Cryptocurrencies are the ‘Great Pretender’, but have they pretended too much?

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Dr. Daniele D’Alvia, Module Convener of Comparative Law at Birkbeck College, University of London and Associate Research Fellow at IALS and the European Banking Institute

Dr Daniele D’Alvia, from Birkbeck’s Law Department, explains the root philosophies behind cryptocurrency, the meaning behind ‘stablecoins’, and how the cryptocurrency dream turned into a beast that ate its own tail. 

In old times if you put £1 under your mattress, you knew you could get back £1 when you went looking for it. Today, thanks to regulations developed over centuries, if you deposit £1 with a bank, you know that you can get it back, even if a bank does more with it than lock it in a vault. One major criticism of cryptocurrencies is their volatility, specifically their inability to keep their value stable. Bitcoin is a perfect example. After the price of Bitcoin peaked during its first bubble – at $1,137 on 29 November 2013 – it dropped by 84% to $183 just over a year later, on 14 January 2015. This trend repeated four years later with a cumulative drop of 83%, and happened again in November 2021.  

Now, a branch of cryptocurrencies called stablecoins are trying to back up their promise of being more stable, by replicating the equivalent of a digital vault. In brief, to maintain their value, stablecoins are usually pegged to a fiat currency – government-issued currency that is not backed by a commodity such as gold. Most modern paper currencies, such as the US dollar or the Euro, are fiat currencies. To do this, stablecoins such as Tether maintain a reserve of cash or cash-equivalent assets whose value theoretically matches the total value of the stablecoin in circulation. Translated in loose terms, when a user pays Tether $1 for a token, that money is supposed to be held in Tether’s bank accounts, but the reality can be more complex.  

As such, stablecoins are meant to address the major criticisms of cryptocurrency in two ways. First allowing crypto owners to conduct transactions without having to take volatility and sudden value changes into account and also offering a safe haven for their holdings, protected from the devaluations of the crypto market. But despite being attached to fiat currencies, stablecoins are not risk-free. TerraUSD (an algorithmic stablecoin), also known as UST, and its sister token, Luna, crashed in May 2022, sending their prices to near zero.  

These examples are based on a central idea that sees money as ‘portable power’. Money is a tool that is supposed to be easily and readily exchanged, making bartering with multiple goods and services unnecessary; allow economic exchanges to be conducted over long periods of time and distance; help provide calculation and valuation for goods and services 

To perform those functions, money must be portable, reliable, interchangeable, durable, affordable, and available. However, money is only worth only what someone is willing to give you for it; currencies in general are based on faith. Therefore, the value of money is not solely based on saleability (i.e., the material from which it is made), but is instead attached to a specific quality that attracts the lust of generations: power in terms of acceptance as a medium of exchange.  

It’s common knowledge that many supporters of cryptocurrencies are compelled by the idea of decentralisation. Unlike fiat currency that is controlled by a central bank, cryptocurrencies are processed through something known as distributed ledger technology, so they are not manged by any one entity. The whole point of cryptocurrencies is to avoid government control, and as such a decentralised sovereign cryptocurrency cannot exist. For a country’s currency to be accepted internationally, it must be carefully controlled by the country, in order for other nations to trust the currency. Cryptocurrencies are not money because they lack an official issuer and do not function like a normal means of payment. Cryptocurrencies can therefore be seen more as a form of financial asset that can be used as a speculative investment tool rather than actual currency.  

It is ironic that cryptocurrencies started as a libertarian dream to free money from the arm of the state, namely central banks and tax authorities. They were the ‘Great Pretender’, but perhaps they have been pretending too much, as the recent collapse of TerraUSD has shown. Now, with the inevitable rise of Central Bank Digital Currencies (CBDCs), a digital equivalent of fiat currencies issued by a central banks, it looks like cryptocurrency may in fact serve to empower these centralised systems that Bitcoin’s investors originally wanted to circumvent.  

To this end, CBDCs are a necessary alternative for private cryptocurrency schemes because I firmly believe that the value of money strictly depends on the power of its issuing authority, otherwise law and order would simply disappear, and anarchism would inevitably prevail. 

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10 tips on how to meet people and make friends as a new student in London

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A group of four students sat on the grass in a park on a sunny day

BA Film and Media student, Valentina Vlasich, knows first-hand what it’s like to be a new student in London. Here, she shares her top tips on how to find opportunities to socialise and bond with classmates.  

You just moved to London after being accepted into university, a lot of exciting new experiences are on the way. But worry about meeting new people and making friends starts to set in. Never fear, here are some tips on how to overcome that concern.  

1. Know that you are not the only new person around
Even though it may seem like it is you against the world at the beginning, keep in mind that most new students are in your shoes as well. Almost everyone is a bit lost at the start of their university experience, so try bonding with others over being new and discovering London together.   

2. Start Conversations
As a shy person myself, I understand it can be difficult to come out of your shell and make the first move when meeting people. However, if you try talking to others, you will quickly realise that everyone is very approachable and eager to make new friends. A really good way to overcome shyness is to join activities that other students are organising, which leads me to my next tip… 

3. Join others to socialise after classes
Being in the heart of London gives students plenty of opportunities to go out after class and you’ll find that many students fancy going out for some drinks or food. If you have the opportunity, definitely join them – it’s a great way to learn more about your classmates outside the academic environment! 

4. Join student clubs and societies
Birkbeck has many clubs and societies for students to join, from the film society to the international student’s society, there is something for everyone. Joining a society will help you find people who share your interests and come from similar backgrounds as you, they’re great for building a sense of community. These societies are free to join, and you can join them via the Student Union website.  

5. Attend events
Another fun tip is to attend one of the many cultural events offered by Birkbeck and other central London institutions. Going to events such as the film screenings at Birkbeck, or the special exhibitions at museums and galleries around London, opens the door to meeting new and interesting people.  

Valentina Vlasich Martinez

6. Explore by yourself
It might sound a bit strange to recommend going solo as a tip to making friends, but you should not deprive yourself of new experiences and discovering all that London has to offer, if you have no one to join you yet. By exploring the city by yourself you will discover quirky locations, fun events, and meet new people. Going out by yourself is better than staying in your room, and one way or another, you will meet someone on your adventures.  

7. Join WhatsApp group chats
For most classes and modules someone will create a group chat to exchange information. Using these chats to talk to others and propose activities outside class is a simple way of breaking the ice with your classmates.  

8. Volunteer
If you don’t have a lot of spare time for socialising, volunteering is a fantastic way to use your spare time effectively and still be social. By volunteering you meet new people while dedicating less hours than you would at a job, and it is also plenty of fun. What’s more, it’s rewarding, and you are also expanding your resume at the same time.  

9. Cultural excursions
This tip is specifically for international students, but everyone can benefit from it. Birkbeck regularly offers cultural mixer activities for international students, which are a great way to meet and bond with lots of international students from different universities. Recently, for example, they offered a tour around Greenwich which was a huge success. It’s a great idea to take part in these cultural excursions, which are a great way to both meet new people and see the city!  

10. Be yourself
Finally, even if it does sound a bit cliché, you should always be yourself. Do not try to change who you are to make friends. The right people will come along and making fake friends or having to put on a façade for others will not bring you joy. London is so diverse that you will always find people who are the right fit for you, so don’t be afraid to be you. So, go out there and see what London has to offer while people join you along the way.  

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Five ways to focus your growth as a small business

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Dr Pamela Yeow is Assistant Dean (External Engagement) in Birkbeck’s School of Business, Economics and Informatics and teaches on the Help to Grow: Management Programme. She shares five tips for SMEs to accelerate their growth.

People make your business, and this is even more true for small businesses, where people are your business. In the midst of the great resignation prompted by the COVID-19 pandemic, with more than half of businesses that are reporting a worker shortage unable to meet demands (ONS, 2021), it is getting increasingly difficult to find the right employees for the right positions.

While the idea of trying to grow your business in the midst of our post-Brexit, post-lockdown, cost of living crisis might seem daunting, there are steps you can take today to start moving in the right direction. Here are five suggestions on where to begin.

1. Authentic leadership

Leadership is crucial in all businesses. Positive leadership is not just for those right at the top of the tree, but relevant to all positions at all levels. People look to leaders for direction, for strategy, and for reassurance when things are uncertain. Employees want to know that they are respected and appreciated, and also heard. Consider how you can develop clear, consistent communications to support and reassure your teams.

2. Develop partnerships and networks

Partnerships, relationships and networks are important for business growth and development. It is important to continue creating and renewing industry relationships, but have you considered developing partnerships and establishing networks in the wider community? Universities and colleges, for example, can work with businesses to develop internships or knowledge transfer partnerships.

3. Knowing your strengths

Most of us cannot be everything to everyone (we do try!). Having a clear understanding of what your business stands for is always a strength. Try asking your colleagues what they think their strengths are. Sometimes these can come as a surprise to the senior leadership team.

4. Values and purpose

Increasingly, businesses are expected to have a clear purpose and employees are voting with their feet if their values aren’t aligned with their organization. Knowing your purpose and values enables employees to proactively relate and engage with the business.

5. Flexibility and agility

As a small or medium sized business, one major advantage is your agility and flexibility. With greater accessibility to senior management within SMEs, this means that staff can share new ideas quickly and embed new suggestions even quicker. Consider how accessible your team is today. How could you communicate to staff that you’re open to new ideas?

Keen to grow your business?

The Help to Grow: Management Programme is a 12-week course that offers 50 hours of practical business leadership and strategy training, with 1:1 business mentoring, peer-learning networks in a hybrid (face-to-face and online) format. This programme is specifically for business owners and senior leaders operating in small and medium sized businesses who want to grow.

Register for the Help to Grow: Management Programme and start creating a plan for your next stage of growth!

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Prime Minister Truss or Sunak and the Curse of the Takeover Prime Minister

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Dr Ben Worthy, Director of the MSc in Government, Policy and Politics, shares his analysis on the prospects and promises of the candidates in the running to be the next Conservative Party leader.   

One thing we can say for certain is that our next Prime Minister, whether Truss or Sunak, will be a takeover leader. This means that they get to Downing Street through internal party procedures rather than a general election. But is there a curse for ‘takeover’ Prime Ministers?  

Most Prime Ministers who take over from another leader rather than win an election have short, unhappy times in office. To give you a flavour, here’s the list of post-war takeovers: 

  • Anthony Eden (1955–57) 
  • Harold Macmillan (1957–63) 
  • Alec Douglas-Home (1963–64) 
  • James Callaghan (1976–79) 
  • John Major (1990–97) 
  • Gordon Brown (2007–10) 
  • Theresa May (2016–2019) 
  • Boris Johnson (2019-2022) 

With probably one exception, this is not a list of successful or happy Prime Ministers. In fact, it looks pretty much like a list of failed leaders, with at least one name that should make you shout ‘who?’ As you can see, most didn’t spend long in Downing Street and most struggled to get past the three-year mark, with only Macmillan and Major as exceptions.  

So why is it cursed? It’s partly because a leader ‘taking over’ doesn’t get the ‘bounce’ or legitimacy from winning an election. It’s also because the reason you are there. A takeover is because there’s been some sort of crisis, normally one that was big or severe enough to make your predecessor resign. This means that often, you inherit a crisis and a divided party. Prime Minister Sunak or Truss will lead a party divided over the economy, and the rather poisonous legacy of Boris Johnson. The leadership debates seem to be making it worse, as some Conservatives have made clear.  

As well as the curse, our new Prime Minister faces huge challenges and expectations. As has been clear in the debates so far, the public expect the Prime Minister to do something about the many crises that are facing the UK, from the cost of living and inflation to the buckling of public services and threat of climate change which has appeared in our homes and on our doorsteps in a way that makes it hard to deny. On top of this there is Covid, which has not gone away, and Brexit, which is continuing to cause ruptures everywhere from Dover to Belfast. You can see an expert analysis by Full Fact, which looks at whether the candidates’ pledges will solve the problems we face. 

Conservative MPs and members have another, even higher hope, which is that the new leader can win an election. The UK must dissolve Parliament for a General Election by 17 December 2024 at the very latest, though the new Prime Minister can call one any time before, thanks to Johnson abolishing the Fixed Term Parliament Act. This power is not to be sniffed at, and can be worth 5 points in an election.  

But for a takeover Prime Minister to win an election is a tall order. Boris Johnson did, of course, in 2019 and John Major did in 1992. Before that it was Harold Macmillan, way back in 1959, when he famously told a heckler “you’ve never had it so good” (a phrase Liz Truss has repeated).  

The numbers seem against our new PM repeating this trick, as neither Truss or Sunak are polling well. As of July 2022, Labour hold an 11 point lead over the Conservative party. Although Sunak has flagged up a YouGov poll showing he has the ‘edge’ over Truss in attracting swing voters, it’s only a 2 point difference, and both are rather far behind Keir Starmer. As YouGov explains “neither can be characterised as popular.” This is made worse by the fierce leadership debates, which have handed Labour large amounts of pledges and quotes to use back at whoever wins.  

Hovering in the background is the fact that both Truss and Sunak were major figures in Johnson’s government and are connected to his reputation and legacy. Truss described herself as a Johnson ‘loyalist’ while Sunak was fined for attending a ‘Partygate’ party. To my disappointment, but not my surprise, both candidates have vowed to continue Johnson’s bizarre immigration policy, which was condemned by the UN Refugee agency.  Both leaders could find a sulking Johnson could do a great deal of damage to them, whether on the backbenches or back writing newspaper columns.  

So, what can they do? Takeovers can succeed by pretending to be different, and representing a new start, as John Major did after Thatcher in 1990. But with little money and room for manoeuvre, what else can they do? 

One option is to go for eye catching policies. Truss has committed to a new law against Street Harassment (which, conveniently, Johnson rejected), while Sunak has called to make similar activities illegal and promised a women’s manifesto.  

Another option is to do something to create distance from their predecessor. As the Full Fact report points out, “one of the defining legacies of Boris Johnson’s premiership has been its bulldozing of political trust and erosion of citizens’ faith in democratic politics and politicians.” This YouGov poll of Conservative members found “honest/integrity” to be the two most desirable traits in their new leader.  

My guess is they’ll opt for some sort of transparency, which can actually help create a sense of newness and distance at the same time. Governments often promise openness to show they are ‘better’ than whoever went before. Tony Blair offered a Freedom of Information Act in 1997 and David Cameron, all sorts of ‘open data’ on government spending. It could be something relatively small. Truss has already suggested new data on police performance and both leaders have promised to publish their own tax returns. They could promise to open up ministerial diaries, something, conveniently, Boris Johnson has refused to do. In an effort to seem less corrupt, and clean the system, they could publish more systematic data about lobbying or Ministers’ or MPs’ interests. The new Prime Minister could even commit to a new ethics regime, or embrace an inquiry, perhaps even borrowing Labour’s idea for a new ‘super watchdog’ Ethics and Integrity Commission to watch over lobbying and Ministers interests. 

This could create distance and be a symbol they’ll be ‘different’… but it won’t be enough to stop the curse.  

References:  

Worthy, B. (2016). Ending in failure? The performance of ‘takeover’ prime ministers 1916–2016. The Political Quarterly, 87(4), 509-517. https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-923X.12311  

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Celebrating our Summer of Sport: In Conversation with Professor Geoff Walters

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Headshot of Geoff Walters, Executive DeanWith the Lionesses roaring to victory in the European Championships and the Commonwealth Games in full swing, summer 2022 is set to be a fantastic summer of sport. We sat down with Professor Geoff Walters, Executive Dean of the School of Business, Economics and Informatics to discuss his research and teaching in sport management and the work still to do to promote diversity and inclusion in sport at all levels.

 

Tell us how you got into researching and teaching on sport management

I initially joined Birkbeck as a researcher in the Football Governance Research Centre in 2003, which at the time was at the forefront of research into the governance of the football industry and the supporters trust movement. Birkbeck was also the first to launch an MSc in Sports Management, so it was an exciting place to come and study for my PhD, which focused on the football industry. At that time, academic research on governance in sport, and the teaching of sport management, was in its infancy and so coming to Birkbeck was a great opportunity.

Can you give us an example of how research in this area has an impact on the world of sport?

My colleague Dr Richard Tacon and I started looking at organisational governance (boards) in 2010 and realised there was not a great deal written on this at the time. We have looked specifically at the UK context, trying to understand how policy shapes board roles, primarily in National Governing Bodies of Sport in the UK. Through sector-wide reports, in-depth case studies, workshops and training, we have helped to raise the level of public debate, improve organisational practice and more recently, through our involvement with the Diversity in Sport Leadership project with UK Sport and Sport England, contributed to greater diversity and inclusion within boards across many different sports.

Sport has traditionally been a male dominated industry – what more do you think needs to be done to increase inclusive leadership in sports?

There have been significant changes in the sporting sector due to the Sports Governance Code that was introduced in 2016. This mandated minimum gender diversity requirements on the Board of any organisation funded by UK Sport or Sport England. All funded bodies also have to implement a Diversity Action Plan. These changes have accelerated inclusion within the sector, which at board level, has historically lacked diversity. There are also things that we at Birkbeck are seeking to do. This year, we are committing to a pledge with Women in Football by hosting bi-annual career events for female students interested in the football industry alongside our annual Birkbeck Women in Sport Scholarship. Nevertheless, there are still some parts of the sports industry (e.g. within professional team sports) where there is a lack of representation at board level. There is also a need for more understanding of power relations within sport (and sport organisations) and how they construct gender and race. These are important issues to address so that representation is not seen as merely a box that needs ticking.

How do you think sport can make a positive influence in society today?

I think sport is dichotomous. Yes, on the one hand it can make a positive difference to people’s lives, supporting their development or having health benefits for example. However, this requires joined up Government policy and not simply the usual platitudes about the role of sport without real commitment to supporting positive change. I think this goes for sporting events also – the legacy of the London Olympics for example has not really delivered on much of what it promised in many areas such as sporting participation and creating a healthier nation. Perhaps too much is expected of sporting events, but with competitive bids requiring a strong narrative and certain nations still using sport events as a way to exercise soft power or greenwashing/sportwashing, then the positive influence of sport events will remain a divisive topic.

Any final messages to our sports people over the next few weeks?

Good luck, and I hope you can replicate the success of the England Women’s team!

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“I would encourage anyone thinking of studying at Birkbeck to go for it!”

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Kelvin Omuojine, an MSc Sport Management, Governance and Policy student from Nigeria, tells  us about his experience as an international student at Birkbeck.

Tell us about your education before Birkbeck.

Before Birkbeck, I did a Master’s degree in Sports Law from Nottingham Trent University, in 2008/09; prior to that, I had my undergraduate education in Nigeria, where I studied law and was called to Bar.

Could you tell us about your career before starting your study at Birkbeck?

I started my career as a practising lawyer. I have worked in commercial law firms and as a Public Prosecutor at the Delta State Ministry of Justice in Nigeria. My passion for sport led me to work with the Nigeria Professional Football League, after completing my first postgraduate programme (in sports law). So, up until I started studying at Birkbeck, I was working at the Nigeria Professional Football League.

Why did you decide to study at Birkbeck?

Working in the sport industry in Nigeria, with the benefit of my background in law, I realised that the bulk of the problems impeding the development of the industry were governance related – there are people with knowledge and skills and there are regulations that are fit for purpose, all already existing, but the governance framework just did not seem right. So I wanted to learn more about not just sport management but also about sport governance. The programme at Birkbeck is unique as it effectively covers governance and policy as it relates to sport. This option was perfect for me based on my career path and progression.

How did you find the application process?

The application process was quite simple and straightforward and the officials at Birkbeck were always helpful, with enquiries and all through the process. I successfully applied for the partial scholarship for international students and was awarded £3,000, which was helpful indeed. Despite the difficulties caused by Covid-19, there was always sufficient information to guide planning.

What’s it like living in London?  

Having lived in Lagos, Nigeria, I knew I could cope with how busy I had heard London was. I found the city to be vibrant, diverse, with lots of opportunities and attractions. It is a busy city with people constantly on the move, and fast-paced too. If the right opportunity presents itself, I would be happy to live in London.

Can you tell us about the programme you are studying?

As a result of my interest in sport governance, I opted for the Sport Management, Governance and Policy programme. I found the lecturers to be quite nice and accommodating. Quite naturally, the Sport Governance module is a major highlight for me. However, I also particularly enjoyed the Sport Economics and the Design of Competitions module, as well as the Sport Events Management module. The former because of the exposure to economics of sport and the factors that go into competition design; and the latter because I am opportune to be working at the Commonwealth Games in Birmingham.

Did you take advantages of additional support and activities?

I appreciated the support services available – from one-on-one sessions with tutors, skills workshops such as on dissertation writing, to the many learning resources available both internally within the library and externally such as LinkedIn Learning. It is impressive that students can gain a lot from these resources and even get to watch recordings of both pre-class sessions and live online classes.

What are your plans for the future?

My studies at Birkbeck have equipped me with a broader understanding of the framework of sport management and governance, as well as transferrable skills in areas such as research and analysis. I’m now looking to explore career opportunities, preferably in the sports or a related industry.

What advice would you give other people thinking of studying at Birkbeck?

I would encourage anyone thinking of studying at Birkbeck to go for it! Not only does the programme have unique specialist features and is rich in content, but it is also a plus that studies are in the evenings, offering you time to get some other things done earlier in the day.

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“The Pioneer Programme was absolutely phenomenal”

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Susan Christine Wachera, MSc Organisational Psychology student and winner of 2022 Pioneer Award for the Best Business Pitch, tells the story of her business, Black Talanta, as well as sharing her experience of taking part in Pioneer, a Birkbeck programme that helps students and graduates develop the knowledge and skills they need to start a business.

Susan Wachera

What is your business about?
Black Talanta supports Black students and recent graduates in accessing highly-skilled employment, mentorships and internships.

Did you always know you’d be a businesswoman?
From the age of 10 my whole life had actually been geared towards becoming a doctor. I studied BSc Medical Biochemistry and received an offer for a place at medical school. However, I knew I also had this other side of me that was very entrepreneurial and business-minded. I’ve always had side hustles going on. I thought for a while I could balance being a part-time doctor with my other businesses. Everyone thought I was crazy!

Why didn’t you end up pursuing a degree in medicine?
During my undergraduate degree, I founded a business that helped secure students medical internships and work placements. By doing this, I realised I had a talent in supporting people write CVs and build their personal brand, and I wanted to explore this career path further. I made a big and brave decision to give up my place in medical school, the year before I was due to start. I wanted to find out who I was when medicine wasn’t involved – because my whole identity at that time was wrapped up in medicine.

What did you do next?
I discovered Birkbeck’s MSc Organisational Psychology course and I was mind blown. I never knew that I could combine my love for business and my love for psychology. I started the course in October 2020 and haven’t looked back. Black Talanta came about through my lived experience and my desire to help other Black people secure opportunities and achieve their goals. It has taken off in recent months, with the help of Birkbeck’s Pioneer programme.

Susan Wachera presenting at the Pioneer Awards ceremony

How did Pioneer help you progress your business idea?
Pioneer was absolutely phenomenal. It helped me move from concept to product in only three months, which is almost unheard of. I was focused on applying everything I learnt on the programme, and I was taught how to set up a business in the right way, so I managed to set the foundations for my business quickly. I really appreciated all the Pioneer workshops, mentors and resources – it definitely helped me get opportunities, such as working with the Deputy Mayor of London, Silicon Valley, and the United Nations. I would definitely recommend the programme to other students.

What are your plans for the next few months?
For Black Talanta to really work at the scale I want it to, I’m looking to develop more partnerships with employers, so I can bring in as much talent into the workforce as I can.

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“I’ve been given the skills and confidence to put my ideas out into the world”

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MSc Culinary Innovation Management student, Annabel Ola, shares her experience of taking part in Birkbeck’s Pioneer Programme and winning the 2022 Pioneer Award. 

Tell us about your business idea, what is BEKIRI?  

BEKIRI exists to expand the boundaries of modern luxury patisserie. The fusion of classic recipes and African ingredients will offer a new dimension of cultural discovery and appreciation for customers. 

How did BEKIRI come into existence?  

I’ve always loved food. On a trip to Paris, I was in local patisseries, impressed by everything but also unable to find anything I really identified with. So, I started my own specialty cheesecake market stall in my local area, hoping to fill that gap. It worked for a while, but I realised I wanted something a bit more intricate. That’s how I came upon the idea of BEKIRI.  

You had the idea, then what?  

I decided to do the MSc Culinary Innovation Management at Birkbeck, a course run in conjunction with Le Cordon Bleu London Culinary Arts Institute. While it’s not a programme on how to make a patisseries, it is about how to manage and run a food establishment – perfect for what I wanted and needed for BEKIRI.   

How did you get involved in the Pioneer Programme?  

My course was great at providing skills and knowledge for the practical management and operational side of things. But I also wanted something to help me with the vision and implementation of a business strategy. I knew Birkbeck offers lots of support for students with entrepreneurial ideas, so I was actively looking at the different schemes and came across Pioneer on the Enterprise webpage. EnterpriseEnterpriseEnterprise webpageEnterprise webpage page. One of my lecturers also recommended the programme, so I signed up. 

How was it?  

So useful! Through the programme, I was able to take something that was just an idea, identify the different areas to consider, then take action to make it a reality. I learned how to make a really clear business plan, and even got support on developing knowledge in areas like finance and marketing. We were matched with buddies – other students who had their own expertise and knowledge in specific areas – and I’ve created a marketing strategy and set up the financial side of things with the help of mine. I also got feedback and a session on pitching. I’ve never been keen on public speaking, and it was obvious that I was nervous during my entry pitch. By the time I did my final pitch, I was praised for being calm, confident and clear! 

 

Other than practical skills, what are some of your biggest takeaways?  

I’ve been given the skills and confidence to put my ideas out into the world. It’s given me the self-belief to put resources or pitch packs together, contact people, and make unique connections. The fact that I was doing all of this alongside a community of fellow entrepreneurs was also really helpful. All the finalists are still in touch and so supportive of one another.   

Would you recommend the Pioneer programme to current or prospective students?  

100%! It’ll give you a support network, contacts and knowledge to build your confidence. When I joined the programme at the start, I wasn’t convinced I’d enter the competition. By the end, my confidence had grown so much that I decided to enter – and I ended up winning! Even if you don’t win, it’s so valuable. You pick up so many skills and contacts, it’s a great springboard.  

What’s next?  

The prize money is going into product development to get an initial menu together. I’ve pitched for BEKIRI to trade at Mercato Mayfair – an upscale foodhall with a focus on sustainability and uniqueness – and there’s interest from them. I’m also looking for more opportunities to pitch my business and figure out what strategy is best to get more funding. Someone that I met on the programme is helping me figure that out too! I’m so excited that it’s coming together… I can’t wait to see where I can take BEKIRI next. 

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Meet Astrea: Julie Crofts, Director of Academic Standards and Quality & Deputy Academic Registrar

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Julie Crofts smiling for the camera.Astrea is Birkbeck’s staff network for women and non-binary people in professional services. We talk to Astrea member Julie Crofts about her career journey.

Can you tell us a bit about your career journey so far?

I’ve worked in and around education and universities for over 30 years now. I studied English Literature (with some grammar and old English thrown in) as an undergraduate and I followed straight on with a Master’s degree in the days when the British Academy would support students to take an MA. I started a PhD on Angela Carter’s work in the early ‘90s. There wasn’t much of a support framework then for PhD students and I think I felt a bit thrown in at the deep end. I really liked the teaching I did as a PhD student and afterwards at Birmingham University, but I didn’t really have the confidence or single-mindedness to pursue an academic career. It gave me an early brush with quality assurance as I was both a postgraduate student rep and also a teacher whose class was observed in the 1994 Teaching Quality Assessment process.

I learned to type when I was 18 – my mum’s legacy – which meant I could start temping in offices when touch-typing wasn’t a universal skillset. It gave me quite a lot of work experience in multiple sectors. In higher education, I’ve worked at or studied in (or both) around 15 different institutions across the country in my career.

My first permanent job in London was at the Royal Society for Arts (if you ever see FRSA after someone’s name, by the way, that means they pay to be a Fellow) working on a project supporting accreditation for work-based learning through volunteering. It was a fantastic introduction to the city and to work from drug rehabilitation to Theatre Peckham. It also prompted a career in arts education and twenty years working in conservatoires. I made an active choice to work in dance and spent five years at the Council for Dance Education and Training which accredited professional dance programmes. I helped to set up the Conservatoire for Dance and Drama (created with HEFCE support in 2001) moving from a project officer to its Executive Director and from there to RADA as Secretary and Registrar. I also spent some time at City, University of London. Small institutions don’t always offer the complexity of bigger universities but do offer breadth. At RADA, along with the directors of education/training, we were switching between being the leadership team making decisions about the strategic direction to problems with a shower not working. I don’t think there is a ‘right’ career route; just opportunities to keep learning and developing your experience and judgment.

A few summers ago, I was working on two team restructurings: one at RADA and one at City. I learned then that it’s never the thing you think that will really be difficult, always the one you think will be easy.

I’ve known Birkbeck since I came to London and have always admired its ethos and the opportunities it provides for people. My role as Director of Academic Standards and Quality & Deputy Academic Registrar (surely the longest job title of anyone in the College) is ideal for me at the moment. I’ve got a lovely and talented team and work with great people in Registry and across the College. I’ve enjoyed working more closely with departments, learning more about the programmes we offer and getting to know people. I’m especially pleased to be on campus a bit more now and meeting people I’ve been working with for 15 months but am only now meeting in person.

What are some tips for success?

I’d like someone to tell me! But my personal guiding lights are:

  • Do something that interests you and perhaps scares you a little bit.
  • Serve the work, not the person: that really means do the best you can by the work you’re doing rather than play politics or try to undermine someone else. Try to be straightforward, don’t withhold information, work for the team. Be ambitious for your work, not for your status.
  • When they go low, we go high (Michelle Obama).
  • Be kind.
  • Not everyone will like you, and that’s ok.
  • Always say thank you.

What advice would you give to someone starting your career/field?

Quality assurance is about standards, about consistency and above all about good learning experiences. I think it’s really helpful for someone working in a ‘central’ quality team to have had experience working in a department or somewhere like student advice, basically having had day-to-day contact with our students and also the people who teach them.  In a variation of serving the work, remember that you’re backstage not the main show. Your job is to support the education offered and that’s an essential role, but if you’re doing it well, most people won’t notice. I’ve been on the academic path and I’m married to an academic and it’s a good reminder of what we’re here to do.

What was the last thing you read/heard/saw that inspired you?

Here’s a photo of a bench by the artist Jenny Holzer I saw at Easter in the Peggy Guggenheim in Venice:

Image of the words: savor kindness because cruelty is always possible later

Otherwise, I listened on Audible to Dr Julie Smith’s Why has nobody told me this before.  Her tip for stopping ruminating is to put your hand out in front and say ‘Stop!’ And it works! Try it.

Finally, I’ve recently re-read South Riding by Winifred Holtby. A book as much about the machinations of committees and local government as anything else. Heartily recommend.

What do you do to unwind after work?

Apart now from saying Stop!, in lockdown we took to playing Bananagrams as a reset for the end of the day. I love reading and I’ve knitted my way through a great many box sets. Now the weather’s better, I’m tending my balcony plants and looking forward to my Emily Brontë rose finally flowering. I’m not entirely sure I’m much of an unwinder, except of knitting, though.

My work placement experience at Europe’s biggest Chinese film festival

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Shanshan Wu, MA Film and Screen Media student, shares her experience of studying at Birkbeck and finding a work placement. 

For the past four months, I have been doing my work placement at ‘Odyssey: a Chinese film season’, hosted by the non-profitable organisation UK-China Film Collab (UCFC). Thanks to Birkbeck and the placement host, I am leading the marketing team of Europe’s biggest Chinese film festival.  

A New Start 

After finishing my bachelor’s and my first master’s degrees in Filmmaking in Australia, I went back to China for work, and became a tutor of film training courses for young people. Then I realised I wanted more – I wanted to know more about the cinema market, film distribution, film curating, and, of course, film festivals. The world of cinema is so vast, and I wanted to expand my vision to different areas of the film industry in different parts of the world. 

Becoming a Birkbeck Student 

When researching film programmes in London, Birkbeck was my top choice. Its perfect location in the heart of Bloomsbury was a selling point, but so was its well-designed course modules in MA Film and Screen Media, which offered a wide range of options – from film curating to memory studies – all introducing and exploring cutting-edge topics and debates in the field. One of the things that interested me the most was the chance to do a work placement at a film or media related organisation. It seemed like a perfect opportunity to get hands on experience in the film industry to help start student’s careers. International students like me are often underrepresented in the professional circuit, so these kinds of opportunities are extremely precious to us.  

Securing the Placement 

For most of our fellow students, our tutors would listen to their work placement needs, and then match them with suitable placement hosts. I went through the same process, but I had also started looking for placements of my own accord too – I was really keen! My tutor, Dr Dorota Ostrowska, was so understanding and helpful in this process. When I said that I had been offered the voluntary Lead of Marketing role at ‘Odyssey: a Chinese cinema season’ film festival, she carefully considered the details. She wanted to make sure the work matched with my needs and really would be a beneficial placement for me. After the consideration, all the paperwork was signed, and the placement was secured!  

A Rewarding Journey 

Odyssey: a Chinese cinema season was held from May 10 to June 10.  With more than 60 films screened both online and in-person, and audience numbers over 2600, it is the biggest Chinese film festival in Europe this year. My placement has now ended, and I have learned so much and met so many great colleagues and friends.  

I’m so grateful to the festival and to the Birkbeck tutors for the support and insight they gave me on this journey. I now understand in detail the process of holding a film festival and discovered a new interest in film marketing and film distribution, which I had never thought of before. I’m sure this is just the beginning of another journey for me, and I can’t wait to explore more wonders of cinema.

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