Outgoing VC reflects on tenure, leadership challenges, ongoing work at UG

Oprah Winfrey, influential American media figure, once said that women should think like queens, unafraid to fail, as failure is simply another stepping stone to greatness.
“Women and girls can do whatever they want. There is no limit to what we, as women, can accomplish.”
Professor Dr Paloma Mohamed-Martin is certainly proving that sentiment, as she remains steadfast in her belief that perfection is a continuous process and that work must continue to persist if perfection is wanted. After bringing the curtains down on her six-year tenure as Vice Chancellor (VC) of the University of Guyana (UG), Mohamed-Martin maintains that sustained effort will be necessary for the university to continue its journey toward excellence.

Professor Mohamed-Martin holds a Ph.D. and is a full professor of behaviour and communications at UG. She also serves as an adjunct professor of cultural diplomacy at Trent University. Notably, she is the eleventh VC and the first woman to lead the university in its 60-year history, as well as the first female VC appointed in the Anglophone Caribbean.
This publication spoke with the VC about her achievements and her plans for the future as she prepares to step down. When asked about her most significant achievements, she emphasised collective progress over personal accolades.
“I think there could be hundreds of things that we were able to effect during the last seven years. The most defining is not an easy question. There are many things outside of the obvious – accreditations, buildings, rapid expansion to the regions, policies, and a relatively strong rise and growth in student numbers [amongst others]. But the herculean task of reforming important back-end systems, which are often intangible, I hope will leave a legacy of systems integrity, fiscal discipline and technological agility that can be perfected and built upon.”

Many were surprised by her decision not to continue in the role and explanation of her choice. Professor Mohamed-Martin said both professional and personal factors played a part, noting that globally, many VCs are increasingly choosing to step away voluntarily. She emphasised that she identifies first as a scientist and teacher and has been unable to fully engage in academic work due to the demands of administration. She warned that being unable to teach and mentor students could result in a broader loss, particularly in developing future generations of highly trained individuals.
“My family will also lose more than they already have, and I will, in my old age, be unfulfilled and unhappy. It’s time to return to the things that brought me home and to UG 19 years ago – to teach. Being Vice Chancellor is neither here nor there; it will always have a term limit. You never cease to be a teacher.”

More to be done
When asked whether she believes her work is complete, she maintained that there is always more to be done. “Nothing is ever complete in life, but we must be able to pass the baton. Using metrics from our graduate exit surveys, which assess teaching, services, amenities and overall student experience. We moved from 2.50 in 2020 to 4.1 in 2025 on a scale of one to five. That is good progress, but there is more to be done.”
She added that research output and visibility have significantly improved, contributing to the university’s steady rise in international academic rankings.
“We still have a way to go to reach the top 100. That’s the next five-year target. UG will get there.” Speaking on her experience, she reflected on the absence of female mentorship in her journey. “I had no peer, no female mentor or model who was a Vice Chancellor, and no gendered reference point. The challenge was to figure it out the best way I could. That will never be the case again for any other woman in the region venturing into these waters.”
Meanwhile, Mohamed-Martin reflected on the state of the university when she assumed office. Mohamed noted that nearly every aspect required attention. “That’s a complex question that cannot be answered simplistically. Everything needed attention, and some things always will. Previous Vice Chancellors would have started work that we were able to build upon, and we must acknowledge that.
However, there were stubborn problems that resisted change, particularly within backend service systems, which had been largely neglected.” She explained that while universities are often judged primarily on producing graduates, critical internal systems had to be strengthened.
These included reducing late grades, improving student services and responsiveness, enhancing the quality and training of academic staff, updating the pension fund system, expanding career fairs, creating inclusive policies for underserved communities, linking students with employment opportunities, strengthening counselling services and establishing an Occupational Health and Safety (OHS) office.
Looking ahead, the skies are clear for Mohamed-Martin as she remains committed to striving for perfection, noting that she will first attend to some personal matters before seeing what the future and the will of the Lord have in store for her.