What is your higher education history?
Some years ago, now as an undergraduate at the University of Bath, then more recently as an independent Board Member at Bournemouth University and now, for the past two years, as COO at the University of Chichester.
So, what about the long period since graduation that has led me finally into higher education? After qualifying as a Chartered Accountant, I spent the majority of my early career in commercial roles in the retail and leisure industries. Then, almost 20 years ago now, I joined the rapidly expanding private student accommodation sector working across the UK, Europe, the Middle East, the Far East and Australia. I have always seen the student accommodation sector as “tangential” to higher education so, returning to the UK in 2020, I was delighted to be given the opportunity to enter HE proper and join the University of Chichester.
What does your current role and remit encompass?
As COO, I have overall responsibility for the strategic and commercial direction of the Finance, Legal Services, IT & Learning Technologies and Estates & Facilities Management professional services functions. I am also leading the delivery of a key strategic project for the University (“Cornerstone”) to address the institution’s shortage of good quality student accommodation on its campuses.
What does a typical day look like for you in your role?
If often feels like reading, meetings, reading, meetings with some reading and meetings in between! The list of Boards, Committees, Groups which I either chair or am a member of, at University and then also functional and project level, means the diary is always pretty full. As a twin-campus institution there is also some travel between the two required and the competitive public procurement process for Cornerstone is also gearing up now demanding more of my time. All that said, I wouldn’t have it any other way.
What do you find most enjoyable and/or challenging in your role?
The sense of community and togetherness at Chichester is very strong across students and staff alike. At a recent Welcome Event I attended for new joiners, everyone said that without exception. It’s palpable here, and I feel privileged to be a part of that and truly feel I belong and that what I do adds value and helps make a difference. In a couple of weeks, I have my first ‘student buddy’ meeting to exchange ideas and experiences, so I can’t wait for that. Besides this, the sheer variety of the role from the strategic to the tactical and operational elements makes it really enjoyable. I thought the switch from a highly commercial world to HE would be challenging but, for the reasons above, I have never really felt that way.
What are the current challenges for your institution?
I expect they would be similar to many other peers across the HE sector, especially within smaller institutions. With limited capital resources, capped tuition fees for another few years and high cost inflation pressures, balancing all these issues whilst continuing to drive the institution forwards – as we must – is challenging for sure. Delivering Cornerstone will help the University to grow and further enhance its student experience, but it must also continue to build on recent successes in the development of its academic portfolio, such as nursing, physiotherapy and law.
What do you think are the biggest changes ahead for higher education?
With all the current political and economic uncertainties (Rishi is PM today, or was when I checked this morning!), it feels like higher education is going to have to wait now before a new, sustainable funding model emerges upon which all institutions can start to plan and build for the longer term.
Who has inspired you and why?
In any circle (business, sport etc.), I have always been inspired by people who stay calm and focused and lead through times of true adversity and come out winning on the other side. When I reflect on the early ‘90s recession and the 2008-09 credit crunch for example, I was fortunate enough to work for truly inspiring leaders both times.
