Developing Future University Leaders: Reflections on the AHUA Aspiring Registrar and COO Programme

Can you tell us a little about your current role and the career journey that brought you here?

I am currently the Chief Corporate Officer at the University of Brighton, where I have executive responsibility for governance, legal services, internal audit, risk, organisational assurance, health and safety, policy, and corporate services. I work closely with the Vice Chancellor, Executive Board and Board of Governors to ensure that governance and institutional strategy are aligned and that the University can navigate an increasingly complex higher education environment.

My career journey has not been a traditional one. I began as a scientist, completing a PhD in Biochemistry under Nobel Laureate Tomas Lindahl before moving into NHS and university environments. Over more than twenty years, I have progressively taken on leadership and operational responsibilities across research and professional services. I have worked at Queen Mary University of London, (former) St George’s, University of London, and now the University of Brighton, leading transformation programmes, cultural change initiatives and complex organisational developments. Looking back, I have always been motivated by learning, improvements, enabling people to succeed and helping institutions deliver their mission more effectively.

What prompted you to apply for the AHUA Aspiring Registrar and COO Programme, and what were you hoping to gain from it?

I have always been keen to learn and challenge myself. At the time, I was looking ahead to the next stage of my career and wanted to better understand the Registrar and COO landscape across the sector. I was particularly interested in learning how senior leaders in different institutions were navigating changes in universities and the challenges that come with it.

I also hoped to build a network of peers and gain insight from colleagues who were facing similar opportunities and pressures in their own universities.

Looking back, what aspects of the programme had the greatest impact on you and why?

Without question, the relationships with peers had the greatest impact. It was reassuring and, at times, cathartic to realise that many of us were dealing with similar challenges.

One aspect I initially found uncomfortable was the regular check in and check out sessions. However, I came to appreciate how valuable these sessions were. They created a safe space for honest reflection and encouraged us to be more open about our experiences and leadership challenges.

I also enjoyed hearing from previous programme participants. It was inspiring to speak to people who had successfully progressed into Registrar and COO roles and to understand the different paths they had taken to get there. I also immensely enjoyed the CV building session, the facilitator offered some incredibly helpful guidance.

Was there anything that surprised you about the experience?

I was genuinely surprised by how similar the challenges were across the sector. That shared experience created a strong sense of connection and reinforced the value of learning from colleagues beyond our own university.

How has your career or role developed since the programme and how (if at all) has your approach to leadership changed since taking part in the programme?

During the programme I was promoted to an interim Chief Operating Officer role at St George’s, University of London. Not too long after I moved to the University of Brighton, where I first became Interim University Secretary before being appointed Chief Corporate Officer.

I honestly do not think my career would have progressed as quickly without the programme. It gave me confidence, broadened my perspective as well as helping me better understand the capabilities required at the most senior levels of university leadership.

The programme also reinforced the importance of openness and peer support as leadership qualities. I have become more intentional about creating spaces where people can share experiences and learn from one another.

Can you share an example of something you have done differently as a result of the programme?

One tangible change has been in engaging with my peers from the course and building new connections from there. I place much greater emphasis on maintaining those connections and seeking advice from trusted colleagues.

What benefit do you think the organisation has gained from your participation in the programme?

Apart from expanding my network, the programme has exposed me to a wide range of perspectives and approaches from the sector. As a result, I have been able to bring new insights into my organisation(s), helping us learn from good practice elsewhere and approach challenges with greater confidence.

If you were speaking to someone considering applying for the next cohort, what advice would you give them?

My advice would be to protect the time for this course and fully commit to the experience. Do not try to work around the programme. Be selfish and dedicate that time to your own development. Most importantly, embrace your peers and the relationships you build, because the conversations and support are just as valuable as the formal content.

Finally, a huge thank you to Rachel and Kim who spent with us many days, and AHUA for creating such a supportive and impactful programme.