ÁñÁ«ÊÓƵ

A minor flurry of vice-chancellor resignations and retirements, with the prospect of a generation of more "businesslike" vice-chancellors ("Struggle to fill v-c job vacancies", July 21), should not be seen as a reason for doom and gloom - rather, it is a positive step forward for institutions.

In many ways, the role of the modern vice-chancellor is similar to that of an industry chief executive officer, a position I held for six years before joining Surrey University. Both large companies and universities undertake major projects that have to be managed, planned and delivered on time and on budget. Getting the strategy right is vital, as is having leadership and practical management skills. The organisation and finances of universities are often more complex than those of companies of a similar size, presenting vice-chancellors with an even more interesting challenge.

Being in charge of a university is a 7am to 11pm job, but is extremely rewarding, with the chance to influence positively research, teaching, enterprise and the lives of many thousands of students.

With competition increasing, universities need to be more businesslike and sustainable. I look forward to reading about a raft of commercially savvy appointments this summer and I am sure we will find that there are many very competent candidates willing to be considered for these posts in the future.

Christopher M. Snowden
Vice-chancellor and chief executive
Surrey University