Many friends, family members and even colleagues don’t understand what I do. I often joke that I feel like Chandler Bing from nineties sitcom Friends – I’ve explained my job a million times, yet no one seems to know what it is.
Despite this, the business relationship manager (or strategic business partner, as it’s known at the University of Southampton) is an increasingly vital role in higher education. At its core, the role is about building connections to ensure that technology and digital initiatives align with university goals across teaching, research and professional services. When properly empowered, it helps institutions maximise investments, innovation and meaningful impact.
Aligning people, purpose and progress
The business relationship manager role helps surface and shape institutional IT goals and plans, whether that involves enhancing infrastructure (such as developing smart buildings or upgrading the campus-wide network) or implementing software solutions (like a leisure management system, legal management system or a new enterprise resource planning system). The business relationship manager also provides advice and guidance to IT colleagues on engagement with the wider organisation, supports teams in navigating IT processes, and serves as an escalation point and mediator when challenges arise.
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By strengthening relationships across the institution, the business relationship manager positions IT as an enabler of progress rather than an obstacle. (Strategic business partners at our university use this video to introduce new stakeholders to our role before introductory meetings.)
Practically speaking, my team and I have multiple hats, as facilitators, negotiators and advisers, and are involved in functions from high-level strategy discussions to operational planning. We help ensure that business priorities inform decisions around technology and that stakeholders, including academic leads, professional services teams, IT colleagues and external partners, remain engaged throughout projects and developments.
Additionally, as a team we help colleagues navigate internal processes to initiate IT projects, which can be challenging for those who don’t commission work regularly. Universities seem to love governance, which is both a blessing and a curse.
My work also includes leading the IT work stream for our new international campus in India, coordinating teams, managing risks, managing relationships with external partners and identifying opportunities to further enhance the student experience for our international cohort.
The challenges of the business relationship manager role
Despite its strategic focus, a common challenge that business relationship managers face is distancing themselves from operational responsibilities. Other IT teams sometimes struggle to determine how an issue should be addressed, leading to an expectation that we will step in. This can stem from a lack of clarity around the role or leadership not fully empowering it. To shift this perception, our title was changed from business relationship manager to strategic business partner, reinforcing our role in shaping institutional direction rather than being seen solely as problem-solvers.
That said, I believe it’s important to stay lightly engaged in operational matters – around 10 per cent of the time – because doing so helps maintain credibility with senior stakeholders. When they see you as someone who understands both the day-to-day realities and the bigger picture, they are more likely to seek your input on both tactical and strategic matters.
Another challenge is the overlap with other roles that also have engagement responsibilities, such as communications teams, business change managers and project managers. Without clear role definitions, there is a risk of duplication, confusion or gaps in delivery. The key is to respect each other’s remits and work collaboratively. A shared understanding of responsibilities is best achieved through regular meetings and open information exchange. Failing to do so can lead to disconnects that harm both reputation and delivery.
Enhancing the student experience
The business relationship manager role also contributes to the student experience – and this is one of its most rewarding elements. Engaging with student committees and initiatives gives us insights that add depth to National Student Survey results, whether that is addressing accessibility issues, enhancing digital learning environments or improving support services.
Expanding influence beyond the role
Exploring opportunities outside the immediate remit of the role can strengthen your understanding of the institution and its people. For instance, I chair our university’s Race, Ethnicity and Cultural Heritage Network. While this might seem unrelated to my role as a strategic partner, it has provided valuable insights and personal satisfaction that enhance my engagement with the institution. Accessibility and inclusivity affect every work area in IT. Broader perspectives ensure IT solutions are relevant across the university.
I also serve on the university council. My IT role and involvement in EDI provide a strong platform to represent the realities on the ground in strategic discussions.
I’m not suggesting that everyone follow the same path, but engaging in institution-wide activities creates a value proposition that is difficult for a university to overlook.
Finally, if the role does not reach the seniority level you aspire to, you need to decide whether to stay and adapt your approach to fit the organisation’s expectations or seek an institution that aligns more closely with your vision for the role. Neither choice is right or wrong; it’s simply about finding the best fit for you.
Change agents driving institutional impact
When universities fully support the role, business relationship managers can become powerful change agents. Our insight into IT capabilities and stakeholder needs allows us to articulate how initiatives will add value. By framing change in ways that resonate with different groups, we increase the likelihood of acceptance and successful implementation.
One of the most exciting aspects of this role is seeing both the strategic and operational sides of university activities. This perspective enables us to identify opportunities where long-term goals and immediate actions align to create broad benefits.
I don’t want to give the impression that we at Southampton have perfected the role, however. We are constantly learning and must regularly adapt to stay in the loop and avoid becoming an afterthought. That said, at a recent UK role-specific event I co-organised, attendees were asked to draw an image representing how they feel when they are “truly BRM-ing”. I drew a fire. For me, being fully engaged in this role feels like being “on fire”, adding value, making connections, maintaining a holistic view of the university and aligning tactical actions with strategic goals.
Bhupinder Siran is associate director of strategic partnerships at the University of Southampton.
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