Head of School of Engineering, College of Science and Engineering
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: Speak Out Champion Client brief: The CPS sought to appoint to appoint an exceptional individual for the role of Speak Out Champion. As a part time role (six days a month), the Speak Out Champion is responsible for providing an independent and impartial route for CPS employees to raise concerns about inappropriate behaviour or treatment they witness or experience by individuals, teams or the department. As the Nominated Officer for whistleblowing concerns, the postholder signposts individuals to potential routes of resolution, undertakes wider work in raising awareness via communications and staff engagement, as well as supporting wider cultural change through the provision of insight and feedback to the CPS Board. The process: Veredus delivered a wide-reaching executive search process, looking at Equality, Diversity, and Inclusion leaders (EDI) and influencers, capable of taking a person-centred approach to supporting individuals raising concerns, as well as using intelligence and insight to advise the board and leadership team on themes related to culture and inclusion. During the search phase, we identified and approached over 200 individuals. The role was advertised on the CPS and Veredus websites, with additional marketing on LinkedIn. Through the combined search and advertising strategy, we generated 68 applications, with diversity represented across all protected characteristics. Of the applications received, six were longlisted and invited to preliminary interview with the Veredus Team. Our preliminary interviews created a positive environment for candidates from different backgrounds to present themselves and their credentials relative to the brief. The four shortlisted candidates were invited to attend a Staff Engagement Exercise, led by the Veredus Team, and rigorous referencing and due diligence checks were completed at this stage. The results: The search concluded successfully with a diverse, high calibre shortlist, from which two candidates were considered appointable. The successful candidate offered lived experience, broad experience of providing person-centred support to individuals with concerns, and deep expertise in creating inclusive workplaces. Take-aways: • This unique, special role attracted high engagement from EDI leads across the breadth of the public and private sectors. • Taking time to build our understanding of the nuances of the role, and its independent nature was critical in assessing the experience and attributes of candidates from quite different backgrounds would bring to the role. • EDI-focused market mapping enabled us to attract a diverse field of candidates across all protected characteristics.
Head of School of Engineering, College of Science and Engineering
The client: University of Edinburgh The project: Head of School of Engineering, College of Science and Engineering The brief Veredus were retained by the University of Edinburgh to support the recruitment of a new Head of School of Engineering after the initial recruitment process led by another search firm failed to appoint. The School of Engineering is one of the largest Schools at the University with 430 staff, 550 postgraduate research students, and 2,100 undergraduate and postgraduate taught students, and £25 million in research awards. Candidates were expected to demonstrate an international research reputation, a commitment to teaching excellence and significant management experience. They had to have proven ability to provide both academic and executive leadership and to act as the external advocate of the School to a range of stakeholders, nationally and internationally. We were briefed by several senior university stakeholders including the Head of College, the Provost and others to ensure we were clear on the key priorities and objectives of the post and the core competencies and achievements that the successful candidate had to demonstrate. The process We worked closely with the university HR team to devise an advertising campaign and created the candidate brochure for the role, providing input into its content and wording. We launched the advertising campaign, liaise with the media via our advertising agency, and handling all candidates’ responses and queries. At the initial stage of the executive search campaign, we undertook an in-depth analysis of the global HE market, identifying relevant institutions and potential candidates within those. We targeted high-performing, research intensive, large and complex institutions in the UK, USA, Canada, Australia, New Zealand, and parts of Western Europe that have successful schools/faculties of engineering that have gone through significant growth and improvements in research rankings, with a reference to various league tables such as QS, The Guardian and The Times Higher Education. We also referenced academic research databases (i.e. Research Gate, Orchid, Google Scholar, PubMed) and Research Councils’ funding/grants portals to ensure the candidates we were identifying had the required track records of research and grant capture in addition to leadership capabilities. We then undertook a programme of engagement with our networks to garner recommendations and with potential candidates. We acted as Edinburgh’s representatives in the market, ensuring each interaction we had reflected positively on the university. We used a range of innovative attraction techniques, targeting both active and passive candidates. These included our networks, referrals/recommendations, proprietary database search, fresh desk research, professional forums and social media. Our approach involved crafting personalised communication that highlights the unique benefits and opportunities of the position and the institution, ensuring that our tailored messaging resonated with the candidate’s career goals and values, which has significantly increased engagement and positive response. Diversity and inclusion were key, and our recruitment strategy was inclusive, unbiased and proactive in engaging the broadest possible field of suitably qualified candidates, including those from underrepresented groups. We engaged with a range of organisations concerned with equality and diversity to identify suitable candidates, drawing on strong connections we have forged with groups such as Association for Women in Science, Cambridge Association for Women in Science and Engineering, the Black Women in Science Network, IET Women’s Network, Academic Network of European Disability Experts and others. We provided Edinburgh with detailed weekly updates during the executive search campaign outlining who was engaged, what the likely pipeline of candidates was going to be and key themes from market feedback and any issues arising. We also held weekly catch-up meetings to discuss progress and any issues arising. As a result of our activities, we elicited 26 applications for the role. After the closing date, we provided the University with a detailed written analysis of each application, assessing them against person specification criteria. We divided applications into A (strong fit with the person specification), B (partial fit with the person specification) and C (weak/no fit with the person specification) categories. We then presented our findings to the selection panel in a Longlist Report and met with them to discuss our comments, agree the list of candidates to be progressed to interview, and feedback points for the unsuccessful candidates. Following the longlist meeting, eight candidates were progressed to Veredus preliminary interviews. During those, we assessed candidates against the essential skills/experience for the role and tested their transferability into the position and the cultural and values fit to the University. We then prepare objective appraisal reports will, drawing out their strengths, experience and areas for consideration, their motivation and relevant logistical factors such as salary expectations, location, notice period etc. These were compiled into a Shortlist Report which we presented to the selection panel at the shortlisting meeting where we also provided further insight into our findings from the preliminary interviews, answered the panel’s questions and helped them identify a shortlist of four candidates for the final stage of the process. We provided comprehensive, and constructive feedback to all candidates that were not progressed at this stage. We conducted due diligence on shortlisted candidates which included ID/nationality check, LinkedIn CV check, internet trawl, media and social media activity checks, flagging any issues identified to the university. The final selection process included candidates meeting with the university leadership and staff groups. The candidates then attended formal interviews with the selection panel where they were asked to make a presentation. The results As a result, three candidates were deemed above the line and appointable by the panel and the preferred candidate (a female BAME Professor and Head of Engineering from a leading Australian University) was appointed to the post. Veredus followed up with constructive and developmental feedback to all candidates, ensuring they had a positive experience of the process and Edinburgh. The client was delighted with the service that we provided, and the quality and diversity of the shortlist generated. All the external longlisted and shortlisted candidates applied for the role as a result of our proactive approaches as opposed to advertising.
Chair in Commercial Law and Chair in Energy & Climate Law, Centre for Commercial Law Studies, QMUL School of Law
The client: Queen Mary University of London The project: Chair in Commercial Law and Chair in Energy & Climate Law, Centre for Commercial Law Studies, QMUL School of Law The brief The School of Law at Queen Mary University of London (QMUL) sought to appoint two Chairs in strategically important areas: Commercial Law and Energy & Climate Law. These positions were part of a larger initiative to strengthen the Centre for Commercial Law Studies (CCLS), which offers over 200 courses in commercial law and is housed at the Lincoln’s Inn Fields campus. These two posts were launched alongside a third Chair position as part of the School’s broader expansion strategy under the leadership of Ioannis Kokkoris, the recently appointed Head of School. The appointments were critical to enhancing the School’s research output, expanding its academic team, and raising its profile within the global academic community. Veredus was retained to conduct a global search to identify and attract exceptional talent, ensuring that the new professors would contribute to the School’s long-term strategy and growth. The School of Law at QMUL, home to over 130 academic staff and 2,000 students, has a strong global reputation. The CCLS is a postgraduate law centre with specialisations in all aspects of commercial law. However, after internal reviews, Ioannis Kokkoris, Director of CCLS identified gaps in core areas of Commercial Law and the need to develop the emerging field of Energy & Climate Law. 1. Professor of Commercial Law. The objective was to rebuild a team around core areas such as Contracts, International Trade, and Procurement Law, where expertise had diminished in recent years. The role required a leader who could expand research, attract funding, and develop a first-class commercial law capability. 2. Professor of Energy & Climate Law. This position focused on strengthening the School’s Energy Law Institute, with a particular emphasis on climate change law. The new Professor would develop partnerships, secure research funding, and enhance the School’s standing in the energy law field, particularly in contracts related to the oil and gas sectors. Role Requirements Key requirements for both roles included: • A strong research trajectory with the ability to significantly increase high-quality research output and attract funding through grants or commercial sponsorships. • Experience in team leadership and a proven ability to build and manage academic teams, fostering a collegial environment. • Expertise across multiple legal jurisdictions, ensuring a global perspective and the ability to attract international collaborations. • The ability to contribute to teaching and curriculum development, especially in core commercial law and energy law. • A commitment to expanding the School’s reputation and impact, contributing to the School’s ambition to develop its international profile. The process Veredus designed a global search strategy, combining targeted headhunting and a multi-channel advertising campaign across digital platforms and social media to attract both active and passive candidates. The strategy highlighted the School’s outstanding and highly regarded international law programs, research excellence, inclusive approach, and the opportunity to shape the future of legal studies in these key areas. We worked closely with the School’s leadership team to design and produce a compelling candidate briefing pack. We managed the advertising campaign and handled responses and enquiries. We added particular value with our detailed analysis of the relevant legal academic markets globally across the UK, Australia, Canada, New Zealand and Western Europe, to identify and engage world-leading senior academics within the relevant fields. The campaign attracted 56 applications for the roles both from the executive search and advertising. Veredus assessed applications against the criteria laid out by QMUL and provided detailed Longlist Reports, including our ABC rankings and individual candidate assessments. The shortlisted candidates were selected based on their research credentials, strategic track record, leadership potential, and ability to contribute to both teaching and the wider goals of the School. The results For the Energy and Climate Law role, five candidates were shortlisted, while six candidates were shortlisted for the Commercial Law position. The final selection process involved psychometric assessments which were conducted by a Veredus Business Psychologist, followed by panel interviews. Our psychometric assessments provided the interview panel with a detailed overview of their strengths and areas for consideration, including candidate rankings based on the agreed criteria. Following the panel interviews, two appointable candidates were identified for each role. After internal discussions, offers were extended to the preferred candidates. Veredus supported the offer negotiations, and both candidates successfully accepted their positions. The recruitment of Professors in Commercial Law and Energy & Climate Law was a strategic success for QMUL, allowing the School to strengthen its research capabilities and global reputation in these areas. Veredus conducted a thorough and inclusive search, securing high-calibre candidates aligned with the School’s vision for future growth.
Director of NRP Biosciences DTP and Chair of the NBI Graduate School (2024)
The brief Having failed to appoint to this role themselves previously, the Norwich Research Park retained Veredus to assist with the appointment of a Director of NRP Biosciences Doctoral Training Partnership (DTP) and Chair of the NBI Graduate School. The NRP, an international centre of excellence for bioscience, operates a substantial DTP on behalf of the UKRI Biotechnology and Biological Sciences Research Council. This DTP uniquely unites the resources of five research institutions—University of East Anglia, Earlham Institute, John Innes Centre, Sainsbury Laboratory, and Quadram Institute Bioscience —on a single site at the Norwich Research Park. Veredus were briefed by several senior stakeholders including the current post-holder and Institute Directors. We collaborated closely with senior stakeholders at NRP, including directors of the partner institutions and the HR team, to develop a comprehensive recruitment strategy that would attract a strong and diverse field of candidates. We also designed a multi-channel attraction strategy to reach a broad audience via academic job boards, social media, and professional networks. The process We added particular value through our tailored executive search strategy which was aimed at targeting both active and passive candidates with an outstanding academic tack record in biosciences and related disciplines, and experience of strategic leadership, PhD supervision and Postgraduate and/or Doctoral Training Programmes as well as major research funding bids. We undertook a detailed market mapping exercise to identify the relevant universities, research centres and DTPs and suitable senior candidates within them. As a result, we approached circa 250 individuals as sources and targets during this search. Diversity and inclusion were at the forefront of our attraction strategy, and we actively sought to engage candidates from underrepresented groups and ensured that the recruitment process was inclusive and unbiased. The recruitment process generated 10 applications for the role. Veredus evaluated all applications against the person specification criteria met with the selection panel to agree on the shortlist. Four candidates were progressed to the final selection process which included formal interviews with the client panel and informal discussions with senior leaders and staff at NBI. Veredus provided ongoing support throughout this stage, including feedback to all candidates, and making all the arrangements and communicating them to the candidates. The results Two appointable candidates were identified, and the preferred candidate was offered the position. Unfortunately, the preferred candidate decided not to take up the post because of family circumstances which meant that ultimately, they were not able to relocate. However, we had an appointable runner-up candidate and Veredus re-engaged with her to offer her the role, which she accepted. Veredus took up telephone references before the offer was finalised. The successful appointment of the Director of NRP Biosciences DTP and Chair of the NBI Graduate School demonstrates our ability to deliver high-quality, inclusive recruitment processes that align with the strategic goals of our clients. This case highlights our commitment to supporting the development of future bio scientists by recruiting leaders who can drive world-class doctoral training in a vibrant and diverse research community. The seamless transition of leadership, from the retiring Director to the new appointee, was crucial in ensuring the continued success and growth of the NRP DTP.
Heriot Watt University – Chair of Council
The briefHeriot-Watt University (HWU) asked Veredus to support the appointment of a new Chair of Council. This high-profile role required an individual with an exceptional strategic vision, senior leadership experience, and the ability to steer the university’s governing body toward achieving its mission and long-term strategic goals. The ideal candidate needed a proven track record as Chair or Deputy Chair in large, complex organisations, and a deep commitment to equality, diversity, and inclusion (ED&I). Additionally, the candidate had to possess the gravitas, political acumen, and interpersonal skills necessary to foster relationships with diverse stakeholders across the UK and internationally. The processUnderstanding the significance of this appointment, Veredus engaged extensively with the university’s senior leadership, including the Chair of the Selection Committee, the Vice Chancellor, and key Council Members. Through a series of consultations, we gathered detailed insights into the university’s needs and created a comprehensive briefing document that became the foundation of our candidate outreach. This document captured the university’s strategic vision, culture, and the critical qualities required for the role. One of the main challenges in this search was identifying candidates who could commit to the substantial time requirement of approximately 60 days per year, a considerable demand even for seasoned leaders. In addition, ED&I considerations were paramount in ensuring that the candidate pool reflected the university’s values. Veredus responded by conducting an inclusive and wide-reaching search, approaching candidates from a diverse range of professional and personal backgrounds. Notably, 59% of the candidates we approached were women, and 18% came from Black, Asian, and Minority Ethnic (BAME) backgrounds. This approach ensured that our candidate pool was not only highly qualified but also diverse, aligning with the university’s commitment to ED&I. The resultsOur rigorous and targeted search elicited 15 high-calibre applications, six of whom were selected for preliminary interviews with Veredus. Based on our recommendations, four of these candidates were shortlisted for consideration by the university’s Selection Committee. Following further interviews, a preferred candidate—identified and engaged by Veredus—was selected and accepted the role of Chair of Council. This appointment stands as a testament to Veredus’ expertise in recruiting for board leadership roles in the HE sector, including for institutions with complex governance and ambitious strategic aims. Our ability to attract top-tier candidates while maintaining a strong focus on diversity and inclusion showcases our capability to deliver results for even the most demanding executive searches.
Dean of Faculty of Social and Historical Sciences (SHS)
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.
Dean of Faculty of Engineering Sciences (FES)
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.
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.