Austin Sweeney

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Why I applied for the role

I joined GCU's Court in 2020 when I returned to Glasgow after nearly 30 years working in London and in Asia as a means of reconnecting with my hometown and I have been rewarded in spades. I have met numerous impressive students and have had the privilege of working alongside some superb members of staff and other governors. Over the last six months or so I have thought carefully about whether I should apply for the role of Chair of Court and have concluded that I am pretty well equipped to carry out the role and that the relations I have built with other Court members, academics and members of the University's executive and governance teams should position me well to assist the University to face what may turn out to be a rather trying next couple of years. Further, over the course of my time on Court I have become immensely proud of GCU and of its mission, values and achievements and I would be grateful to be able to make a greater contribution to the University.

My background and skills

I initially studied history at Edinburgh University and then completed a masters in law at Bristol University before qualifying as a solicitor with Herbert Smith Freehills, a large international law firm.

I practised in London for thirteen years as a corporate lawyer, advising a range of companies, banks and private equity firms on mergers, acquisitions and corporate finance transactions. I then relocated to Asia where, as well continuing to advise Asian, European and American clients, I took on a number of management roles, culminating in me leading the firm's corporate team across its eight Asian offices.

For the last four years I have played an active role as a lay governor on the GCU Court, sitting on the Finance and General Purposes, Nominations and Governance and Remuneration Committees and chairing the People Committee. During that time, I have built up a good understanding the UK higher education landscape, GCU's funding model and the pressures that the wider sector is facing. I have also been involved in formulating the University's Strategy 2030 as well as setting the various KPIs that Court will continue to monitor so as to ensure that the University's executive team deliver the benefits that should flow from the careful execution of the agreed enabling plans.

Accordingly, I believe that I have the key skills and experience necessary to take on the role of Chair of Court, in particular:

Good judgement: as a professional advisor to some of the world's largest companies, banks and sovereign wealth funds I regularly had to wrestle with complex problems which often had a reputational dimension.
Leadership: as a managing partner I was responsible for budget setting, strategic planning and driving the performance of a large team across Asia. This necessitated using a variety of different leadership styles best suited to the different jurisdictions that Herbert Smith Freehills operated in.
Strong interpersonal and communication skills: throughout my legal career I succeeded in building effective relationships and won the trust of those I worked alongside. Since joining the GCU Court I believe I have also established an easy rapport with students, staff, members of the University's governance function, the Vice Chancellor and his senior management team as well as with my fellow lay governors.
Fairness: I have been very impressed by the way that staff, union and student voices have consistently been given airtime at Court and if appointed I commit to ensuring that all cohorts of the University will be treated fairly and listened to by Court and its Committees.

My key priorities

If I was to take over from Rob Woodward as Chair of Court, my first priority would be to cement the positive steps that the University has taken since the appointment of Steve Decent as Vice Chancellor and Principal. There is much talk about the sector being in crisis but GCU is in a comparatively strong position. We have a healthy balance sheet, a dynamic executive team, a unified Court, a clear idea of the University's identity, vision and values and a great reputation for the quality and purposeful nature of our education and research. We should not be shy about publicising these strengths and positioning ourselves as one of the country's most successful academic institutions.

I would look to provide encouragement and act as a sounding board for Steve Decent and his senior management team as they execute the University's recently launched Strategy 2030, whilst at the same time ensuring that they place a premium on transparency and are appropriately held to account.

I would encourage Court members to play a more active role with the University's various stakeholder groups. Lay governors have good relationships with other staff, union and student representatives on Court but I think more could be done by them to engage directly with the wider student body and with the University's fantastic staff. Additionally, I would like to see more Court interaction with some of the University's other partners such as employers who provide placements for our students as well as increased involvement in the University's civic agenda.

In terms of the conduct of Court's business, as well as ensuring that student, staff and union views continue to be regularly aired, given the increasing importance of the London campus to GCU's overall size and shape, I would propose that the University would benefit from a London representative attending all Court meetings.

Finally, employability lies at the heart of GCU's student experience and I would be keen to explore how best the University can encourage increased levels of student engagement and confidence that will serve to position our graduates even more favourably with potential employers.

AGS

4 November 2024