What personal challenges and tactical problems arise when a leader attempts to turn around an educational organisation regarded as failing and not given much prestige by the media and wider public? The London Metropolitan University had for several years been designated by its regulator as 'At Higher Risk'. In 2012, it had lost its 'Highly Trusted Status' and United Kingdom (UK) Border Agency licence, necessary for admitting international students. It was spending 25 per cent above average on salaries but posting some of the worst results in the country for student satisfaction and graduate employment. Industrial relations were understandably toxic, and neither staff nor students had much trust in the leadership. As he steps down as Vice-Chancellor of London Metropolitan University, the author reflects in a new Higher Education Policy Institute (HEPI) Policy Note on the measures he took during his time as Vice-Chancellor (2014-2018), which helped to transform the University from a struggling institution to one with improving scores in all key performance areas.