Gerry Greyling

As universities continue to navigate a rapidly changing Higher Education (HE) landscape, leaders like Gerry Greyling are stepping up to address these challenges head-on. As the Executive Director of Students and Academic Services at Canterbury Christ Church University, Gerry brings a fresh perspective, honed over decades of experience in student support and university administration.

In today’s conversation, Gerry sat down with The Interview Co-Host Max Webber to discuss his career journey, Canterbury’s innovative approaches to supporting students, and the importance of mindset in fostering a positive and inclusive university environment.

Gerry’s Journey

Max: Let’s kick things off with a brief introduction to yourself and your institution.

I’m originally from South Africa and moved to the UK in 2008. Over the years, I’ve worked in several institutions, including Imperial College London, before joining Canterbury University this June as the Executive Director of Students and Academic Services.

Canterbury has around 30,000 students, but what sets us apart is our unique growth model. Much of our expansion comes through partnerships and franchise agreements, which give us a slightly different operational focus than many universities in the sector.

Max: What inspired you to pursue a career in HE?

Well, no one really grows up thinking they’ll work in university administration, do they? It often starts by chance, and that’s true for me too. My first role was a holiday job, which turned into something permanent.

What keeps me energised is the students – their energy, ideas, and the sense of renewal that comes with every new cohort. Universities also have a fantastic work-life balance and a culture that suits me. I’ve been in this sector for over 20 years now, and while I hesitate to admit that number, it’s that constant cycle of renewal and fresh ideas that keeps me here.

Max: Can you share some of the initiatives or projects you’re currently working on at Canterbury?

My role is new, and one of my main objectives is to unify our student and academic services, which were previously fragmented across central and faculty teams. This involves a significant project to blueprint our services from a student’s perspective. We’re looking at processes, policies, systems, data, and – most importantly – our service culture. That culture is a big focus for me. Whether or not students see themselves as customers, I believe everyone deserves excellent service. Even small changes, like tweaking how we use technology, can have a huge impact on workloads and service delivery.

Since joining Canterbury, one of my main priorities has been implementing initiatives that enhance the student experience. Since my arrival we’re implemented  a module evaluation framework which helps us track lead indicators for student satisfaction at all levels of study. We’ve also introduced a new attendance monitoring policy to make it easier to track and support student engagement effectively. On top of that, we’re adopting a student-centric timetabling policy, ensuring that we align scheduling more closely with students’ needs. 

Another big project we’re working on is to relocate our student hub closer to the heart of campus activities. Previously, it was a 20-minute walk away, so bringing it closer will make support services far more accessible to students. These are just some of the steps we’ve taken so far, and while there’s still a lot of work to do, we’re steadily making progress. The official go-live for our new approach is planned for next June, but we’re already seeing the benefits of these changes.

Max: Post-pandemic, student wellbeing and engagement have become increasingly important. What are your priorities for supporting students beyond the classroom?

Our focus is on getting the basics right – what we call "Brilliant Basics." Students often tell us their struggles aren’t academic but rather about navigating university life. By simplifying processes and improving communication, we’re making it easier for students to access the support they need.

For instance, we’re redesigning our student advice service to include proactive, first-line support. Instead of just addressing the immediate query, staff will be trained to identify underlying issues and offer more holistic solutions. We’re also creating spaces on campus where students can interact with staff and each other, fostering community outside the classroom.

Max: With 30,000 students – many of whom are juggling other responsibilities – how do you tackle the challenge of engaging time-poor students?

That’s definitely a challenge, especially since many of our students prefer in-person engagement despite the convenience of online services. We have lots of good practice, but it’s not always connected that well. So, on a recent service design day, for example, we re-imagined what a coordinated welcome induction could look like as part of an efficient experience for students..

We’re also looking at how other universities excel in building student community, learning from their successes, and adapting their strategies to suit Canterbury. There’s no need to reinvent the wheel when we can build on proven methods.

Max: Inclusion is a key part of student engagement. How is Canterbury striving to build a more inclusive environment?

Over the past year, we’ve invested in a new Equality and Inclusion team and launched a strategy to bring together pockets of good practice into a cohesive, institution-wide approach. A key part of this involves designing services using student personas – representing a diverse range of backgrounds, abilities, and needs – to ensure we’re considering every student’s perspective.

By engaging with our Students' Union throughout this process, we’re confident that our services reflect the diversity of our student body. It’s all about having open conversations, designing inclusively, and being willing to adapt based on feedback.

Max: Finally, what’s the best piece of advice you’ve received in your career?

It’s all about mindset. My father had a saying: "Every day is Friday." which was about approaching each day with a positive attitude. I’ve taken that to heart and adapted it – I greet everyone with "Morning!" no matter the time of day. It’s a great icebreaker and helps me connect with people, especially as I’m naturally quite shy. Positivity and a can-do attitude go a long way when you’re trying to make things happen. If you stay passionate and open to collaboration, you’ll find the work deeply rewarding.