Beyond Technology: The CIO, CTO and CDO as Transformation Leaders
Higher Education is navigating a period in which digital capability is becoming inseparable from institutional capability. Financial constraint, artificial intelligence, ageing technology, cybersecurity, changing student expectations and the need to improve organisational productivity are converging at precisely the point when universities have less capacity for expensive or poorly targeted investment. This is reflected in recent sector developments. In May 2026, Jisc launched a digital maturity assessment for UK Higher Education in response to challenges including the rapid emergence of AI, entrenched technical legacy, evolving approaches to teaching and learning and changing student requirements. Significantly, the assessment is designed to support executive decision-making and encourage institutions to take an organisation-wide approach to digital transformation. Against this backdrop, the roles of the Chief Information Officer, Chief Technology Officer and Chief Data Officer are becoming increasingly important to the strategic leadership of universities. The titles and responsibilities will vary between institutions. In some universities these responsibilities will sit within a single Chief Digital and Information Officer portfolio; elsewhere they may be distributed between different leaders. The underlying strategic challenge, however, is increasingly consistent. The question is no longer simply how universities manage technology. It is how technology, information and data enable universities to transform. From technology strategy to university strategy Traditionally, technology leadership could be viewed primarily through the lens of infrastructure, systems and services: keeping networks available, maintaining applications, delivering technology projects and providing reliable support. Those responsibilities remain essential. But they are no longer sufficient. Digital capability now touches almost every aspect of university strategy: recruitment and admissions, teaching and assessment, research, student experience, professional services, estates, partnerships and institutional decision-making. Jisc’s digital maturity work illustrates this breadth, encompassing leadership and organisational culture, digital and AI capability, infrastructure and technical legacy, data and knowledge management, education and research, partnerships, sustainability and inclusion. Digital transformation cannot simply be delegated to an IT function because it increasingly involves transforming the university itself. The challenge of doing more with less This transformation is taking place within an extraordinarily difficult financial environment. Universities need to modernise ageing infrastructure, address cyber risk, improve student-facing services, invest in AI and data capability and deliver greater operational efficiency, while simultaneously demonstrating much stronger returns from institutional investment. This creates an important challenge for CIOs and CTOs. The task is not simply to identify the next technology investment. It is to help develop a coherent institutional architecture that reduces unnecessary complexity, enables future change and prevents universities from continually adding new systems to an already fragmented technology environment. Digital Universities UK 2026 captured this changing emphasis in its focus on moving from simply adopting technology towards designing with purpose, including the use of shared resources and greater cross-institutional collaboration. Technology leaders therefore need to help their institutions ask: These are institutional strategic choices, not simply technical decisions. AI changes the conversation Artificial intelligence makes this leadership agenda even more urgent. AI has the potential to influence teaching, assessment, research, administration, student services, operational productivity and institutional decision-making. Current approaches to assessing university AI and digital maturity increasingly consider technology alongside strategy, people, capability and institutional utilisation. But enthusiasm for AI also creates complexity. Universities face questions around information security, intellectual property, academic integrity, data quality, ethics, governance and skills. They must distinguish between experimentation that builds institutional knowledge and the uncontrolled proliferation of technologies that increase cost and complexity without creating demonstrable value. CIOs and CTOs need to provide both ambition and challenge: helping their institutions understand what emerging technologies make possible while being equally clear about what needs to be true for them to be implemented responsibly and successfully. Data as institutional infrastructure The Chief Data Officer brings another increasingly important dimension. Universities hold extraordinary volumes of information about students, research, finances, workforce, estates and organisational performance. Yet having large quantities of data is not the same as being a data-informed institution. Fragmented systems, inconsistent definitions, unclear ownership and variable data quality can make it difficult for leaders to establish a genuinely shared understanding of institutional performance. That challenge becomes more important with AI because the effectiveness of many AI-enabled applications ultimately depends upon the quality, accessibility and governance of the information on which they rely. Recognising this, Jisc’s 2026 digital maturity work explicitly includes data and knowledge management alongside digital leadership, AI capability and technical infrastructure. The CDO therefore has an opportunity to shift the conversation from data as something the university collects to data as a strategic institutional asset. That means asking: The ambition should not simply be better dashboards. It should be better decisions. Cybersecurity as institutional resilience There is another area where the strategic importance of technology leadership has become particularly apparent: cybersecurity. Modern universities are highly connected organisations, combining complex digital estates with extensive external partnerships and large communities of staff and students. Digital infrastructure increasingly underpins the institution’s ability to teach, conduct research and operate. Cybersecurity therefore cannot be viewed solely as a technical problem managed by IT. It is fundamentally an issue of institutional risk, governance and resilience. This wider understanding is reflected in current sector discussion, with Digital Universities UK 2026 explicitly positioning cybersecurity governance alongside privacy and ethical governance as part of enabling innovation, rather than simply restricting it. CIOs and CTOs consequently need strong relationships with University Secretaries and Registrars, risk leaders, governing bodies and executive colleagues so that digital resilience becomes part of institutional governance, business continuity and strategic risk. The challenge is to ensure that the institution understands its exposure, makes conscious choices about risk and has sufficient organisational capability to respond when disruption occurs. The CIO, CTO and CDO as strategic partners All of this points towards a wider evolution of these roles. Technology and data leaders need to be involved early in institutional strategy, rather than being asked at the end of the process to provide the technology or information required to implement decisions already made. A strategically positioned CIO, CTO or CDO can encourage executive teams and governing bodies to ask: That
From Financial Stewardship to Strategic Leadership: The CFO and the Future University
Higher Education is operating in a financial environment in which many of the assumptions that once underpinned institutional planning have become increasingly uncertain. Student recruitment is more volatile. Costs remain under pressure. Universities need to continue investing in people, technology, estates and academic capability while protecting the student experience and research mission. At the same time, institutions are being asked to demonstrate greater financial resilience and make increasingly difficult choices about where scarce resources should be deployed. The Office for Students’ May 2026 assessment found that, while the English sector’s aggregate financial performance had improved slightly in 2024-25, universities’ forecasts for future recovery remained heavily dependent on significant growth in student recruitment. It also observed that much financial risk management remained predominantly short-term. This is not simply a challenge for university finance functions. It changes the strategic importance of the Chief Financial Officer. The modern Higher Education CFO cannot simply tell the institution what it can afford. They increasingly need to help the institution decide what it should choose to afford. From financial control to strategic choice Financial stewardship remains fundamental. Universities need strong financial controls, accurate reporting, effective treasury management, robust forecasting and appropriate oversight of investment and expenditure. But these are increasingly the foundations of the CFO role rather than its limits. The bigger challenge is helping institutional leaders translate financial information into strategic choices. Recent work by PwC, Universities UK and Lloyds Banking Group highlights the importance of stronger financial governance and financial acumen across universities. Only 47% of roundtable participants felt that financial reporting in their institution actively influenced priorities and trade-offs, while only 25% said that information available to decision-makers was clear, timely and supported informed challenge. A university can have accurate financial information without necessarily having decision-useful financial insight. The strategic CFO therefore needs to help leaders ask: These are not simply finance questions. They are questions about institutional strategy. Moving beyond the annual budget Universities understandably devote considerable energy to annual budgeting. But one of the risks in a financially constrained environment is that the budget becomes the strategy. When this happens, institutions can become focused on achieving a particular year’s financial target rather than making the structural choices required for long-term sustainability. The Office for Students has highlighted this tension, identifying increasing action by providers on cost reduction and income diversification while noting that much financial risk management remains short-term. A balanced budget next year does not necessarily mean the institution has a sustainable operating model. Equally, carefully planned investment or restructuring costs today may be necessary to create a financially stronger organisation tomorrow. Financial sustainability should therefore be understood not simply as balancing income and expenditure, but as ensuring that the university’s strategy and operating model are economically viable over the long term. From cost-cutting to understanding value Cost reduction may be necessary, but not every saving creates value. Removing expenditure without understanding the activity it supports can reduce institutional capability, weaken services or create additional costs elsewhere. For CFOs, this means developing a much more sophisticated understanding of cost, contribution and value. The 2026 PwC work on financial acumen specifically highlights the importance of understanding the cost and contribution of different activities and having trusted information that can inform institutional choices. This should allow the conversation to move from “Where can we cut?” towards: “Where should we invest, reduce, redesign, collaborate, grow or stop?” That is a fundamentally different role for Finance. It moves the function from controlling expenditure to helping allocate scarce resources towards the activities that matter most. Challenging optimism and improving forecasting Universities operate in a sector where forecasts depend heavily on assumptions about student recruitment, international demand, research income, inflation, staffing and other factors that may change rapidly. The Office for Students’ 2026 assessment cautions that anticipated sector recovery relies heavily on projected recruitment growth. In this environment, forecasting should not mean producing one confident version of the future. It should mean understanding multiple plausible futures. The strategic CFO can strengthen decision-making through scenario modelling, sensitivity analysis and stress testing: The purpose is not to produce increasingly pessimistic forecasts. It is to ensure that strategy remains resilient when reality inevitably differs from plan. Investment during financial constraint Perhaps one of the hardest challenges facing CFOs is that transformation itself costs money. Universities need to invest in AI and digital capability, cyber resilience, new skills, organisational redesign, estates rationalisation and sustainability precisely when financial capacity is constrained. This creates a tension between affordability today and capability tomorrow. The strongest CFOs will therefore need to resist two equally problematic positions: assuming every transformation programme represents worthwhile investment, or assuming expenditure reduction is automatically prudent. Instead, the CFO needs to ask: That final question matters because failing to modernise can itself create significant financial risk. The CFO as an investor in transformation The CFO should increasingly think like an institutional investor. Universities have finite financial capacity. Every pound committed to one priority is, implicitly, unavailable for another. Capital allocation therefore becomes one of the institution’s most important strategic processes. Investments in technology, people, estates, academic portfolios and partnerships should not be viewed as independent business cases competing for approval. They should form part of a coherent portfolio of institutional choices. The question should not simply be whether an individual investment produces a positive return, but whether it is the best use of the university’s limited capacity to invest. Collaboration changes the financial model The financial challenge may also require universities to rethink what they provide themselves. The Universities UK Transformation and Efficiency Taskforce has advocated greater collaboration, shared services and shared infrastructure, alongside digital transformation, benchmarking and new collaborative structures. This introduces a different type of CFO conversation. Instead of asking “How much will it cost us to provide this?”, institutions may increasingly need to ask: “What is the most effective economic model for accessing this capability?” That could mean owning, buying, partnering, sharing or stopping. The CFO can provide the commercial analysis necessary to understand those choices
Leading Through Reinvention: The Leadership Skills UK Universities Will Need for the Next Decade
Written by Stephen Hoban. The UK university sector stands at one of the most consequential moments in its modern history. Financial pressures, demographic shifts, changing learner expectations, artificial intelligence, regulatory scrutiny, geopolitical uncertainty, and the increasing demand for demonstrable societal impact are collectively reshaping higher education. The challenge is no longer simply adapting to change. It is learning to lead through continuous transformation. In recent years, many institutions have focused on resilience. Over the next decade, success will depend on reinvention. Universities that thrive will be those led by individuals capable of balancing academic values with commercial realities, innovation with institutional heritage, and rapid change with long-term purpose. The question is no longer whether the sector will transform. The question is whether its leaders are ready to transform alongside it. From Academic Stewardship to Strategic Leadership Historically, leadership in higher education has often centred on academic credibility, consensus building, and institutional stewardship. While these qualities remain important, they are no longer sufficient on their own. University leaders now operate in an environment where financial sustainability has become a primary strategic concern. Institutions face increasing pressure on income streams, heightened competition for students, and growing expectations from regulators, employers, and society. As a result, leaders must become as comfortable discussing transformation programmes, operating models, partnerships, and investment decisions as they are discussing research excellence and educational quality. The most successful leaders will be those who can bridge these worlds rather than viewing them as competing priorities. Skill One: Leading Through Ambiguity The future of higher education will be defined by uncertainty. Student recruitment patterns are becoming harder to predict. The pace of technological change continues to accelerate. Government policy can alter institutional plans almost overnight. International markets, once viewed as reliable sources of growth, have become increasingly volatile. In this environment, leaders must become experts in navigating ambiguity. Rather than seeking certainty before making decisions, future leaders will need to make confident choices based on incomplete information. They will have to experiment, learn quickly, and adjust course where necessary. This requires a mindset shift from “risk avoidance” to “risk management” and from “strategic planning” to “strategic adaptation.” Skill Two: Digital and AI Fluency Artificial intelligence is likely to have a greater impact on universities than any technological development since the arrival of the internet. AI is already reshaping learning, assessment, student support, research processes, workforce planning, and institutional decision-making. The question for leaders is no longer whether AI should be adopted, but how it can be deployed responsibly and strategically. Importantly, leaders do not need to become technology experts. They do, however, need sufficient digital fluency to ask the right questions: The institutions that gain competitive advantage will not necessarily be those with the most advanced technology. They will be those with leaders who understand how technology can serve institutional purpose. Skill Three: Courageous Decision-Making The coming years will require leaders to make difficult choices. Many universities are already reviewing portfolios, restructuring services, rethinking estates strategies, and challenging long-standing assumptions about how education is delivered. Transformation inevitably creates tension. Resources are finite. Not every initiative can be protected. Not every tradition can be preserved. Future leaders will require the courage to make decisions that may be unpopular in the short term but are essential for long-term sustainability. Courageous leadership is not about being ruthless. It is about being clear, transparent, and principled when difficult choices need to be made. Skill Four: Systems Thinking Universities operate within increasingly complex ecosystems. Success depends not only on what happens inside the institution, but also on relationships with employers, local communities, government, research partners, industry, and international collaborators. Future leaders will need to think beyond organisational boundaries. Systems thinkers recognise connections between seemingly unrelated issues. They understand that employability affects recruitment, research affects reputation, partnerships affect financial resilience, and community impact affects institutional legitimacy. The most effective leaders will be those who can see the whole system rather than optimising individual parts. Skill Five: Building Change-Ready Cultures The greatest barrier to transformation is rarely technology or funding. It is culture. Universities are rich in expertise, tradition, and intellectual independence. These strengths can sometimes make institutional change more challenging. Future leaders must excel at creating cultures where innovation is encouraged, experimentation is valued, and continuous learning becomes the norm. This does not mean abandoning the traditions that make universities unique. Rather, it means helping people understand that preserving mission often requires changing methods. Leaders who can create psychological safety, build trust, and bring people along on the journey will be significantly more successful than those who rely solely on formal authority. Skill Six: Stakeholder Influence and Narrative Building In an increasingly contested environment, leadership is becoming as much about storytelling as strategy. Universities face growing scrutiny regarding value, relevance, employability outcomes, and public investment. Institutions must articulate clearly why they matter and how they contribute to society. Future leaders will need exceptional communication skills. They must be capable of building compelling narratives that connect institutional purpose with societal needs. They must inspire staff, reassure students, engage policymakers, and convince partners to invest in shared futures. The ability to shape a clear and credible story will become a major leadership differentiator. The Defining Leadership Challenge Perhaps the greatest leadership challenge facing the sector is balancing continuity and change. Universities are custodians of centuries-old traditions, but they are also engines of innovation. They must preserve academic freedom while embracing technological change. They must protect quality while driving efficiency. They must remain financially sustainable while advancing social purpose. This balancing act cannot be achieved through management alone. It requires leadership. The institutions that flourish over the next decade will not necessarily be those with the largest endowments, the strongest brands, or the most ambitious strategies. They will be those led by individuals who can navigate uncertainty, embrace technology, make courageous decisions, foster adaptive cultures, and inspire others around a shared vision. The future of UK higher education will be shaped not simply by external forces, but by the
Veredus Appointed to the APUC Framework to Support Executive Search Across the UK Public Sector
Veredus is pleased to announce its appointment to the new APUC Framework, strengthening our long-standing partnership with APUC and providing organisations across the UK with a compliant route to access our executive search expertise. The framework is available to universities, colleges, the NHS and a wide range of public sector organisations, enabling them to procure executive search services through a trusted, pre-approved supplier. As part of the new framework, Veredus has been appointed to: Supporting Leadership Across the Public Sector Public sector organisations are operating in an increasingly complex environment, balancing financial pressures, organisational transformation, evolving governance requirements and growing expectations for public service delivery. Against this backdrop, securing exceptional leadership has never been more important. For many years, Veredus has partnered with APUC to support organisations in identifying and appointing senior leaders who combine strategic capability with the experience to lead through change. Our continued appointment reflects the strength of that relationship and our commitment to delivering high-quality executive search services across the public sector. Executive Search Designed Around Every Organisation No two leadership appointments are the same. Our executive search methodology is designed to adapt to the unique requirements of each organisation, combining rigorous market mapping, extensive stakeholder engagement, leadership assessment and inclusive search practices to identify exceptional candidates across diverse markets. Whether appointing executive directors, chief executives, governing body members or Chairs, we work collaboratively with clients to deliver recruitment processes that are robust, transparent and aligned with organisational priorities. A Trusted Procurement Route The APUC Framework provides organisations with a compliant and efficient route to procure executive search services, reducing procurement complexity while maintaining the highest standards of governance, transparency and value. As an approved supplier, Veredus looks forward to continuing to support universities, colleges, NHS organisations and public bodies across the UK with executive and board-level appointments that strengthen leadership capability and enable long-term organisational success. If you would like to discuss an upcoming executive or board appointment through the APUC Framework, we’d be delighted to speak with you. Contact us.
What does meaningful progress in EDI actually look like?
As sponsors of this year’s Equality, Diversity and Inclusion Award at the Times Higher Education Awards, we’ve been reflecting on a question that is becoming increasingly important across the sector: How do we know whether progress in EDI is actually being achieved? Over the past decade, higher education institutions have invested significant time, energy and resources into equality, diversity and inclusion initiatives. New strategies have been developed, networks established, targets introduced and conversations encouraged. These developments matter. However, as the EDI agenda continues to mature, there is growing recognition that success cannot be measured solely by activity. The real challenge is understanding impact. Moving beyond good intentions Most universities can point to policies, programmes and initiatives designed to improve inclusion and widen participation. The more difficult question is whether these initiatives are creating meaningful and lasting change. Are opportunities becoming accessible to a broader range of people? Are leadership teams becoming more representative? Are talented individuals from under-represented backgrounds progressing into senior positions? Are institutions creating environments where diverse perspectives can genuinely influence decision-making? These are not simple questions, but they are increasingly important ones. Why leadership matters Leadership plays a critical role in shaping institutional culture, priorities and performance. The decisions made by executive teams and governing bodies influence everything from student experience and workforce development through to innovation, research and long-term strategy. This is why conversations around EDI and leadership are so closely linked. Creating more inclusive pathways into leadership is not simply about representation. It is about ensuring institutions have access to the broadest possible range of skills, experiences, perspectives and talent. The strongest leadership teams are often those capable of drawing upon different viewpoints, challenging assumptions and responding effectively to increasingly complex environments. Measuring what matters As an executive search and leadership advisory firm, we believe organisations have a responsibility not only to talk about diversity, but to measure progress. At Veredus, we regularly audit our own recruitment outcomes to understand how effectively diverse talent progresses through the search process. Between 2021 and 2024: 53% of appointed candidates were women 21% were from ethnic minority backgrounds 8% identified as LGBTQ+ 7% identified as having a disability These figures do not represent an end point, nor do they suggest the work is complete. However, they reinforce an important principle: meaningful progress should be measurable. Transparency creates accountability, while measurement helps organisations understand where progress is being made and where further action may be needed. Celebrating impact across higher education One of the reasons we are proud to sponsor the Equality, Diversity and Inclusion Award at the Times Higher Education Awards is that it recognises institutions and individuals who are delivering tangible impact. The most effective EDI initiatives are characterised by evidence, outcomes and sustained commitment. Whether through widening participation, improving access to leadership opportunities, supporting social mobility or creating more inclusive institutional cultures, these initiatives are helping to shape the future of higher education. At Veredus, we believe that celebrating these achievements is important. Not simply because they recognise excellence, but because they encourage learning, challenge assumptions and help raise standards across the sector. As the higher education landscape continues to evolve, the institutions that succeed will be those that recognise inclusion is not a standalone initiative. It is a strategic imperative that influences talent, leadership, innovation and organisational performance. We look forward to celebrating the individuals and institutions leading that progress at this year’s Times Higher Education Awards. Find out more about our track record in providing executive search, interim solutions and strategic talent advisory services to the Education sector. LEARN MORE
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.