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.
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.