23.9.2025
The Faculty of Physics and Astronomy recently welcomed Dr. Johanna Schwarz as its new administrative director. In an interview with Tina Kuka, coordinator at the CRC 1225 ISOQUANT, she talks about her motivations, her first impressions of the faculty, and the ideas she wants to bring to her new role.
Tina Kuka: Your career path has taken you from geology to scientific publishing and then to university transfer. Could you briefly outline that journey for us?
Johanna Schwarz: I studied geology and earned my PhD in paleoceanography in Bremen. After that, I entered the scientific publishing world—first in Bristol at Institute of Physics Publishing (IOPP), and later at Springer Nature in Heidelberg, where I managed international programs in the geo- and environmental sciences for twelve years.
I then joined hei_INNOVATION, where I helped to advance technology and knowledge transfer in the natural and engineering sciences at Heidelberg University. There, I built networks, developed new formats, and supported researchers in bringing their projects to life. What I found particularly exciting was that, alongside patents and start-ups, we also pushed topics like sustainability and science communication.
You then transitioned into the management of the Faculty of Physics and Astronomy. What aspects of this new role most appealed to you?
Physics has always been part of my life. My father is a physicist, and so are two of my brothers – and although I chose a different field, I’ve always been fascinated by the subject. Through my work at hei_INNOVATION, I already knew the faculty well and had a sense of its great atmosphere and potential.
The position appealed to me because it brings together many strands of my experience: my scientific background, the strategic and organizational skills from publishing, my work in knowledge transfer, and a strong network at the university. All this in a faculty I already knew and felt connected to – it was simply a perfect fit.
You’ve been in office since April 2025 – how would you describe your first months with the faculty?
Very positively. I felt at home from day one and was extremely warmly welcomed. Many colleagues invited me right away to visit their institutes and learn more about their work. I spent the first few weeks familiarizing myself with the environment, engaging in numerous conversations, and building networks – something that’s personally very important to me and essential in this role.
It was especially exciting to explore the diverse and unique spaces within our sprawling faculty. Along the way I discovered quite a few hidden corners, historical treasures, and little-known stories. These deserve to be brought to light! They could show people outside the faculty which great minds shaped physics in Heidelberg, and where and how they worked in various times. I already have a couple of ideas about how we could do this.
What defines the role of administrative director for you – and how do you balance administration, strategy, and support?
Although administration may seem dry from the outside, I don’t see it that way at all. I don’t shy away from it – on the contrary, it’s essential for keeping a large faculty running smoothly. And I’m very fortunate to work with such a dedicated team.
At the same time, I see my role as that of a driver of change. Beyond ensuring smooth operations, I would like to advance issues of university-wide importance – diversity, sustainability, and digital transformation, for example. For me, management means recognizing structures, keeping an overview, spotting potential, and enabling change.
Digitalization is a good example. It can make processes more efficient and workflows simpler – but consistent implementation requires courage, clarity, coordination, and smart change management. I see myself as someone who mediates, moderates, and sets impulses whenever needed.
Strategically, I work closely with the faculty board to actively shape the short-, medium-, and long-term direction of the faculty. This combination of administration and strategy is what makes the role so appealing to me. Supporting students, researchers, and staff always comes first.
I also believe the dean’s office is an important interface – internally, between institutes and partners such as the Max Planck Institutes, and externally, with other faculties, the central university administration, and beyond. At these interfaces, the so-called “decentralized administration” can build bridges and develop sustainable solutions.
What does good leadership mean to you – and how do you want to embody it as administrative director?
I was fortunate to learn from inspiring leaders throughout my career, and I want to use those experiences to help foster a positive and sustainable leadership culture in our faculty. For me, good leadership rests on fairness, honesty, and transparency. Participative leadership is especially important, as is self-reflection and openness to feedback.
As leadership becomes increasingly important at universities, I’d be delighted if our faculty could take a pioneering role, particularly for early-career researchers. Support structures such as bottom-up approaches that introduce leadership skills early, or buddy programs where experienced colleagues mentor new leaders, seem particularly valuable to me.
Reliable mechanisms for open communication and constructive conflict resolution are equally important. At the graduate school, the “Supervision Guidelines” already provide a clear process with defined contact points in case of conflict. It would be worth considering whether similar structures could be introduced for all staff and students, to further strengthen a culture of respect, openness, and mutual support.
What do you consider to be the biggest challenges for the faculty – and where do you see the greatest opportunities for growth and development?
Our biggest challenge is the sheer complexity of what we have to do at once: enabling research at the highest level, offering excellent teaching, staying technologically up to date, and remaining well organized and financially sustainable.
A major opportunity lies in the many new appointments of recent years, which bring fresh perspectives and innovative research fields. Our diverse interdisciplinary collaborations also hold enormous potential – for example, between physics and astronomy and mathematics, medicine, biotechnology, and environmental sciences. In some cases, even connections with the humanities and social sciences could provide new impulses. And, of course, the ongoing digital transformation—especially the potential of artificial intelligence—will play a significant role in our future development.
Although teaching isn’t your primary responsibility, how do you stay connected with students, and what issues are most important to you?
Staying in touch with students is one of the most rewarding parts of my job. I really appreciate that students are represented on so many committees, from the faculty council to the graduate school, because it allows us to directly include their perspectives. I encourage everyone to use this opportunity and make their voices heard!
Particularly inspiring for me are the direct exchanges – for example, when I’m invited to the student council or the doctoral convention. I always gain lots of new ideas from those conversations.
How can our faculty foster stronger connections between research and public dialogue?
Physics and astronomy are fascinating fields, but their complexity can make them feel out of reach for many people. That’s why it’s so important to share our research in ways that are both clear and exciting. And I’m sure we can do that – not just by presenting information, but by really engaging in dialogue. In fact, I think we can afford to be more creative and courageous in our outreach. At the graduate school in particular, I’d love to show how valuable – and enjoyable! – effective science communication can be.
To sustainably strengthen both knowledge and technology transfer, however, new forms of recognition and additional resources are essential. The faculty cannot do this alone; it needs university-wide support and, in the long run, higher education policy decisions. With my background in technology transfer, I hope I can contribute to these developments and help the faculty stay open to new ideas and approaches.
Diversity and inclusion are central to our faculty’s values. What steps do you envision to further advance and foster these principles?
It’s very important to me personally to create an environment where staff and students feel well supported. This goes beyond gender equality to include social background, cultural heritage, age, and different physical and mental conditions. Our goal is to fully integrate diversity into the fabric of our faculty culture.
From my past experience, I know that interest groups and communities can help foster exchange and strengthen networks. An external audit could also be valuable to reflect on the situation and initiate targeted improvements. I look forward to contributing these impulses in my role and working together to find ways of further promoting diversity and inclusion.
You are also active in cultural activities on a voluntary basis. What role does music – or culture in general – play in your life?
Music has been part of my life for as long as I can remember. Rehearsing with the Bach Choir Heidelberg provides a wonderful balance, and as its chairperson, I’m also involved in the local cultural and choral scene at different levels.
This voluntary work is important to me because it’s meaningful and rewarding. I also find the connection between culture and science fascinating. A great example is our faculty’s Artist-in-Residence program, which brings art and research together in a special way. There is enormous potential in such synergies, and with our faculty’s diversity – from modern labs to historic sites – we could tap into that even more.
Is there a project or topic that is especially close to your heart – something you definitely want to initiate?
One concrete project is reintroducing a graduation ceremony for our master’s students. I think a formal farewell is important to properly honor this achievement and symbolically “send off” graduates into the world. I would very much like to reinstate this tradition.
Looking further ahead, I believe it would be valuable for a faculty like ours to develop a shared mission statement – a vision that offers guidance and truly involves and motivates all members. In the corporate world, such a mission is taken for granted; I think it could be just as beneficial for us. A shared vision would not only provide orientation, but above all make our shared values visible and strengthen collaboration among students, researchers, administrators, and technical staff.
That was a perfect statement to wrap up our conversation. Thank you for your time and openness.
MIRACULUM BY HELENA KLUSSMANN
