“I have spent most of my career, over 20 years, working in clinical trials units. I have always seen trials not just as research projects, but as the way we create real, lasting changes in care.”
Hammond has overseen large, multicentre studies across drug trials, medical devices, and complex interventions. He began in cancer trials but has since worked across a broad range of specialities and conditions.
“I have worked in many different clinical areas, but what has remained constant is the importance of rigorous design and strong delivery.”
Alongside overseeing major studies, he has maintained a strong interest in improving how trials are designed and delivered. His work has explored innovation in operational models, with a particular focus on decentralised approaches that reduce the burden on patients and health services while maintaining methodological integrity.
Even when an intervention does not work, that result is just as important.
For Hammond, innovation is not about novelty for its own sake.
“It is about making trials work better. If we can design studies that are more efficient, more resilient, and easier for patients and clinical teams to take part in, we increase our chances of answering important questions properly.”
That commitment to evidence sits at the centre of his leadership philosophy.
“Clinical trials are complex and demanding, but they remain the only reliable way to answer the questions that matter most to patients and clinicians. Even when an intervention does not work, that result is just as important.”
There is a real appetite to lead ambitious studies that make a difference.
Since taking up the post, Hammond has prioritised meeting with colleagues across the University and partner organisations. In his first weeks, he has met established clinical academics, established investigators and early-career researchers to understand both the existing strengths and the ambitions for growth.
“From senior academics to first-time investigators, I’ve seen first-hand that Sheffield has remarkable research potential. The foundations are already in place, and I’ve been genuinely excited by the diversity of ideas. There is a real appetite to lead ambitious studies that make a difference.”
Those early conversations have reinforced his belief that the CTRU should be positioned not simply as a support function, but as a strategic partner from the earliest stages of research development.
“I want the CTRU to be seen as fundamental to the research environment here. We should not just deliver studies once funding is secured. We should be shaping the questions, strengthening the design, and helping colleagues develop competitive, fundable programmes of work.”
If we get the culture right, the research will follow.
A central ambition is to increase both the volume and impact of Sheffield-led trials. That means engaging early with new researchers, supporting them in turning strong ideas into robust proposals, and aligning that work with the University’s broader research strengths.
While growth and profile matter, Hammond is equally clear that culture is essential.
“High-quality trials are delivered by multidisciplinary teams where expertise is respected, and people’s perspectives are valued. Sustaining an environment where people feel supported and challenged to contribute fully is essential. If we get the culture right, the research will follow.”
When you are properly away from everything, the priorities become very simple.
Outside work, Hammond gains perspective from time spent exploring and from his annual trips to the Scottish Highlands. Each year, he joins friends for kayaking and wild camping.
“When you are properly away from everything, the priorities become very simple. You focus on the immediate task. It gives you space to think, and you come back clearer about what matters.”
These trips reinforce the importance of preparation, adaptability, and staying calm when plans change.
At home, balance comes from family life and Nell, his rescue greyhound, affectionately described as a “forty-mile-an-hour couch potato.” A long-time supporter of Norwich City Football Club, Hammond jokes that following the team has been “excellent training in managing expectations.”
As he begins his tenure as director, Professor Hammond is focused on building momentum, strengthening partnerships, and ensuring the CTRU delivers rigorous, innovative trials that make a measurable difference to patient care.
Professor Matt Hammond
- More than 20 years of experience in clinical trials
- Former Deputy and Interim Director of the Norwich Clinical Trials Unit, University of East Anglia
- Member of the UKCRC Clinical Trials Unit Directors Group and a panel member for the NIHR Research for Patient Benefit (RfPB) programme