From Student to President: Dr. Rene Van Acker Reflects on U of G’s Future

As shared by the University of Guelph

Dr. Van Acker speaks at a podium in academic regalia

On Dr. Rene Van Acker’s office bookshelf sits a robotic gut — a miniature version of the beloved research project in the College of Biological Science. A tiny leather jacket hangs on another shelf, symbolizing the activities of the Ontario Agricultural College.

With great pride, the newly appointed University of Guelph president is starting a collection, curating spots on his bookshelf for all eight colleges. Once complete, it will be a striking reminder of U of G’s legacies, crafted by a president whose own history with U of G runs 40 years deep.

Van Acker first stepped foot on campus in 1985. After a BSc in agriculture and MSc in crop science, he left for a PhD in England and spent over 10 years as a professor at the University of Manitoba. He returned to U of G in 2006 as department chair in OAC – associate dean in 2009, dean in 2016 and, most recently, vice president (research and innovation) in 2024. 

This October, he was officially installed as U of G’s 10th president and vice-chancellor, becoming the first U of G alumnus to serve in this role.

In the spirit of embracing his roots and a new chapter, Van Acker sat down with U of G News to discuss his career path, his vision for the University and his take on the future of higher education.

Q: You went from U of G student to U of G president. How does that feel?

A: Surreal. I still catch myself thinking, How did I get here? 

Being an alumnus roots me to this place in a very real way. I know what it’s like to be a student on this campus, to paint the cannon, to wander the Arboretum. I feel that inspiration. The beauty of campus, and all the learning that happens here, hasn’t changed — and I know it’s the value we bring to our community.

Q: What is a moment that has shaped your journey? 

A: Back in 2008, I was department chair during a major financial crunch, and a faculty colleague asked me, “What can I do to help?”

I realized I didn’t have a good answer. I felt ill-equipped, and there was a sense of hopelessness and uncertainty. 

That was the start of my journey. 

Coming into the presidency, I had my eyes wide open about the operating environment, especially budgetary concerns, and I’ve played a variety of administrative roles to help me understand how a university operates and how to empathize with staff, faculty, and leaders across campus.  

Q: You’ve said that U of G should “think big” on its path to becoming “a top-tier university.” What does that actually mean for people here?

A: We already operate at an immense scale. But it’s about recognizing that this scale doesn’t sustain itself by informal or ad hoc activity; it requires clear direction and effective processes that keep the personal touch that makes U of G so unique.

I did a lot of work in fundraising; certain lessons have stuck. If you needed to raise $500,000 for a scholarship, you weren’t going to make that by selling cookies. To get on board with the scale of the problem, you have to ideate around the right scale.

When serving our students, that means giving them experiences and services that feel top-tier quality and seamless. 

This is not meant to discourage us. It’s a chance for us to imagine more possibilities, to differentiate ourselves and celebrate what we’ve already achieved. 

For example, our NSSE (National Survey of Student Engagement) scores are high; students are reporting a great experience. 

We had our highest philanthropic donations year last year, exceeding our goal. We also ranked among the most prestigious universities in the world, placing top 10 among Canadians institutions according to the 2025 Times Higher Education World Reputation Rankings.

So yes, what we’re doing is working. We should feel competitive — and we should feel proud. And that should lead us into new ways of working.

Q: Is this a culture shift you’re calling for?

A: We’re calling it a dual mindset, but yes, it is a culture shift. While we’re dedicated to our academic mission, we’re also dedicated to our enterprise mission.

This is not about shifting away from our academic core; it’s about protecting it. 

That is where the enterprise mindset comes in. We have to think and work in ways that secure the resources to invest in our community and in turn, expand opportunities for students.

That mindset matters most for our students. Because our success relies on our students’ success and our ability to continue to offer the student experience we are known for.

Q: With AI, climate crises and an increasingly polarized world, what are your thoughts on the future of higher education?

A: Despite all those issues you mentioned, I feel very optimistic about the future of higher education. 

First, students want to come to university. In Ontario, the sector has seen a dramatic increase in demand by high school students. They want the programs, the experience, the growth. 

Second, employers have a tremendous demand for highly qualified people. 

Most Ontario adults have some sort of post-secondary education, with a big chunk of Ontarians having university degrees; 92 per cent of our own students find a job shortly after graduating. 

So, a university is not an elitist place. It is an important institution for growing the province and the country.

Demand for higher education continues to grow. That should inspire everyone.  

Q: Where does U of G fit in that story?

A: The biggest thing U of G does is train highly qualified people who fuel the economy in this country and beyond. That’s one of the most important things we do.

More specifically, there are areas where we excel — veterinary medicine, agriculture, and food — and others: psychology, human nutrition, business, engineering, and cybersecurity. We’re expanding our excellence across many of these areas and more. 

But our role isn’t only to supply highly qualified people; it’s to drive research and innovation in these spaces. That matters for companies, governments, NGOs and community organizations — for all the partners who bring us real-world problems that we work on and help build solutions for.

There will always be noise and issues swirling around us. That will never change. But our mission is consistent: why are we here, and what’s important? To Improve Life. 

If we stay true to that, we’ll be in a strong position, regardless of the issues of the day.

Published Date
Monday, October 20, 2025