Purpose: Quality assurance (QA) at one University has evolved over the past 15 years through emerging National and European standards, various leadership initiatives and through the engagement of key stakeholders in co-designing and implementing internal QA processes. In 2000, the QA process was focussed mainly on quality review (QR) that involved extensive reporting of information. It was characterised by stakeholders as a largely reactive culture, treated with scepticism by faculty staff and that struggled to convince both management and faculty that QA provided value. In 2016, QR is now leaner, more evidence based and focussed around creativity and enhancement. In addition to QR, additional QA processes now incorporate a variety of activities including benchmarking, structured policies and procedures and research assessment. QA is also part of a tripartite approach that links quality, strategy and performance together, with quality focusing on assuring an appropriate standard of excellence, strategy guiding faculty towards a vision of the future and performance providing evidence of quality enhancement and strategy execution. The paper provides a case study of the transformation of QA at the University. Design/methodology/approach: The research uses a case study approach. It documents a methodology used to engage a wide number of stakeholders in a self-evaluation process and the results of that process, i.e. enhancements to the internal review process and various policies and procedures. Findings: There are early indications that the University's internal QA has migrated towards a more responsive culture and is increasingly endorsed by the various internal and external stakeholder groups. Research limitations/implications: This paper presents the evolution of QA and potential lessons for the wider Higher Education Institutions (HEI's) sector. Originality/value: This paper provides a case study of changes to QA processes at one university that has risen significantly in various university rankings since. Some evidence is provided to show that quality initiatives have contributed to overall performance.