Please note: This story reflects the personal experience and perspective of its contributor. Academic careers vary widely, and others may experience different challenges and opportunities. 

Career Story 

I spent thirteen years in the agri-food industry before entering academia in 2003. I had been Head of Sales and Marketing at Divine Fair Trade Chocolate for five years, and that experience gave me networks, practical insight and credibility across the science–policy–industry boundary.

I entered academia without a PhD, running a Master’s programme while completing my doctorate part-time. My early research focused on individual organisations like Divine, but over time I deliberately pivoted towards examining food systems more broadly. I realised that if you want to address big challenge problems, you need to adopt a systems approach and build interdisciplinary teams.

Collaboration has been central throughout my career. You should never underestimate the convening power of being an academic. We have independence and legitimacy that allow us to bring together people from industry, government and civil society. During my DEFRA secondment, for example, I was able to assemble industry leaders within days because of those networks.

Some myths did not prove true. One was that you cannot do serious research at post-1992 universities because of high teaching loads. You can, if you are strategic. I developed what I call “snack writing” — short, focused writing sessions, usually in the morning when my brain works best. I could accomplish more in an hour in the morning than in three hours late at night.

Another myth was that taking on senior leadership means your research pauses. During four years as dean, I published 26 papers. That was only possible through collaboration. I rarely write single-authored papers as I work in teams. As PI, my contribution was often convening the team, creating ideas and enabling others.

Leadership roles should not be seen as endpoints. I viewed being dean as four years of service. After stepping down, I returned fully to research and policy engagement. For me, leadership is time-limited contribution, not a permanent departure from scholarship.

If I were advising my younger self, I would say: collaborate internally and externally. Be proactive about taking on roles. Apply for secondments. Just do it. You always learn something and you open new doors.

I would also say: do not undersell yourself. When applying for promotion, foreground your achievements clearly and strategically. The system does not reward modesty. Be honest, but do not minimise what you have done.

Finally, be comfortable not knowing everything. When working across disciplines, I never saw gaps in my knowledge as weakness. I saw them as an adventure, a voyage of discovery.

Reflections I would offer now 

• Industry experience can be a powerful foundation for academic impact. Do not underestimate what you bring with you.
• Evolve your research focus deliberately. Systems thinking is essential for addressing complex societal challenges.
• Never underestimate the convening power of being an academic. Use it to connect sectors.
• Collaboration sustains productivity, especially during leadership roles.
• Develop practical habits like “snack writing” to protect output when time is fragmented.
• View senior leadership as time-limited service, not a permanent identity shift.
• Be proactive. Apply for roles and secondments. You will learn and expand your network.
• Do not undersell yourself in promotion applications. Be strategic about how you present your achievements.
• Curiosity across disciplines is a strength. Not knowing everything is part of the journey.