Interview with Vice Dean Philippe Deruelle, Chair of the Academic Council

1. You have been elected Chair of the Pedagogical Council. Could you tell us about your background and your area of expertise?

My career path has been that of a clinician passionate about teaching. As an Associate Professor of Obstetrics and Gynecology since 2008, I gained my experience in Lille and Strasbourg before joining the Montpellier-Nîmes Faculty of Medicine in September 2023. My clinical specialty led me to coordinate postgraduate education for my discipline at the national level (CEGO), notably drafting the curriculum guidelines and establishing a national bank of clinical skills assessments (ECOS).

Teaching has always been a cornerstone of my work, not just a side activity. I had the opportunity to lead the PACES program in Lille for eight years, and later served as Vice Dean in charge of graduate studies in Strasbourg. More recently, here in Montpellier-Nîmes, I have been co-coordinating the University Diploma in Medical Education. My identity is also shaped by the values of judo, in which I hold a black belt: humility, respect, and sincerity guide my actions every day.

2. How do you plan to balance your professional responsibilities with your role as Chair of the Academic Council?

It’s a balancing act, but I’m approaching it with a clear strategy: collegiality. This presidency isn’t the responsibility of a single person, but of a dedicated team; to be effective without burning out, I will rely on the intelligence and energy of all the board members.

It is essential to remember, however, that teaching is not confined to the walls of this institution. It is in the very DNA of every teacher in our faculty, regardless of their location or the setting in which they work. My role will be to foster this shared passion and ensure that every teacher feels supported and valued in this mission of knowledge transmission, which lies at the heart of our profession. By better structuring our governance—notably through a Department of Medical Pedagogy equipped with appropriate resources at each site—we will enable everyone to fully commit to this work without hindering their other hospital-university responsibilities.

3. What will your contributions and goals be? What projects do you hope to carry out in your role?

Our collective ambition can be summed up in a single sentence: to put people and clinical practice back at the heart of our training. To achieve this, our priorities are centered around five areas of transformation:

• Prioritizing clinical time and reasoning: Itis essential to reaffirm the central role of clinical rotations and to emphasize clinical reasoning and the assessment of symptoms.
• Building a Department of Education of Excellence: Together withthe Dean, we aim to strengthen the Department of Medical and Health Sciences Education to make it a national and international center of excellence. This requires securing funding to support dedicated staff (educational engineers, coordinators) and actively supporting research in education—a field in which our faculty already excels, particularly in the area of artificial intelligence (AI), as evidenced by its publications in prestigious journals such asNEJM AI andMedical Teacher.
• Making AI an Educational Ally: AIshould not be something we simply endure, but something we master. It is essential to train students and teachers in these tools. The goal is to use AI to personalize learning and free up time for tutoring and critical human skills. We are fortunate to have experts in this field who will lead the entire community toward this revolution.
• Valuing and supporting the teaching community: It is important to restore a sense of purpose to the teaching profession and to recognize the dedication of every teacher. It will be important to provide specific support for the careers of our CCA teachers, who will be our future academics.
• Strengthening dialogue with student representatives: Education is a collaborative effort that requires everyone’s support. I want to maintain regular communication with student representatives, particularly to establish guidelines for new technologies such as artificial intelligence through a joint charter, and to ensure that the Council’s decisions reflect the realities of their academic programs.

The idea is to move beyond the simple transfer of knowledge to the active design of learning experiences, where technological innovation supports clinical excellence and respect for human dignity. The Montpellier-Nîmes Faculty of Medicine must uphold its centuries-old tradition by drawing on five core values:collegiality,transparency,high standards,commitment, andinnovation.

4. What motivated you to run for office?

My motivation stems from an immediate connection to this faculty. From the moment I arrived three years ago, I was struck by the energy and innovative spirit of our community. I have been inspired by a group of incredibly dedicated colleagues who share a common vision: that of a rigorous yet deeply human approach to teaching.

I do not view this presidency as an end in itself, but rather as a position of service. I want to draw on my national and cross-disciplinary experience to lead this collective effort. My decision to run was driven by a desire to help ensure that the Montpellier-Nîmes Faculty remains a national leader, while continuing to listen to every faculty member and every student.