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As the Head of Commercial Strategy and Portfolio at The Francis Crick Institute, Basma Jeelani is shaping a new role at the Institute, expanding the translational and commercial offering from The Crick. We spoke with Basma about her experience working in the science and research sector.
… Basma explained. “There are many changes happening around us including regulatory and policy shifts, evolution of public-private partnerships, development of ecosystems, continued growth of startup and spinout activity, expansion of research expertise and infrastructure. All of these provide opportunities for organisations like The Crick to diversify approaches to financial sustainability, external engagement, and future reinvestment into research and innovation”.
Contrary to common perceptions of STEM fields, Basma has experienced strong female representation throughout her career. “I have been fortunate to have inspiring female role models both in my family and throughout my professional journey. Learning from them and observing how they navigate challenges such as career advancement, work-life balance, and especially leadership development has been crucial for my growth”.
Flexibility stands at the centre of Basma’s workplace philosophy, which she sees as universally beneficial. “Flexibility comes in many forms and may mean different things to different people, at different stages of life”. For Basma, flexibility proved crucial during significant life changes, allowing her to adapt and thrive in various circumstances. Basma’s leadership approach begins with placing trust rather than verification. “My starting point is always focusing on delivery excellence. I trust individuals to be best placed to know how they can manage their time whilst not impacting their productivity”. By empowering her team members to take ownership, Basma has repeatedly managed to build healthy, high-performing teams. “This approach has proven effective in creating a culture of mutual respect and accountability, where team members feel valued and motivated to achieve their best work.”
Despite progress, Basma recognises ongoing challenges. Referencing research on women’s advancement, she noted that “there has been effort over the past 10 years to promote women from entry roles to leadership positions. However, organisations seem to be in a state of limbo now where things aren’t progressing as quickly as they should”.
To maintain momentum, Basma advocates for calculated risk-taking. “Women should take more risks. Why do we shy away from that?” She spoke of the power of visibility in encouraging this. “Having gone through different stages in my life and career, I feel as a leader it’s my responsibility to share my stories with individuals at the workplace to normalise conversations, help them navigate challenges, play a championing role and hopefully inspire them. All of us go through similar sorts of challenges at different times in our lives. It’s important to recognise this and support each other by connecting at a human level”.
Basma also addressed the internal pressures many professionals face. “As high achievers, we want to do well and create impact. This can sometimes create unnecessary pressure and many a time tends to be self-inflicted”. Basma’s experience has taught her a different approach: “Over time, what I have found is just by pacing ourselves more and taking that kind of pressure off, has much longer-term returns”.
Through both her words and leadership example, Basma demonstrates that inclusive environments in STEM require both structural flexibility and a recalibration of personal expectations. Her insights and approach serve as a valuable reminder that achieving excellence is not just about pushing harder, but also about finding balance and supporting each other along the way.
Thank you, Basma, for your time and reflections.
Interview with Esther Elbro, Principal Project Manager, Research, Technology & Innovation
With an academic career spanning more than 30 years, Professor Jennie Stephens is Professor of Climate Justice at the ICARUS Climate Research Centre at the National University of Ireland Maynooth. Born in Ireland, Jennie has spent much of her life and career in the US, so her current position is somewhat of a homecoming. We sat down with Jennie to learn more about her work on gender and climate change, and her experiences of a changing workplace.
… Jennie initially started down a more technical scientific route. “But I became increasingly aware,” she reflected, “that a lot of scientists don’t speak up on policy and aren’t actually advocating for or getting involved in the transformative changes that are urgently needed. I realised I wanted to shift my focus and do work with a bigger, more direct influence on society and social justice. Different opportunities have emerged in the science–technology–policy space that links the climate crisis to worsening economic injustices.”
This broadening of focus and connecting of dots brought with it another epiphany. “I realised how the mainstream approach to climate change is very male dominated, technocratic, patriarchal, and kind of controlling – many so-called “climate solutions” are based on the idea that humans have control over nature, and that we can develop technologies to fix the climate. I started realising that this way of thinking would never be transformative enough – and it actually reinforces the status quo. So I am an advocate of alternative approaches that are based on human rights and social justice. We need diversity of thought and diversity of perspectives and skills in order to become more transformative in our thinking and in our policies. So that’s where the feminist lens came into my work – based on my own experiences, really.”
… however, with some established colleagues questioning the utility of this approach. The very same power dynamics and structural disadvantages at the heart of Jennie’s academic work were also at play in the environment in which she was operating. “There was a time when I was doing a lot of energy technology research, and I attended big conferences with probably 95% men in the room. A lot of panels at these conferences were also all men speaking and presenting.”
Nevertheless, some of the connections made with other women in the room proved particularly fruitful. Over lunch at one such conference, Jennie recalls that she and a small group of other women attending started discussing different research ideas, leading to collaborative research proposals with a more social and equity justice focused approach, which went on to receive funding. “That all emerged,” Jennie reflected “because we connected in a different way in a very male dominated space.”
Jennie is a big believer in the power of networking and puts a lot of the success of her early career down to making connections with other people in her field. “I’ve always been quite collaborative in my work. I meet a lot of people and learn different things from different people I meet. Early on, I realised the value and opportunities of collaborating with people with different backgrounds, disciplines and experiences.”
… Jennie has recently published a new book Climate Justice and the University: Shaping a Hopeful Future for All (Johns Hopkins University Press, 2024). The ideas in this book are based on her own experiences of working on climate justice and energy justice in higher education for over 30 years – mostly in the US. Her 2020 book: Diversifying Power: Why We Need Feminist, Antiracist Leadership in Climate and Energy made the case for the need for diversity in thinking about climate and energy policy. Now in her current role at Maynooth, Jennie is keen to remain at the cutting edge of her field – critiquing the status quo and imagining alternatives – and pointed to the Spring Meeting of the Climate Justice Universities Union, ‘Building Collective Power for Feminist Climate Justice in Higher Education’, held in March as a particular highlight. She is also excited about continuing to advance the idea that higher education institutions are more than just places where individuals go to get a degree for career purposes. They’re also “central to legitimising different policy discourses and should also be thought of as critical social infrastructure providing support and resources for all during this increasingly disruptive time.” Jennie sees real potency in this idea in the context of our rapidly changing world.
When asked what advice she would have for those starting their career in the climate justice and the environmental policy space, Jennie said that she would encourage people to follow their interests and what they are passionate about. “Don’t try to follow the path of others. It’s a really dynamic time. Things are changing quickly in the world. Different kinds of leadership, different kind of skills, different kinds of networks are going to be important. I think there’s more new opportunities and pathways than anyone assumes.” While for some a career might be linear, that’s not the case for many people “You have to be able to respond to the time and opportunities in front of you,” Jennie counsels.
Thank you, Jennie, for your time and reflections. We very much look forward to seeing where your important work continues to take you.
Nilanjana Pal is the Executive Director for CASE Asia-Pacific. She has over 20 years’ experience in research and advisory services across the higher education, corporate, and public sectors alongside a wealth of knowledge of the Asia-Pacific region and extensive experience in establishing new businesses and collaborations in Asia.
Nilanjana shared with us her reflections around the progress she has seen with regards to gender equity, and the work that still needs to be done. “Progress in education (my sector of work) has been heartening – more women than men are attaining tertiary education, girls are staying in primary and secondary schools longer… all of these achievements in closing the gap in education between genders have led to profound, multiplicative, positive changes in families and communities around the world. As the African proverb goes, ‘you educate a girl, you educate a nation’!”
Despite meaningful progress, there are many areas where action is needed, including “gender-based violence, equal pay for equal work, and inadequate attention to women’s health issues. Financial independence for women remains a distant goal in many societies.”
“I think the structural barriers remain the same, regardless of sector or geography. That also tells you something about how difficult it is to dismantle these unequal systems. Women bear the brunt of caregiving responsibilities, household chores, they take a hit on their careers due to childbearing…the list of systemic barriers is long!”
However, Nilanjana noted that “progress exists in surprising pockets. For example, did you know that India has the highest percentage of female pilots globally? About 12.4 percent of Indian pilots are female, relative to 5.5% in the US and 4.7% in the UK. Somewhat counterintuitive given prevailing gender and cultural stereotypes about professions, but true! Some of the reasons behind this surprising trend are progressive government policies that have prioritised recruiting women in to specific roles, supportive families, and inclusive and flexible workplace policies that have eased the entry and retention of women. Imagine what would be possible if we replicated this support system (and dismantled barriers) for women in other professional fields?”
In her sector, Nilanjana has seen first-hand how momentum has created tangible change. “Several of the top universities in the world now have female academics leading these institutions. This would have been inconceivable even two decades ago.”
In the current climate, it’s important to ensure that women’s rights remain a priority. In thinking about how we can ensure this, Nilanjana noted that “each of us have a responsibility to speak up if we observe an injustice, to reach out to those in vulnerable positions and to support one another. We also have to involve men in this pursuit for equality. Without partnering with men, no change is sustainable.”
… to ensure that women’s rights are represented in legislative procedures. We should all donate (time, money or both!) to organisations that support our values. Be generous. Stay focused. We cannot drive positive impact if we are not willing to put our finances and time towards the initiatives that matter the most to us.”
Throughout her career, Nilanjana has been working to drive impactful, long-term change. “I have been championing the education of women my entire adult life. This has taken various forms.” As an alumna of a women’s college, she has focused on “advocating for the education and empowerment of women from diverse backgrounds, and ensuring they have a path to the kind of transformational education that I was so privileged to receive, helping in the admissions process, donating time and resources to these institutions, and offering career advice and mentorship to young women who are just starting out on their professional journeys.”
… Nilanjana reflected on the importance of visibility. “Ensure that your colleagues and senior leadership represent the diversity of lived experiences and capabilities that exist in our societies. Implement transparent recruitment measures that help overcome institutional or individual biases. Seemingly small actions matter and go a long way to building an inclusive workplace: respecting traditions, foods, work practices that are different from the dominant culture at the organisation and demonstrating a genuine willingness to learn more about these differences.”
Speaking on the accountability piece, Nilanjana noted some of the initiatives in place at CASE to promote gender equality. “We affirm their seat at the table, offer flexible working practices and access to mentorship and professional development opportunities.”
We would like to thank Nilanjana for taking the time to share her thoughts with us and we look forward to seeing her continued, impactful contributions at CASE and beyond.
Interview with Kate Hunter, Partner, UK Higher Education
On the occasion of International Women’s Day, we sat down with Lysa John, Executive Director of the Atlantic Institute, to discuss the challenges and opportunities facing women’s rights in today’s complex global landscape. Lysa is a passionate advocate for human rights and gender equality.
… Lysa articulated – “The one thing organisations talk about least is their values. One of the best phases of my life was working for Yuva in Mumbai. We constantly discussed values and how they related to our view of the world and our work – it was fundamental to our language about projects and research.”
“Sadly today, the values debate has become so extreme that it’s difficult to ground yourself and talk about the values you’re showing up with. Does this work and workplace speak to my values? The good news is that many young people in activism are creating non-traditional spaces where this debate thrives.”
“It’s not just about values published on a website – it’s about having a constant dialogue about values in practice. These conversations get shut down when people feel it’s risky; there’s a lot of anger and emotion around issues like Gaza and Sudan. But we can’t work for equity if we can’t have difficult conversations – if we don’t have the language and tools to navigate those conversations.”
Looking at women’s rights from a macro perspective, Lysa pointed out that there is a tangible connection between democracy and women’s rights. “When we see backsliding in democracy, women and LGBTQ+ groups are invariably affected. Look at the culture wars in the US – attacks on abortion rights and other issues. Women’s rights are used to polarise communities and assert a masculine, militaristic form of government. Democracy involves participation and consultation, which is often seen as very feminine and goes against strongman politics and culture. An attack on one usually means an attack on the other.”
However, the political threat is not the only global challenge to women’s rights Lysa highlighted. “When we talk about women’s rights, it’s not one monolithic issue. There are so many strands around moral and cultural space, political participation, and women in work.”
“40% of women don’t have access to the internet – something we don’t think about much. Most women globally are employed in the informal space, which leaves them constantly vulnerable. One in ten women lives in extreme poverty, directly linked to gender. Women are the largest proportion of migrant workers and provide the highest and most regular levels of remittances.”
… the largest form of transfers for those in need comes through remittances, with women being the largest ‘donor’ group. Despite facing so many structural setbacks to their progress, they’re still committing and investing in communities and societies.”
However, there is still hope and despite the current challenges, there has been progress made – “There’s a lot of backlash and bad news around women’s rights. But it’s also true that it’s the most persistent movement around advancing rights in very tangible ways. Issues around reproductive rights become controversial and polarising, but they also generate an equal amount of energy to move rights forward, to fight back.
“The articulation of workers’ rights was non-existent before. It’s similar to the climate movement today – headlines focus on losses, but there’s tremendous work happening on the ground.
“The CIVICUS Monitor identifies bright spots every year – advances in women and gender justice, primarily through legislation and litigation. We’re fighting a culture war around societal norms; our biggest resource is codifying progressive norms. But you need behavioural change alongside laws, whether addressing gender-based violence, equal pay, or protection in various environments.”
Lysa’s words remind us that International Women’s Day is not merely a celebration, but a recommitment to the ongoing work of justice. Her insights offer a clear-eyed assessment of current challenges and the historical perspective that gives us the courage to continue.
Interview with Shivani Smith, Partner & Sector Lead, Social Impact & Environment (UKAME) and Arshya Dayal, Senior Research Associate (UKAME)
Charla Griffy-Brown is an accomplished leader in the arenas of digital innovation, analytics, and technology development. She is currently the Director General, Dean, and Professor of Global Digital Transformation at the Thunderbird School of Global Management, Arizona State University (ASU), a position through which she continues to lead transformational change. We sat down with Charla to discuss her career, the progress she has seen on equality so far, and what she hopes to see in the future.
Charla opened up about her formative years and the seminal role her family played in shaping her outlook on the importance of shared humanity. After graduating from Harvard, she embarked on a Fulbright Fellowship in Japan and moved to Australia to complete her doctoral degree. “The Australian perspective of equity and access to education which they see is very much a human right. It’s not just a civil right.” Having later worked in India, China, and Indonesia, “I gained a lot of perspective on how women were disadvantaged in different cultural contexts as leaders.”
Now at Thunderbird, Charla is proud to be part of a team creating opportunity for others. “We’re always asking the question ‘who’s missing at our table’ because we understand that the leadership of the future has to constantly be considering different optics if we are going to advance in ways that will benefit all of our communities and ultimately create sustainable shared prosperity.”
Discussing the meaningful progress she has seen, visibility and mentorship were key themes. Charla is proud of ASU having embedded this into their leadership structure. “One of the most significant and inspiring leaders is our Provost here at Arizona State University, Nancy Gonzalez.”
“I’m so excited to see more women entrepreneurs and female-led startups, and I think many countries and organisations are really recognising the power of investing in women’s businesses, and helping to get them access to capital and global markets and ultimately how this leads us to more thriving communities.” Charla also noted how remote work had become an equaliser for women’s work, as had the digital space, allowing for more flexibility and access to leadership but also to fight changes in policy and drive inclusive innovation. “There is a big generational and cultural shift – there is a societal recognition of the value of inclusive leadership.”
Though there is plenty to be proud of, Charla noted there are still some barriers. “Breaking the glass, or in some cases the concrete ceiling, is in progress. But we are still underrepresented, particularly in executive roles in STEM and finance. There are systemic biases and I think they persist in hiring, promotions, and decision making structures. There’s still a lot of work to be done in access to capital and financial inclusion. Women led businesses still receive a disproportionately smaller share of venture capital funding and financial systems.”
…Charla was particularly excited to share some of the existing resources at Thunderbird. “The biggest piece of advice would be to access resources that are available to help you.” Specifically, the Najafi 100 Million Learners Global Initiative, which supports women entrepreneurs globally. “We’re seeing significant change in communities because of the ability to access and be empowered through knowledge. Our goal is to provide the highest quality education and make that accessible to everyone.”
“We need to lean into the progress that has been made already. The fact that we have women in the boardroom is going to change the dynamics of how those decisions are made and open up greater opportunities. I think we need to vote, exercise whatever tangible empowerment we have, and we need to continue to have these types of conversations where we elevate and make visible not only what is happening, but why it’s important and how it’s important to our communities, to our families, to the future, that we want to create together. That’s what we need to keep in front of us.”
“We are at a pivotal moment where global digital transformation, entrepreneurship, and policy innovation are creating new avenues for women’s leadership. But real progress demands intentional efforts in mentorship, investment, and systems change. The work is far from over, but the momentum is undeniable. Let’s double down on impact—supporting women not just in leadership, but in shaping the future of business, governance, and global problem-solving.”
Thank you to Charla for sharing her time and insights with us. We are excited to continue to watch her journey at Thunderbird.
Interview with Isabela Betoret Garcia, Senior Research Associate (UKAME) & Sarah Snelling, Project Manager (UKAME)
Brigadier Anna Kimber OBE joined the British Army at a time where joining the Women’s Royal Army Corps was the only option open to her. If she wanted to have children, she would have been expected to leave the Armed Forces. By the time she moved on to take up her current role as Deputy Governor & Head of Operations with the Tower of London, Anna had seen drastic and meaningful changes for women in the armed services take place. We sat down with Anna to hear about her journey, where change has been the speediest, and where it has lagged.
…Anna told us, reflecting on the fact that the Sex Discrimination Act of 1975 didn’t apply to the Armed Forces until 1990, at which point women slowly became able to serve in all branches of the Armed Forces and continue their careers with children. Having joined the Army prior to these advancements, Anna hadn’t put much thought to creating change herself, rather had tailored her behaviours to fit in — to be “one of the blokes”.
What’s more, the negative aspects of culture still prevail, even if less overt than they were 30 years ago: “when we talk to people from underrepresented groups, they still see those kinds of behaviours coming through, whether it’s microaggressions, thoughtless remarks, or whether it’s an implicit bias – people are more likely to work with people who are like them, they’re more likely to appoint people like them. Those cultural aspects are still there for many people, I think.”
It wasn’t until much later in her career that Anna’s own thoughts began to shift. “My realisation was when more younger women were joining and there was a view – well […] hang on a minute, we want a female-focus[ed] network, we want to perhaps have some social media groups that are just for women. We want some support groups because the challenges are different for women.”
Noting the importance of visibility and networks, we asked Anna if there had been any role models for her to look up to in her earlier years. “I didn’t have any female role models who were more much more senior than me who had children.” Even after the laws changed, there was no one to look up to, and there were yet more barriers to having both and the challenges of motherhood and family within the Armed Forces. “My husband and I did back-to-back operational tours with three small children at home. He went to Afghanistan for six months, six days before I returned from a six month operational tour.”
Though things did progress during Anna’s tenure, such as parents no longer being allowed to be deployed simultaneously, Anna reflected that legislative change alone was not enough.
“It isn’t just about rule change […] in some areas that’s taking a little bit of time to catch up because just because you happen to have changed the rules does not mean that the organisational behaviour has changed. […] It’s going to be a process over time where we have to continually weed out behaviour that we don’t accept.”
In time, Anna became the role model that she did not have in her younger years. A senior officer, married, with three children, in an environment where, as she put it, you really are in the 1% club — a rare sight.
…Anna reflected. But being the person to break that ground can also come with challenges. “It’s really hard to be the ‘glass ceiling brigade’ because it’s quite lonely. And you are uncharted territory to a degree. It’s much easier when someone’s done it before you, and paved the way to be.”
Having left the Armed Forces to take up a role as Deputy Governor & Head of Operations at the Tower of London, Anna is ready for new and different challenges and we are energised by the prospect of watching just how far she will continue to go and how many others she will inspire.
Interview with Kate Hunter, Partner, UK Higher Education
As an Olympian, Donna Fraser OBE OLY is a champion both on the track and in advancing EDI. Since retiring as an athlete, Donna has been helping organisations develop their commitments to EDI and build frameworks to ensure the longevity of their EDI work. She has worked with UK Athletics and advised multiple organisations such as the London Marathon Charitable Trust, Women’s Sports Trust, and the Sussex Cricket Foundation. In 2022, she joined the Professional Cricketers’ Association (PCA) as its first Director of People, Equity, Diversity & Inclusion. We sat down with Donna to speak about what she’s been up to at the PCA.
…Donna spoke about being in a role that’s the first of its kind for the PCA: “I had a little bit of free reign to introduce different things that hadn’t been done before”. One of these things was putting on the PCA’s first International Women’s Day event last year. “[It] was inspiring. It was thinking outside the box”, promoting “cross-collaboration, not just focusing on cricket but thinking outside of cricket, whether that’s sports sector or media or whatever sector”.
Critically, the event last year was not just a one-off event. Donna talked to us about the roundtable they ran in November to follow up on those conversations. “It was quite poignant that this year’s theme is Accelerate Action because a lot of the conversations that happened both in the March event last year and at the roundtable were very much about what action is needed, what happens next?”
“With a lot of these EDI events, you have it every year and then it’s onto the next, whereas we were really keen to make sure we followed on that conversation. You can sit there and talk about all these wonderful things – we should be doing this, we should be doing that. But how are we actually going to do it?” Whether it’s through roundtables or impact reports, Donna is ensuring the systems are in place to deliver change.
“- for our cricket community to network with different people from different sectors who probably go through the same issues that they’re going through as a woman. So networking is huge, absolutely. The power of networking – you can’t beat it. Another programme I’m working on now for the PCA is to implement a mentoring programme for our members to connect with leaders within our sport.”
“It’s everyone’s responsibility. If we want to be an inclusive sport and organisation and be better for our members, we need to hold up that mirror” Donna told us, “and the PCA have absolutely embraced it”. Donna spoke about the importance of getting colleagues on board. For the PCA, this means focusing on how their members can relate to it. “We really need to tell the story through our membership’s eyes”, Donna pointed out, “it is so much more powerful when it comes to educating others and the cricket community if we utilise our player voice.”
…Donna spoke of the importance of commitment and engagement from the top. At the PCA, she explained that she has “great support from my CEO and the other directors in terms of what I’m trying to do.” Sports as a sector is often leading in terms of the diversity movement, which Donna touched on in our conversation. “I think sport has always been ahead of the curve and it really has that opportunity because it’s visible.” Progress is about “creating that safe space for athletes and people working in sport to speak their truth for that change to happen…I have definitely seen more organisations creating those safe spaces for people to come forward, like our reporting system.” This is a big step forward from the past. As Donna pointed out, “years ago there was no way if something happened in the dressing room. There was no one to turn to.” Now, with organisations like the PCA, players have more protection.
Thank you, Donna, for taking the time to speak with us and share your experiences. We are excited to continue to see the impact you make at the PCA and beyond.
Interview with Joe Blanch, Consultant, Sports Practice
Last week, we spoke with Professor Marika Taylor, Pro Vice Chancellor and Head of College of Engineering and Physical Sciences at the University of Birmingham.
A University of Cambridge alumna, Marika undertook her PhD with Stephen Hawking. Her thesis “Problems in M-Theory” focused on black holes, string theory, and holography. Her research focuses on mathematical and theoretical physics, a highly competitive field with a historic low representation of women.
…“what I think has changed since I started in the field about 25 years ago is recognition that there is an isolation and a recognition of the need for women to network across fields, to mentor and nurture – and also a recognition that there are cultural barriers, that it isn’t as simple as getting women there, that the culture has to be welcoming for women who join.”
Although there has been a shift in culture, she noted that “it is a systemic issue and it’s an issue which is shared by many people”, and despite growing recognition of the challenges underrepresented groups face, “it’s still very slow”.
What’s more, the negative aspects of culture still prevail, even if less overt than they were 30 years ago: “when we talk to people from underrepresented groups, they still see those kinds of behaviours coming through, whether it’s microaggressions, thoughtless remarks, or whether it’s an implicit bias – people are more likely to work with people who are like them, they’re more likely to appoint people like them. Those cultural aspects are still there for many people, I think.”
Marika spoke about the evidence of success when it comes to networking and mentoring programmes, pointing out that “they are consistently shown to increase the sense of belonging of underrepresented groups to increase their knowledge of what is required for career progression”. The relationships formed are stimulating and invaluable – “often what starts as a networking or mentoring relationship actually becomes a research relationship and academic relationship”.
The effectiveness of these interventions is critical, but “the other thing which is consistently important, it’s not the action per se, but it is the genuine commitment from the top of the organisation – buy-in of senior leadership and a willingness to embrace change and hear things which are sometimes unwelcome truths.”
In line with this, Marika reflected on her time at the University of Birmingham and some of the initiatives she has implemented, such as “using really talented external leadership coaches and team coaches to work with particular individuals, and to work with particular research groups in order to help them realise their potential. Another part of it is just looking at where the gaps of the portfolio are and looking at where we can put in very effective interventions which are actually going to make a significant difference – so things like real support for people going for interviews, for research funding.”
Talking on this theme, Marika said “I think the change that we’re seeing, and we’re going to see over the coming years is, more women and more underrepresented groups coming through to senior leadership, coming through into the leadership of big research consortia.” She highlighted that “not being the only woman in the room or the only ethnic minority person in the room, but having multiple people there, it gives that amplification”.
It was an inspiring and thought-provoking conversation, and we were really encouraged to hear about the work Marika is doing to promote advancement for women in her field.
Interview with Kate Hunter, Partner, UK Higher Education
Professor Kevin Singh is an architect whose career in has spanned over 25 years. He has extensive experience in both higher education institutions and in the industry, as the head of his own practice.
Kevin joined the Manchester School of Architecture as its Head in September 2020. The Manchester School of Architecture is distinctive as it is a joint school between Manchester Metropolitan University and the University of Manchester.
We sat down with Kevin to discuss the challenges and rewards that come with his role, how design has changed over recent years and his advice for future architects.
Technically, I am in a Head of Department role, similar to one you would find in many Universities. What is unique about the Manchester School of Architecture is that it sits across two institutions; the University of Manchester and Manchester Metropolitan University, making it a wide-ranging role that allows me to interact and collaborate with talented academics in both institutions.
Perrett Laver prepared me brilliantly for this, explaining the equivalences between the institutions, supporting me through the process right up until I found out I had been chosen for the job. It’s a real honour to have been given the responsibility to run such a prestigious and renowned institution.
I started in the role whilst the world was still in the midst of Covid. A view had swiftly been taken that all teaching would move online, which meant that I didn’t meet any of my students or team in person throughout my first year in the job.
I found this challenging for a number of reasons, not least because I am at my best when I’m in the room. My predecessor had also headed up the School for around a decade before leaving, so it was almost impossible to build up a comparable level of familiarity. All I can say is that it’s fantastic to be back in the room again.
Despite those initial obstacles, I’ve felt hugely appreciated by the University and feel that my opinions are truly valued. I couldn’t have asked for better support from the University and it’s great that they trust my instincts and allow me the room and opportunity to follow them.
This has been reflected in how I’ve helped to elevate and promote people in my team. I’ve been passionate about helping the School realise and reward some of its untapped potential from day one. It has been immensely satisfying to witness talented individuals progress in their career and have their voices heard, especially when they are not necessarily the loudest in the room.
Climate change is a global issue that affects everyone and we’re seeing a huge range of industries react and adapt to changing needs. An example of how this has been reflected in architectural practice is through a concerted effort to reuse materials where possible and work with what’s already there, which is what we term ‘adaptive reuse’.
At the Manchester School of Architecture, we’ve recently launched the MA Architecture and Adaptive Reuse programme, which is solely dedicated to reworking existing buildings. Whilst there are limitations to what you can do to change the aesthetic of a structure, it’s exciting to witness a new style of architecture being established.
A project where sustainable design has been embedded in the design process is the Battersea Power Station development. It was brilliant to see how the building’s structure has been reused, as well as how the surrounding area has been regenerated.
Sustainable practice is both inspiring and creative. I’m excited to see it continue to be embedded in design in the years to come.
Manchester School of Architecture is ranked amongst the best in the world and has a very diverse student body, with around 50 per cent of them being international students.
All of our students are incredibly able and dedicated, but we have recently added a Foundation course to the School, which acts as a ‘safety net’ and creates opportunity for students who may have been poorly advised at School, or who changed their mind about their career path.
It’s allowed us to introduce a whole cohort of individuals to architecture, who may not have got there otherwise.
I have also been working with and advising the estates team on a new library, always bearing facilities in mind that may benefit people who are working jobs alongside their studies and need a place to store their uniform, or have a shower.
We’ve also thought of people who may not be able to afford the technology needed to complete their studies to a standard they are capable of, doing our utmost to make the space as welcoming to a diverse community and as affordable as possible.
My first piece of advice is that you have to be passionate. It takes a lot of time and dedication to become an architect and it’s important to be committed to and patient with the process.
My first piece of advice is that you have to be passionate. It takes a lot of time and dedication to become an architect and it’s important to be committed to and patient with the process.
Lastly, I’d say it’s important not to make too many comparisons. I’ve noticed an upswing in the number of young architecture students are comparing themselves with others, which can be partially attributed to the rise of social media.
John Brewer is Chair of the National Football Museum (NFM), England’s premier football museum. John began his career with the FA as Head of Human Performance and was the first sports scientist to work in English football. He has led a distinguished career across a variety of sports leadership positions including Chair of the London Regional Sports Board, a Board member at UK Anti-Doping, Chair of the British Handball Association and Chair of British Ski and Snowboard
I’m chair of the National Football Museum, working in a voluntary role. My first job in 1988 was in football, so I’m excited to return to a leadership role in the sport that kicked off my career. The National Football Museum has a great reputation and there is a lot of work to do. As well as the day-to-day activities supporting the non-executive team and CEO, my first priority has been reviewing the governance structure. To use a football analogy, I serve as the manager of the team and bring in new players to the squad. Since I started in February, we’ve appointed nine new trustees with various skills and backgrounds. That’s the starting point, which will then evolve into reviewing the subcommittee structure to provide the board and executive team with the support they need.
From a governance perspective, the biggest priority for us is recovering post-COVID. We took a huge hit in income generation from visitors and sales during the pandemic as we lost almost all of our entrance fees and associated secondary spend. Right now, we need to get people back through the doors and show why the museum is great value for money. The other big priority area is museum accreditation. We are applying to the Arts Council to officially become one of their “National Portfolio” museums, and this is crucial for our profile and reputation and to unlock future funding.
I believe that the museum has huge untapped potential. We are a national museum based in Manchester, but we have the potential for global reach particularly through the use of digital technology. Whether that’s looking at memorabilia or listening to stories, providing a virtual experience can encourage people across the world to pay a visit from the comfort of their own home. Right now, the British football brand is enormous, you only have to look at countries like Japan and China, where people are football mad, to see the appetite for British football.
As already mentioned, our other big goal is museum accreditation. The National Football Museum is a great example of how we can widen access to arts and culture, as it attracts people that may not necessarily be interested in a more traditional museum or art gallery. Ultimately, it’s football people that want to visit, and we’re really proud of the fact we welcome people from all walks of life. Over the next few years, we want the museum to be a great place for people to come and also a great place to work by putting our staff at the heart of what we do.
In 2009, I was fortunate to be asked if I would take over as chair of the British Handball Association. To be honest, at the time handball was a sport I’d only ever watched a handful of times. The London 2012 Olympics were coming up and we had the opportunity to send two teams for the very first time as GB was the host nation. However, a lot of funding had been pulled and the sport was in disarray, so I was asked to come in with the aim of getting two teams into the Olympics. We had to find a way to train the players overseas, fund training camps and ultimately show the British Olympic Association (BOA) that we were credible enough to take part in the Olympic Games.
After Eddie the Eagle at the Calgary Olympics, the BOA, and the funders of elite sport, UK Sport, had a “no-compromise” policy to only fund and take people to an Olympics who would represent Britain with distinction. It was only in the early part of 2012, just a few months until the Olympics began, that we found out we had achieved our goal.
So I think my greatest achievement was sitting in the Copper Box at London 2012 to watch both the men’s and women’s teams take to the Olympic arena for the first time in the history of British handball. What’s more, we gave around 40 young people the chance to become Olympians. I know that without the structure and discipline we put in place in those preceding years, none of it would have been possible.
When I worked for the English Football Association, the women’s team had a totally separate governing body. They had to scrape for every penny of income that they could get and effectively self-fund their travel and accommodation. Fortunately, people with a little more foresight in English football brought the men’s and women’s teams together under one umbrella. Similarly, many other areas of the sport such as disability football were brought under one body. Having that overarching support and inclusivity in governance is crucial to increase funding and enable every area of football to grow.
Women’s football is a fantastic advert for how the sport has grown. In the recent FA Cup final, there were over 50,000 fans in attendance. Alongside women’s football, it’s important to grow all areas of the sport such as the many versions of football for people with a disability; inclusivity is critical, and I am proud that we reflect this at the Museum. Widening participation at the recreational level will make sport more inclusive, and inspire people of all ages and abilities.
When I took the role of Chair of the London Regional Sports Board, the former head of Sport England Derek Mapp said to me the most important thing you can do for the first few weeks is to listen. Talk to people who are part of an organisation, take the pulse of the organisation and find out what makes it tick before you start to take major decisions.
In terms of giving advice, I would say there’s only a small number of people who get to the top. Be prepared to work on your weaknesses – to continue the football metaphor, there’s a natural tendency to think “I’m good at crosses” and then neglect to work on tackling or tracking back. You have to embrace those weaknesses just as much as your strengths.
This applies to every aspect of life – whether you’re participating in elite sports, recreational sports or doing something entirely different such as coaching. Even if you’re not going to compete at the highest level, carve out your niche. Working in sports science, I was hugely fortunate to be part of the support teams at cricket and football World Cups. In sports governance, I worked at an Olympics. Whichever career you choose, find that niche where you can excel and grow.
One of the most unfortunate effects of the pandemic was that it separated communities. I believe sport has a big role to play in bringing communities back together. It can also break down barriers. A great legacy of the 2012 London Olympics was to give exposure to so many sports that weren’t necessarily in the public eye.
After the Olympics, handball became one of the fastest growing sports in schools. Local authorities began to invest in facilities for lesser-known sports such as such as BMX and rock climbing. We’re now seeing sport growing horizontally in terms of opportunities, and also vertically in terms of the number of people participating in sport from diverse backgrounds.
