Leadership In Research Series: An Interview with Prof. Andy Trafford

Prof Andy Trafford

As part of our ongoing series with academic leaders across Greater Manchester, Ben Diette (Academic Partnerships Manager) had the pleasure of interviewing Prof. Andy Trafford, a leading cardiac physiologist and Vice-Dean for Research and Innovation in the Faculty of Biology, Medicine, and Health at the University of Manchester. This series aims to highlight the importance of academic leadership in research and innovation, while gaining insights into areas of focus, collaboration efforts, and impact.

 

Can you tell me a bit about your career journey and your current role at the university?
Well, if you want to go all the way back, I grew up in the Midlands and had a passion for science from an early age, especially in understanding how things work — particularly animals. That led me to become a vet, graduating from Liverpool in 1991. However, early on during my training, I realised that general practice or specialist practice wasn’t for me. So, I returned to Liverpool to pursue a PhD in cardiac physiology, which I completed in 1996. Since then, I’ve been in academia.

Scientifically, I describe myself as a cardiac physiologist, focused on understanding how the heart functions and malfunctions in conditions like heart failure or arrhythmias. My goal is to identify potential points for novel interventions and then evaluate them. I’ve been in Manchester since 1999, progressing through various academic roles to become a Chair in Cardiac Pathophysiology. Since September 2023, I’ve taken on the role of Vice-Dean for Research and Innovation in the Faculty of Biology, Medicine, and Health.

 

How has your research journey impacted your current vision as Vice-Dean for Research and Innovation?
My research journey has greatly influenced my vision. Early in my career, I experienced the challenge faced by every academic — the need to demonstrate independence. But I’ve learned that working in partnership is what really advances research. While you have to show your own capabilities, collaboration is key. I’ve had the benefit of working with some standout leaders who have served as role models, providing clear examples of vision and leadership. For me, it’s all about teamwork. There’s no “I” in team, and successful leadership is about facilitating partnerships, establishing common goals, and working together toward shared ambitions.

 

Looking forward, where do you see particular research strengths and potential areas of focus in the next few years? Where do you see opportunities for collaboration?
There are many areas of strength within the university, particularly in health-related research, though I won’t be able to cover everything. To focus on health innovation, areas like antimicrobial resistance, engineering biology, microbiome research, and inflammation stand out. We also have a well-established Cancer Research Beacon, particularly in collaboration with The Christie NHS Foundation Trust.

Recently, the external recognition of these strengths has been underscored through awards like the NIHR Manchester Biomedical Research Centre (BRC) Award and the British Heart Foundation Centre of Research Excellence. Data is another area where I see tremendous opportunity. While we aren’t yet at the level of tech giants like Apple or Google, data-driven partnerships could be transformative for health and social care, especially stemming from Greater Manchester’s health devolution.

 

You’ve mentioned collaboration with external partners like The Christie. Can you share examples of how collaborations with clinicians, industry, or patients have benefited research at the university?
Definitely, some standout collaborations include the Walgreens Boots Alliance with the university, which was renewed last year. This partnership has greatly benefited areas like matrix research. Another key example is our work with Varian Medical Systems and The Christie on proton beam therapy — a unique area of strength for Manchester.

We also have collaborations with several pharmaceutical companies, such as Pfizer and Eli Lilly. These partnerships support both clinical trials and early-stage discovery research. For instance, work on hypertension and obesity is supported by pharma partners, which helps us evaluate intervention points in the early stages of research, eventually transitioning to clinical settings.

 

It sounds like collaboration is really central to what you do. What role do you think collaboration should play in research, particularly with patients?
I believe collaboration should be at the core of everything we do. It’s becoming increasingly rare for a single researcher to see a project through from concept to delivery on their own. Involving a wide range of collaborators — including patients —early on is crucial. Designing experiments in collaboration with patients not only improves the research outcomes but also ensures that the research addresses real-world needs. When everyone is working toward a common goal from the outset, you’re far more likely to succeed.

 

Moving on to research impact — do you have any thoughts on why research impact is so important? And are there any tips you would share with researchers around developing impact?
There are multiple definitions of impact, but generally speaking, if we consider it as an activity that leads to some form of societal benefit in its broadest sense, then it’s something we all aim for. Whether it’s extending our understanding of biology or healthcare, or making a tangible difference to patient care, the idea of impact can be quite broad. It could be environmental, patient-centered, or even policy-related. I don’t think there’s a single definition we need to subscribe to, but it’s something that we’re all doing, even if we don’t always recognise it.

Why is impact important? For many, it comes from a desire to make things better or to increase understanding. There are also external drivers — financial drivers — where impact is a key factor in assessments like the Research Excellence Framework (REF). Funders, whether public or private, expect our work to have some societal impact.

As for tips, it comes down to partnerships. Set your vision early, involve the right people, and make use of the expertise around you, whether that’s academic, clinical, policy, or support staff. Don’t just focus on the experiments and publications; ensure that you’re gathering evidence as you go along. For example, it could be parliamentary questions or policy statements that show the impact your work is having. Partnerships and bringing together various skill sets are key to maximising impact.

 

That sounds like a skill in itself, to keep impact in mind alongside everything else.
It probably is. Being a scientist, researcher, or clinician also means knowing how to use the expertise around you and getting the most out of everyone. The whole is always greater than the sum of its parts — or at least it should be. One thing I’d add is around patient safety — it’s an area with significant infrastructure dedicated to bringing people together around a broad common purpose. That infrastructure is key to ensuring that we can deliver impactful research. Of course, this doesn’t downplay the importance of individual research programs, but collaboration is vital.

 

Through his experience and insights, Prof. Andy Trafford highlights the critical role that collaboration — whether with academic colleagues, industry partners, or patients — plays in advancing health-related research. His leadership at the University of Manchester is helping to drive innovative solutions to complex health challenges, emphasising the importance of shared goals and teamwork in achieving impactful outcomes.

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