candidates. We targeted high-performing, research intensive universities in the UK, Canada, Australia and New Zealand, focusing on those that have demonstrated significant improvements in research and knowledge exchange performance. We contacted over 250 individuals, engaging both with our existing networks and candidates that we have identified through desk research. We highlighted the unique benefits and opportunities of the position and ensured that our messaging resonated with candidates’ career goals and values. ED&I were central to our approach, and we designed a recruitment process that was inclusive, unbiased and proactive in engaging the broadest possible pool of suitable candidates. We also engaged with equality and diversity networks, such as Association for Women in Science, Cambridge Association for Women in Science, Diversity Works, Black Women in Science Network. We updated ARU weekly during the search campaign including the candidate pool, level of interest, market feedback and any issues which we then addressed as soon as possible. We elicited 25 applications comprising both UK and overseas candidates. We presented a Longlist Report to the ARU panel to help select candidates for interview, and feedback points for the unsuccessful candidates. Seven candidates were progressed to Veredus preliminary interviews, and we conducted rigorous, competency-based assessments, producing detailed appraisal reports highlighting candidates’ strengths and areas to consider, motivation and relevant logistical factors such as salary expectations, location, notice period etc. We prepared appraisal reports on each candidate and presented the shortlist to the ARU panel, who selected three candidates. We provided comprehensive feedback to all candidates that were not progressed at this stage. The final selection process included meetings with the university leadership and staff groups and informal discussions with the vacancy holder, and we handled all arrangements. The candidates attended formal interviews with the selection panel, and we conducted referencing and due diligence. Due diligence on included ID/nationality check, internet trawl, media and social media activity checks, flagging any issues identified to the university. As a result, two appointable candidates were identified. The preferred candidate was from a leading Australian university and Veredus helped with the arrangements for her visit to ARU before the offer was finalised. The results: We offered the preferred candidate who was then counteroffered by her employer and subsequently withdrew. However, as we had an imminently appointable runner-up candidate, we were able to re-engage him. He delightedly accepted and we successfully filled the role. All the longlisted and shortlisted candidates applied for the role as a result of our direct approach as opposed to advertising. ARU were very happy with the diversity of the shortlist where we had two female candidates and one male.
The project: Vice Dean for Teaching & Learning, Faculty of Biology, Medicine and Health (2024)
The brief previously, the University of Manchester retrained Veredus to assist with the recruitment of a new Vice Dean for Teaching & Learning for the Faculty of Biology, Medicine and Health. Reporting to the Faculty Vice President, the postholder will lead the development and delivery of the Faculty’s strategy for Teaching, Learning and Students, ensuring that pedagogical research, innovation and applied practice is recognised in pursuit of an outstanding student learning experience. Veredus were briefed by several senior stakeholders including the Faculty Vice President and Vice-President for Teaching, Learning and Students. We also worked with HR to scope out the process, agree the timeline, key milestones and deliverables, and reporting arrangements. We created the candidate brochure for the post, led the advertising campaign and managed responses. The process We undertook an in-depth analysis of the global HE market, targeting high-performing, research-intensive universities in the UK, Canada, Australia and New Zealand (we did not target other countries as their health systems were deemed too different from the UK). We identified and contacted over 230 individuals as sources and targets. Our approach involved personalised communication that highlights the unique benefits and opportunities of the position, ensuring it resonated with their career goals and reflected positively on the university. EDI was central to our approach, and we designed a recruitment strategy that was inclusive, unbiased and proactive in engaging the broadest possible field of suitable candidates. We engaged with a range of diversity focused networks to identify suitable candidates such as Association for Women in Science, Cambridge Association for Women in Science and Engineering, Diversity Works, BMA’s Women in Academic Medicine Group, Women in Science, the Black Women in Science Network, the Group on Women in Medicine and Science. We provided Manchester with weekly updates on the executive search progress outlining who was engaged, market feedback and any issues, and diversity make-up of the candidate field. As a result of our activities, we elicited 20 applications, which we assessed against the role criteria. We presented the longlist to the client selection panel, and seven candidates were progressed to interview with Veredus. We conducted rigorous, structured, competency-based interviews, producing detailed appraisal reports which outlined candidates’ motivation, strengths and areas to consider, relevant housekeeping factors and any risks. We met with the panel to present the shortlist and agree on the next steps. As a result, four candidates were shortlisted. We provided comprehensive feedback to all candidates that were not progressed and held detailed de-briefings with the shortlisted candidates including feedback from preliminary interviews and panel’s feedback to help them prepare for the final interview. We also conducted due diligence on shortlisted candidates which included an internet trawl, media and social media activity checks. The results The final selection process included a tour of the university, stakeholder panel interviews and the selection panel interviews. Veredus assisted the University with making all the arrangements, communicating these to the candidates. Following the final selection process, two appointable candidates were identified, and the preferred candidate accepted the offer. Veredus took references for the successful candidate enabling the University to confirm her in post. Veredus provided feedback to all candidates, ensuring they had a positive experience of the recruitment process. All external shortlisted candidates applied as a result of our direct approach and included 3 female candidates, one of whom was successful.
Lead Non-Executive Board Member (NEBM)/Chair
Client: The Crown Prosecution Service (CPS) is the principal public agency for conducting criminal prosecutions in England and Wales, with circa 7,000 employees across 14 main sites. The CPS is responsible for reviewing evidence from police, deciding whether to prosecute, and presenting cases in court. The CPS operates independently to ensure fair and impartial application of the law. Role: Lead Non-Executive Board Member (NEBM)/Chair Client brief: The CPS sought to appoint a high calibre individual to serve as Lead NEBM/Chair of an organisation that sits at the heart of the Criminal Justice System. The role required an individual capable of chairing a high-profile board and providing support and advice to the Director of Public Prosecutions on non-legal casework decisions and operational business delivery matters. The Lead NEBM/Chair would need to possess a deep understanding of public sector governance, with the nuanced ability to strike the balance between independence with accountability. The process: Veredus took detailed briefings from CPS stakeholders, including the Director of Public Prosecutions, and members of the board and senior leadership team. We conducted a forensic market mapping exercise, exploring the boards of relevant public and private sectors organisations, with an eye to individuals capable of contributing effectively as Lead NEBM/Chair, as well as the achievement of a diverse, highly credible field. We approached over 180 individuals, which resulted in 38 applications. We collected Diversity Monitoring Data, and requested all candidates self-disclose any potential conflicts of interest at the point of application to mitigate the risk of misalignment as the process moved forward. Following the longlist meeting, eight individuals were selected for progression to preliminary interview with the Veredus Team. Preliminary interviews explored the extent to which candidates met the criteria, how they might add value as the Lead NEBM/Chair, and wider matters including conflicts of interest. The four shortlisted candidates were invited to attend informal one-to-one sessions with CPS stakeholders. Veredus undertook referencing and due diligence on shortlisted candidates. The results: The search concluded with the appointment of a highly experienced Chair, who brought a blend of relevant experience, including exposure to the Criminal Justice System, and a track record of effectively chairing a large, complex public body. The panel were impressed with the quality, and diversity of the shortlist, and were delighted with the appointment. Takeaways: • Inclusive, proactive executive search was critical in capturing candidates who were not actively considering new board appointments. It was also vital in offering genuine choice to the panel at the final interview stage. • A rigorous focus on due diligence, and the management of conflicts of interest, was a critical success factor in finding suitable candidates, who could complement the existing board, whilst providing additionality of skills and experience. • Sophisticated assessment techniques, and deep board recruitment expertise, also enabled Veredus to put forward candidates, who offered the right credentials from a range of different board backgrounds.
The Crown Prosecution Service
Client: The Crown Prosecution Service Role: Lead Non-Executive Board Member (NEBM)/Chair Client: The Crown Prosecution Service (CPS) is the principal public agency for conducting criminal prosecutions in England and Wales, with circa 7,000 employees across 14 main sites. The CPS is responsible for reviewing evidence from police, deciding whether to prosecute, and presenting cases in court. The CPS operates independently to ensure fair and impartial application of the law. The brief: The CPS sought to appoint a high calibre individual to serve as Lead NEBM/Chair of an organisation that sits at the heart of the Criminal Justice System. The role required an individual capable of chairing a high-profile board and providing support and advice to the Director of Public Prosecutions on non-legal casework decisions and operational business delivery matters. The Lead NEBM/Chair would need to possess a deep understanding of public sector governance, with the nuanced ability to strike the balance between independence with accountability. The process: Veredus took detailed briefings from CPS stakeholders, including the Director of Public Prosecutions, and members of the board and senior leadership team. We conducted a forensic market mapping exercise, exploring the boards of relevant public and private sectors organisations, with an eye to individuals capable of contributing effectively as Lead NEBM/Chair, as well as the achievement of a diverse, highly credible field. We approached over 180 individuals, which resulted in 38 applications. We collected Diversity Monitoring Data, and requested all candidates self-disclose any potential conflicts of interest at the point of application to mitigate the risk of misalignment as the process moved forward. Following the longlist meeting, eight individuals were selected for progression to preliminary interview with the Veredus Team. Preliminary interviews explored the extent to which candidates met the criteria, how they might add value as the Lead NEBM/Chair, and wider matters including conflicts of interest. The four shortlisted candidates were invited to attend informal one-to-one sessions with CPS stakeholders. Veredus undertook referencing and due diligence on shortlisted candidates. The results: The search concluded with the appointment of a highly experienced Chair, who brought a blend of relevant experience, including exposure to the Criminal Justice System, and a track record of effectively chairing a large, complex public body. The panel were impressed with the quality, and diversity of the shortlist, and were delighted with the appointment. Takeaways: • Inclusive, proactive executive search was critical in capturing candidates who were not actively considering new board appointments. It was also vital in offering genuine choice to the panel at the final interview stage. • A rigorous focus on due diligence, and the management of conflicts of interest, was a critical success factor in finding suitable candidates, who could complement the existing board, whilst providing additionality of skills and experience. • Sophisticated assessment techniques, and deep board recruitment expertise, also enabled Veredus to put forward candidates, who offered the right credentials from a range of different board backgrounds.
Interim Customer Experience Lead – London based TOC
The client Our client is a trusted partner of the Department for Transport (DfT) who are working towards creating and implementing the operations for High Speed 2 Ltd (HS2). Working to design, develop and mobilise the high-speed service operations which will deliver benefits including more capacity, quicker journey times and a step-change in customer experience. The brief The CX Lead will report into the Head of Customer Proposition and will lead the delivery of customer experience functional requirements related to the customer proposition of future high-speed services. The process We are fortunate to have a well-maintained and curated network of fantastic candidates across all key functions within the rail and infrastructure sector. We were quickly able to identify a shortlist of suitably qualified candidates. Once contacted we reviewed their skills and experience to ensure that they met our client’s needs and discussed availability and day rate requirements before presenting a shortlist. The result: The successful candidate joined on a 2/3 week assignment for 9 months.
Operations Director – West Midlands Trains
Veredus provide executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The client West Midlands Trains (WMT). WMT operate two train networks – West Midlands Railway and London Northwestern Railway – connecting London, the Midlands and the North West. The brief The planned retirement led to a need to hire a new Operations Director and as a specialist executive recruitment firm within rail we were asked to undertake the assignment. The role was responsible for leading WMT’s Operations directorate, proving inspirational leadership to contribute to delivering the company’s business strategy to achieve defined business goals and required cost savings. Our approach Our approach was a detailed and comprehensive search, both inside and outside rail. We did not advertise the role, as together with the client we had a clear understanding of the type of individual required and where to find them. In addition, confidentiality was important to all parties concerned and a targeted search was therefore deemed the best approach. Once candidates were identified and approached, they were assessed and interviewed, and we then asked the shortlisted candidates to complete a Candidate Profiling Document (CPD) outlining their individual suitability. The CPD allowed the candidates to demonstrate their skills and experience in more depth and relevant to the role, and it also provided background as to their motivations and approach. The two-week search generated a long list of potential candidates that were then agreed with the client, before we approached them to assess their level of interest. Over a further two week period we reduced the list and engaged with 19 candidates who demonstrated both the interest required in the role and the level of skills and experience needed. This resulted in our interviewing 12 candidates and then asking the shortlist of 6 to complete a Candidate Profiling Document. The client interviewed 3 candidates and then invited a fourth candidate into the process, who was ultimately offered the position.
Operations Director – West Midlands Trains
Background Veredus provide executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The client West Midlands Trains (WMT). WMT operate two train networks – West Midlands Railway and London Northwestern Railway – connecting London, the Midlands and the North West. The brief The planned retirement led to a need to hire a new Operations Director and as a specialist executive recruitment firm within rail we were asked to undertake the assignment. The role was responsible for leading WMT’s Operations directorate, proving inspirational leadership to contribute to delivering the company’s business strategy to achieve defined business goals and required cost savings. Our approach Our approach was a detailed and comprehensive search, both inside and outside rail. We did not advertise the role, as together with the client we had a clear understanding of the type of individual required and where to find them. In addition, confidentiality was important to all parties concerned and a targeted search was therefore deemed the best approach. Once candidates were identified and approached, they were assessed and interviewed, and we then asked the shortlisted candidates to complete a Candidate Profiling Document (CPD) outlining their individual suitability. The CPD allowed the candidates to demonstrate their skills and experience in more depth and relevant to the role, and it also provided background as to their motivations and approach. The two-week search generated a long list of potential candidates that were then agreed with the client, before we approached them to assess their level of interest. Over a further two week period we reduced the list and engaged with 19 candidates who demonstrated both the interest required in the role and the level of skills and experience needed. This resulted in our interviewing 12 candidates and then asking the shortlist of 6 to complete a Candidate Profiling Document. The client interviewed 3 candidates and then invited a fourth candidate into the process, who was ultimately offered the position.