2025/26 Candidates' Responses Guide

2025/26 ELECTION CANDIDATES’ RESPONSES GUIDE

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This guide presents the individual candidates for positions on the 2025/26 Board of the Macquarie University Law Society

Each candidate profile contains: 1. Candidate’s Name 2. Candidate’s Photo 3. Candidate’s responses to the questions submitted Pursuant to section 9 of the Election Regulations, the candidates have been grouped by the positions for which they are nominating and alphabetically ordered by surname.

Question Period MULS Members can ask nominees any questions here ●

Saturday, 11th October 2025, 9am - Question period opens

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Saturday, 11th October 2025, 5 pm - Question period closes

Voting Period: ●

Saturday, 18th October 2025, 5pm - Polls open

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Monday, 20th October 2024, 5pm - Polls close

Voting will take place on iLearn

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NOMINATION CONTENTS

PRESIDENT ............................................................................................................. 4 ADITI PAL ...................................................................................................................... 5 SECRETARY ........................................................................................................... 11 HAYDEN LEE ............................................................................................................... 12 TREASURER........................................................................................................... 16 AMEYA DESHPANDE ................................................................................................. 17 ORION SHARP ............................................................................................................ 21 EDUCATION .......................................................................................................... 26 ISABELLA CAPPELLUTO ............................................................................................ 27 SOCIAL JUSTICE .................................................................................................... 30 RAYANNE SABRA ....................................................................................................... 31 CAREER ENGANGEMENT ..................................................................................... 34 ZOE BYRNE ................................................................................................................. 35 COMPETITIONS - ADVOCACY .............................................................................. 37 COMPETITIONS – PROFESSIONAL SKILLS .......................................................... 38 RACHEL JUSTIC........................................................................................................... 39 PUBLICATIONS ..................................................................................................... 41 KAYLEN LA BROOY .................................................................................................... 42 MARKETING.......................................................................................................... 45 EVENTS ................................................................................................................. 46 CHANTELLE BOURNE ................................................................................................ 47 JURIS DOCTOR AND POSTGRADUATE ................................................................ 51

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PRESIDENT

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ADITI PAL 1. How would you respond to a challenge faced in this role?

I recognise that managing 11 unique portfolios as President will each present its own distinct challenges. Through my progression within MULS, from Executive Officer to Board Member, I have gained a strong understanding of the expectations and nuances of each role. This has informed my four-part approach to responding to challenges which I intend to tailor in accordance with the specific needs of each portfolio: 1. Being Proactive: Effective responses to challenges start long before issues emerge. I will make effective use of the 2025/26 summer planning period and balancing structured meetings with regular check-ins, to anticipate and address potential challenges that may arise. By applying this risk-aware strategy across all aspects of the role, from initiative planning to stakeholder engagement, I will ensure decisions consistently prioritise the best interests of the society.

This approach will not only reduce the likelihood of challenges but also fosters confidence within MULS. 2. Active Listening: Despite proactivity, I recognise that some challenges are inevitable, whether they are internal or external. When they do arise, my first step is to listen carefully and consider all perspectives before implementing a solution. This considered approach prioritises thoughtful and informed decision-making and seeks to maintain trust with members.

3. Solution Building: Once the challenge is understood, I work collaboratively through engaging board members in an open-dialogue to explore practical solutions. For challenges that require direct leadership, I am prepared to act decisively with a course of action that is timely and aligned with MULS’ best interests, while keeping members informed.

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4. Implementation: Once the most effective solution is identified, I prioritise clear communication and coordinated action to ensure smooth implementation. This is achieved through monitoring progress and adjusting the response as necessary in light of any new developments.

2. Great to see you nominating for President, Aditi! How do you plan on balancing the workload of fourth year law school and the requirements of this position?

I recognise that this role carries significant responsibility and an onerous workload, as does studying law in my fourth year. Though studying a double degree with a Bachelor of Laws and Social Sciences where I added social science later on this has allowed my law subjects to be spread out over a longer period, which has eased the workload of each semester and has granted me the capacity to dedicate time to MULS. That said, I have also built strong time management skills throughout my studies, evident in my third year where I balanced a full-time study load, part-time work, volunteering as a Research Assistant, competing and judging across competitions whilst serving as the VicePresident (Events) for MULS,.

However, I recognise that the duties of President demand a significantly greater time commitment of 30 to 40 hours per week, compared to the Vice-President role. Therefore, to ensure I am well-prepared for the duties of President, I will use the 2025/2026 summer period to establish a strong foundation for the year ahead. I intend to use this period to ensure a smooth transition into the new term and positioning MULS for success. Key focuses will include: Relationships: -

Maintain our relationship with the Law School and discuss goals for the student experience and graduate development with Professor Lise Barry.

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Grow our engagement with intervarsity law societies to expand collaboration opportunities.

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Organising meetings with stakeholders in collaboration with the Vice-President (Career Engagement)

Structure: -

Oversee thorough portfolio handovers for continuation of knowledge.

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Elect the 2025/26 Executive Council Members.

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Direction: -

Speak with Board and Executive members to understand their goals for their portfolio.

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Develop a clear and shared vision for MULS.

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Organise the preliminary MULS initiative calendar.

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Support Board Members in planning the annual budget with the Treasurer.

As the academic year begins and study commitments resume, I remain mindful of sustaining my long-term commitment to MULS. I recognise that certain periods require heightened involvement, such as May, which I have an awareness of and will limit external commitments accordingly. I also intend to make strategic use of quieter periods, such as the break before Semester 2, to reflect on the progress of MULS within Semester 1 and prepare for emerging demanding responsibilities.

3. Considering the remarkable success achieved by the 2025 President and Executive Council, how will you lead the Law Society to achieve even greater success in 2026 while maintaining its strong reputation and strategic vision?

I agree that 2024/25 was an exceptional year for MULS, and I had the privilege of contributing to that success as a Board Member. Working closely with the President and Executive Council, I witnessed firsthand the strategic decisions, collaborative efforts, and thoughtful leadership that drove our growth.

That said, my direct involvement also gave me insight into areas where we can continue to evolve. 2026 presents a new chapter of MULS and with it, the opportunity for innovation.

While I intend to preserve the strengths and reputation MULS has cultivated, I also see this as a chance to expand our vision.

Key areas of growth include: 1. Expanding External Relationships In 2024/25, significant work was done to enhance MULS’s reputation with sponsors, and I intend to maintain and build on those efforts. I will work closely with the Vice-President (Career Engagement) to plan and execute sponsorship meetings early in the term, ensuring our partnerships remain strong.

Beyond sponsorships, I see substantial opportunity for growth in intervarsity collaboration. There is significant opportunity for joint collaborations with other university law societies across portfolios such as Competitions, Events and Social Justice. By 7

positioning MULS as a collaborative society, we can foster long-term relationships that benefit our society. I will reach out to other societies to establish early and regular dialogue to explore shared goals.

Further, I aim to deepen engagement with external law societies across NSW. These relationships will not only enhance MULS’ visibility, but also equip us with broader knowledge of the legal environment by hearing from their diverse perspectives, offering opportunities for professional development.

2. Student Experience This year, MULS saw a significant increase in membership which is a clear reflection of the society’s growing presence and relevance within the student community. With more students engaging than ever before, I recognise that we have a unique opportunity to build on this momentum and further enrich the law school experience for our students.

In 2026, I aim to ensure MULS continues to be a society that students across all stages of their degree see value in. My focus will be on encouraging innovation amongst the portfolios to offer a wider range of initiatives that resonate with students at different points within their degree. To assist this, I believe there is opportunity to offer more avenues for feedback from our students beyond our current enquiry system. By hearing from our members, we can ensure MULS continues to evolve as a student-focused society and help us continue to act in its best interests.

In 2026, I aim to ensure that MULS remains a society that students across all stages of their degree see genuine value in. My focus will be on encouraging innovation within portfolios to explore a broader range of initiatives that reflect the diverse needs of our growing membership. To support this, I see a clear opportunity to expand our avenues of student feedback beyond the current enquiry system. This will support MULS’ understanding of what our members value, allowing us to continue to meet the needs of our members whilst acting in the best interest of the society.

4. Are there any particular changes in the society you are hoping to make? What is your big goal for the society in 2026?

My overarching goal for MULS in 2026 is to ensure it is a society that every law student, regardless of where they are in their degree, feels excited to be part of and sees genuine value in. I aim for MULS to be a constant source of connection, opportunity, and support throughout the student journey.

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As discussed earlier, this year has seen remarkable growth in membership and engagement, and I believe we are at a pivotal moment to build on that momentum. The changes I hope to lead are not about reinventing the society, but about refining and expanding our work. I am committed to leading the Board Members and Executive Council Members to create and execute initiatives that are all the more inclusive, impactful, and reflective of our members’ needs.

As discussed earlier, my key priorities of strengthening MULS’ reputation through relationship-building and enhancing the student experience directly support this goal.

Ultimately, I intend for MULS to be recognised not only for the quality of its initiatives, but for its ability to support students meaningfully throughout their degree, ensuring they feel represented and connected.

5. What are your broader goals for sponsorship which you will execute with the VicePresident (Career Engagement)?

I recognise that Career Engagement is one of the most important aspects of MULS for our members. Each student’s career path is unique, shaped by their individual interests across both private and public sectors. In 2026, I am committed to supporting the Vice-President (Career Engagement) in delivering initiatives that reflect this diversity and continue to grow in impact.

Relationship-Building: I will actively assist in maintaining the strong sponsorship relationships established this year, while also supporting efforts to expand our network. By utilising the 2025/26 summer period to initiate sponsor meetings early, I seek to position MULS as a competitive and visible society ahead of the academic year.

Maximising Exposure: To maximise the reach and impact of our career initiatives, I will work to strengthen communication between the Vice-Presidents of Career Engagement and Marketing. This collaboration will ensure that career events are effectively promoted and accessible to all students, helping us connect more members with opportunities that reflect their diverse interests.

Hands-On Support: I understand that May is an especially demanding period for the Career Engagement portfolio. I will be available to provide practical support where needed, from managing 9

correspondence with firm representatives, attending meetings in person, or assisting with logistics. My aim is to be a reliable and proactive partner to the Vice-President especially during these peak periods.

Supporting Unique Growth: I also aim to support the Vice-President’s unique vision for 2026 from exploring new partnerships that reflect emerging areas of legal practice and student interest to introducing new initiatives that are responsive to the evolving needs of our members.

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SECRETARY

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HAYDEN LEE 1. Do you think you are good at coming up with innovative ideas for MULS? Yes, I do believe I have a strength in identifying practical innovative ideas to serve MULS and its wider community and stakeholders. In my current role within the MULS Advocacy Portfolio, I have been committed to improving and streamlining communication with our competitors and volunteers. This has involved me thinking of new innovative ideas to implement in this communication.

An example of this would be with my organisation of the Witness Examination Competition. Organisation of this competition involved communication with additional stakeholders as opposed to an ordinary moot, as it was my responsibility to source volunteer witnesses for each competitor spanning across multiple rounds of the competition. This task has notoriously been difficult, as a lack of witnesses has previously resulted in several rounds needing to be rescheduled.

To overcome this, I put forward the idea of an EOI that could be sent out as opposed to the previous method of sourcing witnesses being emailing the MULS executive team to fill spots. With the assistance of our Foundations Executive, we distributed this EOI to our first-year mooters allowing them to not only gain exposure to MULS competition offerings but also be given the opportunity to get involved further with MULS and its network of competitors and judges.

In this process, we were able to increase exponentially our network of volunteers whilst also encouraging further engagement within the MULS community.

2. What is one goal you would like to achieve in this role and how do you aim to do so?

If elected to this role, a key goal I would like to achieve is to improve transparency and communication across the Executive Council. The Secretary plays a central role in coordinating the Executive Council and ensuring that information is shared efficiently

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between portfolios. It is within this process of cross portfolio communication as being critical to the proper functioning of the society.

How I hope to achieve this goal is through a comprehensive internal communication framework. This will involve: •

The dissemination of meeting minutes to all Executive Council members within a week after any Executive Council meeting to ensure that everyone is across the current progression of the society.

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Shared administrative calendars accessible by all Executive Council members that will outline upcoming events and initiatives.

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A return of the half-yearly publication update of all the work each portfolio is completing which is to be shared with the wider law school community.

3. How will you, as Secretary, help maintain the Law Society’s professionalism, organisation, and strategic momentum in 2026 following the success of the 2025 Executive Council?

As Secretary, I see my role as a custodian of both structure and culture. The 2025 Executive Council has set a high standard for professionalism and collaboration, and I want to build on that foundation. I would ensure that MULS continues to operate with clarity, accountability, and purpose.

Professionalism: I would uphold and model the highest standards of conduct through clear communication and accountability measures. This includes ensuring all Executive members understand MULS’s values and expectations, promptly addressing any concerns about behaviour, and maintaining respectful, transparent interactions within the team and with external partners such as sponsors and the Law School. Through consistent reinforcement of these standards, I aim to preserve the trusted and respected reputation MULS has earned.

Organisation: To support the organisation of the Law Society, I plan to meet with the previous President and Secretary to gain a thorough understanding of their approaches and the reasoning behind the frameworks they implemented. This insight will inform discussions and develop new ideas with the elected President and I on how to guide and support the incoming board. I will support the organisation further though meticulous documentation of Council decisions, ensure timely follow-up on actions, and assist the President and

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Executive in implementing strategic initiatives, ensuring continuity and clarity in all operations.

Strategic Momentum: To maintain a seamless handover and by extension a continuation of momentum between the previous Executive Council and the new, I will at the beginning of my tenure, plan with the President a one-on-one meeting with each Vice-President of every portfolio.

Every portfolio is unique in its operation and needs, and a one size fits all approach to the management of each portfolio is not realistic. This process will ensure all Vice-Presidents are confident in the years plans and give them the opportunity to express any needs or assistance they may require during their tenure.

4. What’s one initiative or change you’d like to introduce if elected?

A change I would like to make if elected would be a Survey to the wider Law School to gather feedback on the Executive Council. Historically, MULS has had limited communication with students regarding the Council’s performance and the initiatives they wish to see. Ultimately, MULS exists to support students and enhance their law school experience allowing them to make the most out of it. It should therefore be imperative that we as their student body actively seek their input.

By fostering survey like communication, this will allow for identifying priorities early and facilitating coordination across portfolios. It is through this I aim to ensure that MULS continues to progress purposefully and effectively throughout 2026.

5. A key sponsor contacts you via phone call to raise a concern about the conduct of an Executive Council members at a recent Society event in which the sponsor had an interest in.

The sponsor shares a video, posted by the member on social media that appears to show them behaving inappropriately while under the influence of alcohol.

The sponsor expresses disappointment and questions whether this behaviour aligns with the professional standards expected of MULS representatives.

The Executive Council member is a highly regarded within the Society.

How would you navigate this situation to maintain the sponsor relationship and address the conduct of the Executive Council member whilst maintaining impartiality and preserving the reputation of MULS?

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In such a situation, it would be vital to respond to the situation with a focus on professionalism, diplomacy and transparency. What is also important here is to ensure that both the sponsor relationship and reputation of MULS are preserved and accountability of the MULS representative is upheld by addressing their behaviour.

As Secretary, my responsibilities involve being responsible for dealing with any grievances.

Therefore, my first course of action would be to thank the sponsor for reaching out directly with their concerns. I would express an appreciation of their ongoing support to the society and assure them that the situation will be taken seriously. In this process, it would be important to acknowledge their disappointment and keep them informed of the steps we will take.

I would then confidentially consult the President, where we would then speak to the MULS representative and in the interest of procedural fairness, will be given the opportunity to respond to the matter. Any additional actions taken with the MULS representative would then be in accordance with the Equity Policy of MULS, whether that be sanctions imposed or further disciplinary actions. Within this process, it would be vital to ensure that the representative is aware of the severity of the situation and the steps that will be taken to remedy it.

Throughout the course of this process and to minimise reputational damage and maintain the sponsor relationship, the sponsor will be updated and informed of the outcome and steps taken by MULS and be invited to express any concerns with me directly. In any situation involving such a grievance or anything of the like matter, I will endeavour to maintain impartiality through proper accordance with policies of both MULS and the University.

No other questions were submitted.

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TREASURER

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AMEYA DESHPANDE 1. Why are you passionate for this role and how would you be the best candidate?

I am passionate for this role primarily due to my background in Applied Finance. I love working with financial data and I’m interested in how the finances of an organization can impact the way in which it operates. I would love to see MULS grow to become the premier law society in Australia, and I am willing to be a part of this journey through the role of a treasurer.

You might be asking, Ameya, how are you going to achieve this?

Well, here’s the thing. For a law society to grow it needs, among other things, financial resources. If I am elected as the 2026 treasurer, I will strive to sustainably grow the society’s financial resources which would then be reinvested back into the law society to facilitate growth. This reinvestment should result in MULS organizing greater higher quality events/initiatives that would benefit all Macquarie law students whilst simultaneously improving our reputation.

2. As Treasurer, how do you plan to manage the Society’s finances in a way that maximises value for members and supports new initiatives that reflect the evolving needs of the Law Society community in 2026?

Managing the society’s finances in a way that maximises value for members and supports new initiatives is imperative to meet the evolving needs of the law society community.

Hence, I will be taking the following steps to ensure that values for members are maximized and new initiatives are supported.

Step 1: I will first conduct research and deduce exactly what are the needs of the law society community in 2026. This research could take the form of an online poll, interactions with members of the law society through asking them what are the relevant needs that MULS needs to address. I could also interact with academics to gauge if there are any pressing needs for students that need to be addressed.

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Step 2: I will then present my research to the board and work with them to decide how best to meet the needs of the law society community. The process of working with the board could involve talking to all Vice Presidents and gauging their perspective on which events/initiatives should be organized to address the needs of the law society community.

Step 3: If the proposed events/initiatives to address the needs of the Law Society community are approved, then they will be implemented at a time when they can maximise the value for members.

3. You were previously involved in organising competitions. As a competitor in the Moot organised by you, myself and some other competitors felt that aspects of those events lacked organisation and clear communication, which caused stress for participants. How would you respond to that feedback? The role of treasurer requires a high level of organisation, responsiveness and reliability; how would you instil confidence in the MULS members that you would meet these requirements?

I am going to be transparent here. There were indeed some aspects of those events that lacked organisation and clear communication. I am sure it would have caused stress for participants competing in those moots and I am sorry for those who had to go through that.

However, I learnt from my mistakes. I competed for the first time in the 2025 International Humanitarian Law Moot not only because I wanted experience in the world of mooting, but also, to see how a moot is organized from the perspective of the competitors. This perspective was a catalyst in me changing my approach when it came to organizing the second moot.

I gave competitors advance notice of all dates and ensured that I had secured judges not only for the upcoming round, but also for rounds after that. Moreover, I also improved my communication skills for the subsequent moot.

I understand that the role of the treasurer does require a high level of organisation, responsiveness and reliability and that there might be some doubts as to whether I can instil confidence in MULS members.

However, a key difference this time is that I will have significant support initially if I am elected to the treasurer role. I will receive proper guidance and support with regards to how best I should fulfill the responsibilities of the role. This guidance will essentially teach me everything I need to know with role.

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Moreover, I also have experience in the XERO accounting software. I received a high distinction mark where I utilized this software to create various financial reports. Hence, I will have no issues with regards to utilizing this software to record various transactions.

Additionally, my applied finance background will ensure that I quickly adjust to the demands of this role as I am already used to dealing with financial data.

4. Effectively balancing competing priorities is crucial to a VP role, particularly that of Treasurer, where individuals and major stakeholders depend on your timely action.

Imagine you’ve had a busy week with work and have a university assignment due in two days, which you haven’t yet started. At the same time, you receive an urgent request from a MULS Executive Council member to process a subsidy reimbursement for a student who needs the funds before the weekend.

You also realise that the quarterly BAS lodgement deadline is tomorrow, and you still have at least five hours of work for the BAS to complete before you can send it off to the accountants.

How would you prioritise these competing responsibilities, manage expectations across stakeholders, and ensure that MULS’ compliance obligations are met without compromising your academic commitments?

Let’s break this down: Firstly, I will first check if the subsidy reimbursement has been approved. If it is approved, I will work on that straightaway. If it is not approved, then I will have a chat with the MULS Executive Council member as to why I cannot process the subsidy reimbursement. This may seem harsh however, all reimbursements require a strict procedure where approval is required, and documentation needs to be provided to ensure that all records are in order. This important to ensure that MULS is compliant with ACNC regulations.

Moreover, as I am already familiar with the XERO accounting software, it will not take long for the BAS statements to be done. This is because the XERO software automatically records GST on each transaction and includes it in the BAS. Furthermore, as I am currently in the second year of my double degree I have completed many assignments which means I have become use to them. I have no issues with completing assignments right before the due date as after reading the question, I usually have an idea of what I am going to submit.

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-Applying the above elements will ensure that expectations are managed across stakeholders and MULS’ compliance obligations are met. There will only be a minimal impact on my academic commitments.

5. You’ve shared a draft budget with the Board for review. A few days later, you discover that screenshots of the draft, including sensitive subsidy allocations, have been circulated among general MULS members. The leak appears to have come from someone on the Board.

How would you respond to this breach of confidentiality? What steps would you take to protect the integrity of the Treasurer role and prevent future leaks, while maintaining trust within the Council?

A breach of confidentiality is a significant issue and hence all subsequent actions must be carefully planned out to minimise the reputational damage to MULS. -Step 1: I will first ensure that I am calm and do not make any rash decisions after hearing this news. It is imperative that I first sit back and assess the situation.

-Step 2: I will then call the president of MULS and discuss how best to approach this situation.

-Step 3 -Step 4

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ORION SHARP 1. Why are you passionate for this role and how would you be the best candidate?

I'm passionate about this role because I am committed to making our university experience the best it can be. The Treasurer is responsible for managing the society's funds, which power every event and opportunity MULS provides, from social nights to career workshops. Having served as a MULS executive and on the SRC, I have a deep appreciation for the society’s work, and I want to use my specific financial skills to ensure it remains in a strong and stable position for years to come.

I believe I am the best candidate because my experience directly matches the demands of the role.

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Academic Foundation: My Commerce degree has given me a strong understanding of financial management and accounting principles, which is essential for this role. This is demonstrated by my High Distinctions in Accounting, Business Statistics, and Economics. I am also proficient with accounting software like Xero (receiving full marks in the Accounting Xero assignment) and am prepared to handle the society’s financial reporting, budgeting, and compliance obligations from day one.

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Relevant Practical Experience: As an Advisory Board Member for a Youth Homelessness Charity, I facilitate advisory meetings and provide insights to help improve the organisation's services. This has given me firsthand experience in a governance setting, advising on resource allocation and organisational strategy.

This is complemented by my role as a Paralegal at a Legal Centre, where I collaborated with solicitors to draft sensitive legal documents. This work sharpened my attention to detail and my ability to manage confidential information, both of which are essential for a Treasurer.

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Proven Dedication: I have consistently balanced a demanding academic workload with significant extra-curricular commitments. This shows I have the time management and organisational skills needed to handle the 15-20 hour weekly 21

commitment this role requires and to ensure all financial tasks are managed efficiently.

2. In what ways will you, as Treasurer, enhance the Law Society’s financial planning and resource management to ensure long-term stability, support member initiatives, and build on the strong fiscal foundations set by the 2025 Executive Council?

My main goal is to build on the excellent work of the 2025 Council to ensure MULS can offer even more value to its members. My plan focuses on three key areas: First, I will introduce strategic budgeting for long-term stability. Instead of just planning year by year, I will work with the Board to develop a multi-year financial outlook. By analysing historical spending data and projecting future revenue, we can make smarter decisions and build a sustainable reserve fund, ensuring MULS stays strong for future students.

Second, I will ensure our resources are managed using a data-driven approach. To best support member initiatives, I will introduce a clear process for portfolios to request funding, outlining expected costs and member engagement goals. By tracking metrics like attendance and feedback against event costs, we can be confident that we are allocating society funds to the initiatives you value most.

Finally, I will focus on enhancing transparency and collaboration. I will create clearer monthly financial reports for the Board to review. This allows for more adaptive and collaborative decision-making throughout the year. I will also strengthen our sponsorship agreement processes in collaboration with donors to maximise our funding for all of the society's great activities.

3. The Law Society supports a range of portfolios, from careers to competitions to social events. How would you prioritise and allocate funding when different teams have competing needs?

My approach is grounded in a fair and transparent process that serves the best interests of all our members. When faced with competing requests, I would guide the Board through a discussion using a consistent framework to ensure our decisions are objective.

This framework would assess requests based on three core criteria: 1. Does the initiative support our core purpose, whether that is professional development, academic support, competitions, or social engagement? Foundational activities that define the law school experience would be a priority.

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2. My priority is ensuring that every member gets value from the society, no matter their interests. This means striking a balance between funding the large-scale social events that bring our community together, like the Law Ball, and supporting smaller, specialised workshops that provide deep, skill-building opportunities for targeted groups. A successful budget is one that serves our diverse student body and makes everyone feel that MULS is for them.

3. I would assess the "return" not just financially, but in the value provided to students. This includes the potential for skill development, networking opportunities, and enhancing our university’s reputation.

This process would always be collaborative. As Treasurer, I would present the financial data to facilitate the discussion, but the final allocation would be a collective decision made by the Board. This ensures every portfolio has a voice and that our budget reflects the shared priorities of the society.

4. Effectively balancing competing priorities is crucial to a VP role, particularly that of Treasurer, where individuals and major stakeholders depend on your timely action.

Imagine you’ve had a busy week with work and have a university assignment due in two days, which you haven’t yet started. At the same time, you receive an urgent request from a MULS Executive Council member to process a subsidy reimbursement for a student who needs the funds before the weekend.

You also realise that the quarterly BAS lodgement deadline is tomorrow, and you still have at least five hours of work for the BAS to complete before you can send it off to the accountants.

How would you prioritise these competing responsibilities, manage expectations across stakeholders, and ensure that MULS’ compliance obligations are met without compromising your academic commitments?

This situation is about being responsible and organised under pressure. Here is how I would handle it: •

First, I would complete the quarterly BAS lodgement. This is a non-negotiable legal and compliance obligation for the society with a firm external deadline. Failing to meet it would have serious consequences that affect all of us, so I would dedicate the required five hours to finalise this task immediately and send it to the accountants.

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Once the BAS is sent, my next immediate priority would be processing the student reimbursement. Fulfilling our commitments to members is a core responsibility, and this directly impacts a fellow student’s financial situation. I would process this payment promptly to ensure the student receives their funds before the weekend as requested.

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With both time-sensitive MULS duties completed, I would turn my full attention to my university assignment. My academic commitments are very important to me, and I would structure my remaining time effectively to submit a high-quality assignment on time, even if it requires a late night of focused work.

Throughout this, clear communication is essential. For example, I would immediately reply to the Executive member, saying: "Thank you for sending this through. I have an urgent BAS lodgement due tomorrow that I must complete first as a legal priority, but I will process this reimbursement for the student immediately after. I will ensure they receive the funds before the weekend."

Ultimately, this approach ensures our legal obligations are met, our members are supported, and all commitments are handled with the professionalism the role demands.

5. You’ve shared a draft budget with the Board for review. A few days later, you discover that screenshots of the draft, including sensitive subsidy allocations, have been circulated among general MULS members. The leak appears to have come from someone on the Board.

How would you respond to this breach of confidentiality? What steps would you take to protect the integrity of the Treasurer role and prevent future leaks, while maintaining trust within the Council?

A breach of confidentiality is a serious issue that must be handled professionally to reinforce good governance and rebuild trust within the Board.

My immediate action would be to speak with the MULS President privately, as a unified response from leadership is crucial. Together, we would call an urgent and private meeting with the Executive Council. In that meeting, I would address the situation directly, focusing on the impact of the leak on our ability to trust each other, rather than making accusations. The goal would be to ensure this does not happen again and reinforce why confidentiality is essential for the Board to function effectively on behalf of its members.

To protect the integrity of the role and prevent future issues, I would propose implementing stronger governance protocols. This would include having the Board 24

formally review and recommit to its confidentiality policy and code of conduct. I would also introduce stricter document controls for sensitive information, such as watermarking all drafts as "STRICTLY CONFIDENTIAL & DRAFT," circulating them via a secure platform, and potentially presenting highly sensitive figures only in meetings rather than circulating them beforehand.

By addressing the breach professionally and strengthening our internal systems, we can reinforce a culture of trust and integrity within the Council.

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EDUCATION

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ISABELLA CAPPELLUTO 1. How confident are you in time management for this role?

Throughout my tenure as the Executive Officer of Equity I have had to balance various commitments including work, university and external society events. Given this, I have refined my time management and organisation skills and confidently allocate my time to the tasks of highest priority first.

Additionally, I appreciate that the summer break needs to be put to good use, and to prepare for this position in 2026 I intend to plan the various events during this period. This will include sending out expressions of interests and drafting timelines and check in points to ensure that we stay on track. I have developed these organisational and time management skills throughout my time with both MULS and WEB societies.

Further, I am not underestimating the time commitment of a board position that will not be confined to my portfolio alone, therefore in nominating myself for the position I am prepared to make any necessary adjustments to my current schedule to ensure a smooth transition to a board position as VP (Education). Due to planned summer school classes, I expect to have a reduced study load during the year which will further allow for this.

I will also lead my portfolio team to ensure that we successfully plan and implement a number of events and initiatives to drive engagement through the student body.

2. As an Education Board Member, how will you strengthen collaboration between students, academics, and professionals to promote meaningful learning experiences and continued excellence in 2026?

In 2026 I am excited to orchestrate new initiatives through the Education portfolio to promote meaningful learning experiences and opportunities for Macquarie Law students and prospective students through the following: 1. Study seminars

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The study seminars will be in collaboration with recent high achieving students in the course and provide a summary of the topics covered in the unit. The seminars will range from 30 minutes to an hour and may include tips from the student in how they excelled in the unit, including their study and exam techniques. This will offer beneficial insights to all students, but especially first year students.

2. Buddy programs The buddy program will also strengthen collaboration between students and MULS Executive Council and broaden the MULS community by fostering connections between the paired students. There will be a strong emphasis on buddy pairing for first-year and first-generation students to ensure that these individuals have access to first-hand experiences of the law school journey, providing the students temporary guidance and support during their first year of law school. The nature and frequency of the interactions will include a minimum of 1 per session and may include resume and study tips.

3. Coffee chats I am eager to plan a coffee chat event that allows students to connect with their faculty staff in a relaxed environment. This will strengthen the collaboration between students and Macquarie Law School academics and professionals. This will allow students the opportunity to network, and/or ask a variety of questions including about career advice. My recent interactions with faculty members suggest they are eager to participate and I would seek a wide variety of faculty members to cover students’ different interests in law, for example if that be criminal law, constitutional law etc.

4. MULS x HerVillage Partnership An event that I pioneered during my previous tenure was the MULS x HerVillage partnership that introduced young refugee women to the study of law at Macquarie.

This gave both students and academics a chance to connect with prospective students and fostered engagement and recruitment. I hope to expand this collaboration further in future.

5. Professional interactions In terms of fostering collaboration with professionals I am eager to partner with other portfolios including the social justice and career portfolios to provide insightful panel discussions for students on a range of topics.

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3. In 2025, the Education portfolio collaborated with the Law School on podcasts, strengthening the relationship between Law School and MULS. How would you continue working with the Law School to help progress MULS and Law School’s education opportunities for students?

I believe that the work of the Education portfolio this year was incredibly value in strengthening the relationship between Law School staff and MULS through the various podcast topics on Responsible AI Usage and Education and Exchange Information of the New Colombo Plan.

Through my recent collaboration with the Her Village Foundation, I sought out various Law School faculty members in delivering short panel discussions and have slowly begun to establish relationships with faculty members. I would like to reach out to various faculty members on a variety of topic areas to discuss their careers and advice for students. I would also like to work on a podcast focused on law honours pathways and potentially invite previous executive council members to discuss how MULS has contributed to their successful careers.

No other questions were submitted.

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SOCIAL JUSTICE

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RAYANNE SABRA 1. Do you think you are good at coming up with innovative ideas for MULS? Yes, I believe I am. As the Executive Officer for Social Justice Advocacy this year, I’ve learned how to think creatively about turning social justice from an abstract concept into something students can experience and connect with. When co-leading City2Surf, I focused on reshaping it into more than just a charity run; it became a platform for law students to engage in community outreach while promoting wellness and teamwork.

I enjoy thinking beyond traditional event formats. For example, I would love to introduce initiatives that integrate social justice across different MULS portfolios, such as a Public Interest Careers Fair to connect students with NGOs and legal aid centres, or a Social Justice Moot featuring cases centred on discrimination or human rights. I also see opportunities for creative collaborations, such as community-based client interview workshops or awareness campaigns co-authored with the Publications team for key dates like International Women’s Day. For me, innovation comes from finding new ways to make the law more human, accessible, and socially aware. I aim to create initiatives that are not only fresh and engaging but that leave students feeling empowered to take action beyond university.

2. How would you ensure that social justice isn’t just a symbolic portfolio, but one that has visible impact on the student body and the broader community?

My goal as Vice-President (Social Justice) would be to transform the portfolio into a space that bridges law, community, and student life, where our initiatives have tangible and lasting impact. To do this, I would focus on three key pillars: collaboration, connection, and continuity.

Collaboration: I want to continue building cross-portfolio initiatives that show how social justice underpins every aspect of law. For instance, working with the Education Portfolio 31

to expand our collaboration with HerVillage Foundation, a not-for-profit organisation empowering young women from refugee backgrounds to become leaders and changemakers in their communities. Partnering with organisations like HerVillage Foundation would give students practical opportunities to engage with social advocacy while promoting inclusion and empowerment.

I’d also work with Career Engagement to organise a Public Interest Careers Fair and Pro Bono & Volunteering Expo, giving students direct exposure to meaningful career paths in ethical and humanitarian law. These collaborations ensure that social justice remains woven throughout the MULS experience, rather than confined to a single portfolio.

Connection: I believe visible impact comes from creating real engagement. I’d strengthen ties with community organisations, legal aid centres, and charities to provide volunteering and advocacy opportunities for students. The Social Justice Instagram page would also continue to be a key outreach tool, not just for promotion, but for education and interactive storytelling, showcasing student involvement and community initiatives.

Continuity: Social justice shouldn’t start and end with a single event. I’d focus on ensuring every initiative has follow-up opportunities for students to stay engaged, learn more, and take action. By fostering long-term partnerships and consistent communication, I aim to ensure the portfolio has an ongoing and visible presence on campus and beyond.

3. Imagine you’ve organised a high-profile panel event featuring a distinguished legal professional.

The panel has been widely marketed and has received strong interest, with a large number of confirmed attendees including students, faculty, and sponsors.

However, just three days before the event, your speaker unexpectedly withdraws due to unforeseen circumstances.

Share your approach to navigating this time-sensitive challenge. Break down your plan into actionable steps and explain the logic guiding your decisions.

If a situation like this arose, my approach would centre on composure, communication, and contingency.

First, I’d act promptly and inform key collaborators, including my executive team, the MULS Board, and other portfolios if they were involved, to collectively brainstorm 32

replacement or adjustment options. Maintaining open communication ensures the team feels supported and that we can respond efficiently rather than reactively.

Second, I’d identify a suitable replacement by leveraging existing professional and academic networks. I’d reach out to previous panellists, faculty members, or contacts from partner organisations who could step in or contribute virtually. If a replacement isn’t possible, I’d pivot the event format, for example, transforming it into a student-led discussion, a moderated conversation with other panellists, or including a recorded message or live Q&A from the withdrawn speaker.

Third, I’d communicate promptly with all attendees and partners, focusing on reassurance, transparency, and the value of the revised event. I would frame the change as an opportunity for a more interactive or innovative experience rather than a setback.

Finally, after the event, I’d conduct a quick debrief with my team to identify what worked well and how contingency planning can be strengthened for future events. This approach shows adaptability, professionalism, and leadership under pressure, ensuring that the standard of Social Justice events remains high and that our commitment to meaningful student engagement never changes.

No other questions were submitted.

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CAREER ENGANGEMENT

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ZOE BYRNE 1. Are you a sociable person amongst peers to communicate to students for this role?

Absolutely! I really enjoy connecting with people and find communication to be one of my biggest strengths. I’m approachable, easy to talk to, and love creating an inclusive environment where students feel comfortable engaging with the society.

2. Imagine a scenario where a Diamond Tier sponsor contacts you regarding an upcoming panel event to notify you that a panellist has become seriously unwell and that they are no longer able to host the event in their offices. The event is in two weeks.

Could you provide an example of a reply email which explains your solutions for this problem and next steps.

Hi [Sponsor’s Name], Thank you so much for letting me know, and I wish them a speedy recovery. That’s absolutely no problem at all. I really appreciate you reaching out. Could you please confirm if the other panellists are still available and happy to be involved?

If so, we’d be more than happy to host the event on campus instead. I can take care of all the logistics and technical arrangements to ensure everything runs smoothly. Please let me know what works best for you. I’m happy to adjust as needed.

Warm regards, Zoe Byrne Note: I would notify the secretary of the changes and request a room booking on campus for that date. I would also notify marketing to distribute new material with the updated information, as well as send an email to all those registered to attend the event with the updated panellist/location.

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No other questions were submitted.

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COMPETITIONS ADVOCACY This position will be put forward for casual vacancy nominations from the floor at the 2025 MULS Annual General Meeting.

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COMPETITIONS – PROFESSIONAL SKILLS

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RACHEL JUSTIC 1. What would you bring to this role?

Having served as an Executive Officer in the Competitions portfolio, I possess hands-on experience in the organisation and delivery of competitions, with a strong understanding of both the logistical and interpersonal demands of the portfolio that I can bring to the role. I have successfully developed strong relationships with judges and competitors, which I aim to leverage in enhancing the quality of competitions into 2026.

Beyond this experience, I bring a genuine commitment to practical student development. My focus is not only on encouraging returning competitors but also on creating accessible opportunities for skill-building to encourage new competitors to participate.

As Vice President (Competitions – Professional Skills), I would bring a combination of experience, passion, and professionalism to support students and judges alike, thereby strengthening the reputation of MULS in turn.

2. As the potential Competitions Board Member, how will you encourage wider student engagement and ensure that competitions continue to provide meaningful learning experiences that strengthen the Society’s reputation for excellence?

I believe that an increase in student engagement stems from accessibility and confidence in students. I intend to build upon the existing educational materials of the portfolio to better prepare and involve students in competitions and reduce barriers to entry, allowing competitors to compete comfortably. In this way, competitions can transform from intimidating to inclusive. Not only is the provision of materials to competitors imperative in achieving this, but so is a more widespread understanding of each competition among students prior to commencement to reduce the hesitance in registering.

Simultaneously I plan to strengthen collaboration with judges and industry professionals to cement the external reputation of MULS, both in terms of the professionalism of the portfolio and society at large, as well as quality of competitors. Delivering more professionally rewarding experiences with consistent feedback and mentorship will 39

elevate the quality and credibility of MULS’ reputation for excellence among judges, legal professionals and other universities alike. It is through genuine feedback that the competitions form meaningful learning experiences, bettering the practical skills of students as future practitioners.

It is through this dual focus of accessibility and quality that I aim to cultivate a culture within competitions of inclusion and success concurrently.

No other questions were submitted.

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PUBLICATIONS

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KAYLEN LA BROOY 1. Are you confident in collaborating with others?

Yes, I am confident in my ability to collaborate to achieve the best, most cohesive outcome for every MULS initiative.

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I seek to unite my team around shared goals during my tenure. The diverse perspectives and skills of others are essential for any Board position, particularly in the Publications Portfolio, where I’ve seen first-hand, how highquality publications require the effort of every team member with their unique insight into each project.

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I’ve worked closely with publications teams in my previous positions as MULS Executive Officer, and MacPsych Director of Publications, where our successful initiatives were a direct product of good teamwork from everyone.

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I’ve come to find that I enjoy working with others. In particular, I recall memorable experiences in advocacy and professional skills competitions, where teamwork played a large role in refining team strategy to achieve the most successful outcome, and progress to grand final rounds.

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In addition to this, my role as a Senior Student Engagement officer at Macquarie University has allowed me to further apply these skills through the lens of community inclusion, diversity and belonging. Through our Publications initiatives, I seek to amplify these values of community throughout MULS.

2. You've received the first draft of the MULS Clerkship Guide from the graphic designer. Upon reviewing the sample, you notice two key issues: 1. The font used throughout the guide appears informal and does not align with the professional tone you had initially requested.

2. Several of the featured images are pixelated and not of suitable quality for publication.

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You’ve already entered into an agreement with the designer based on their previous work and made partial payment for the work completed so far.

Draft an email you would send to the graphic designer.

What an excellent question! To address both the issues of font and image quality for a draft where an agreement and partial payment has been made, I would respond as below: Subject: Clerkship Guide: First Draft Dear [recipient name], Thank you for sending through the first draft of the MULS Clerkship Guide, I appreciate the time and effort you’ve put thus far into getting this together, with our goal of publishing by [date].

On review of the draft, I wanted to flag a couple of points for revision: 1. Font choice: The current font appears a little informal and doesn’t quite align with the professional tone that MULS aims for in this publication. Could we explore a cleaner, more corporate style? To assist you with inspiration, I’ve attached examples of previous MULS publications and clerkship material.

2. Image quality: A few of the featured images appear pixelated or of low-resolution.

These will need to be replaced with higher-quality versions to ensure they print clearly. Our team can help source alternatives if needed.

Otherwise, the overall layout and design are on the right track. Thank you for your work so far. Please let me know if you would like to discuss these changes before proceeding with the next draft.

Thanks again, and I’m looking forward to seeing the updated version.

Kind regards, Kaylen La Brooy Kaylen La Brooy Vice President (Publications) Macquarie University Law Society

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Macquarie University Law Society (MULS) e: publications@muls.org w: muls.org

No other questions were submitted.

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MARKETING This position will be put forward for casual vacancy nominations from the floor at the 2025 MULS Annual General Meeting.

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EVENTS

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CHANTELLE BOURNE 1. How has your previous role helped you for this one?

During my tenure as Publicity Executive Officer, I developed several transferable skills I believe are essential to the role of Events Vice-President. ●

Communication Since the Marketing portfolio’s primary role is to create materials that bring other portfolios’ initiatives to life, I often collaborated closely with executives and board members. This involved clarifying details, dates, and other essential information to ensure the accurate creation and timely scheduling of marketing materials. Throughout this process, I have developed the ability to communicate with clarity and confidence across diverse groups, which will be vital when engaging with stakeholders in the role of Events VP.

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Responsiveness and Adaptability When late marketing requests arose, responsiveness and adaptability were crucial. I often had to quickly prioritise tasks, coordinate with multiple stakeholders under tight deadlines, and ensure that materials maintained the same high standard despite time constraints. This experience enhanced my ability to think on my feet, efficiently manage competing demands, and communicate clearly, all of which are directly applicable to overseeing events as Events VP.

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Analytical Planning Our approach to marketing and design was driven by a thorough understanding of what engages students. By leveraging data, I was able to strategically promote initiatives and reach students effectively. I intend to utilise such an evidence-based approach in my capacity as Events VP, as understanding what engages students allows me to design events that resonate with members, anticipate their needs, and promote initiatives to maximise attendance and overall impact.

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2. Do you have any plans to ensure you are delivering the best quality events for MULS members?

Organisation and structured processes are key to delivering high-quality events for MULS members. To begin my tenure on a strong foot, I intend to work with my executive team over the summer holidays to devise key visions for each of the constitutional events. Once established, we can begin the planning process, which may be divided into the following elements: 1. Strategic planning A good plan involves three things: a budget, a detailed timeline, and contingency plans. I will work closely with the President and Treasurer to allocate strategic budgets to events across the year. By incorporating historical engagement trends into our planning, our team can deliver high-quality events that advance MULS’ objectives while preserving their memorability for members.

To execute high-quality events on such a large scale, time is undeniably of the essence. Multiple stakeholders are involved in an event, from venue owners to photographers and DJs. To mitigate the unpredictability of these variables, I intend to set discrete deadlines for the Events portfolio to work by. This approach turns tasks into actionable goals, enabling effective delegation among executives to ensure seamless event execution.

Any good plan has a backup plan. Last-minute changes as minor as a DJ cancellation may significantly impact the quality of an event. By liaising with a range of MULS contacts during the planning process, I will ensure such contingencies are adequately addressed in advance.

2. Research Similar to strategic planning, research is a core element of event planning. By implementing structured research processes before and after each event, I can ensure that events are not only well executed but also relevant and appealing to members. During the planning stage of each event, I will conduct thorough research into potential venues and activities that align with MULS’ objectives. This process will involve consultation with the Law School, other Board portfolios, fellow law societies, and past office-bearers as necessary to ensure informed and strategic decision-making.

To ensure the continual improvement of event quality, establishing clear feedback channels will help bridge the communication gap between our portfolio and the 48

members we ultimately serve. Such tangible data may be taken into account when planning and leading up to events, whether factored into budgeting or event concepts.

3. How will you, as Events Vice President, create inclusive, high-quality events that reflect the diverse interests of Law Society members while building on the momentum established in 2025?

The 2025 Events portfolio successfully delivered a variety of high-quality events that significantly enhanced MULS’ reputation among both students and external stakeholders.

To build on this momentum and ensure future events continue to reflect the diverse interests of our members, my tenure will focus on three key priorities.

1. Relationship building I will endeavour to maintain and strengthen MULS’ relationships with internal and external stakeholders, meeting the objectives of MULS and enriching student experience. The outgoing portfolio collaborated with a range of Macquarie societies in 2025, which I will endeavour to incorporate into events during my tenure.

Strengthening external relationships will be a central focus of my tenure. By collaborating with other universities, I aim to create meaningful opportunities that allow students to expand their professional connections while enriching their social networks.

2. Constructive and frequent review To ensure events remain inclusive, high-quality, and aligned with members’ interests, I will engage with the outgoing office in the handover period to review the 2025 events portfolio, identifying what was successful, what could be improved, and opportunities to enhance future initiatives based on member feedback. I will implement regular, structured evaluations throughout the planning and execution of events, leveraging the expertise of the Events Officer and sub-committee to refine strategies. Direct engagement with the member base will also be central, allowing for continuous feedback and ensuring events are responsive to the diverse needs and preferences of our students. This process will create a cycle of constructive review that strengthens each event and continues to build on MULS’ momentum.

3. Cross-portfolio collaboration To create well-rounded events that appeal to a broad range of students, I will also consider collaboration with other MULS portfolios. By integrating initiatives from 49

different portfolios, we can design events that go beyond purely social opportunities and engage students across academic, professional, and extracurricular interests. This approach will also extend to seeking sponsorship opportunities, providing additional resources to enhance the quality and reach of events. Through proactive collaboration, we can ensure each event reflects the diverse interests of our members while maximising impact and engagement across the Law Society community.

4. What’s one event idea you think the Law Society is missing?

Beyond the events required by the constitution, I believe the Law Society could benefit from a large-scale, low-pressure event that fosters broader community engagement. I’d love to introduce a Night Market that brings together local vendors, student performers, and societies in a vibrant, inclusive atmosphere. This event would offer students a space to connect outside of academic settings, celebrate our community, and experience a more relaxed side of MULS. As an accessible alternative to formal or alcohol-centric events, the Night Market would be highly scalable and appeal to members across all year levels. It would also open the door to meaningful sponsorship opportunities and interfaculty collaboration, strengthening MULS’ connection to the wider student body.

No other questions were submitted.

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JURIS DOCTOR AND POSTGRADUATE This position will be put forward for casual vacancy nominations from the floor at the 2025 MULS Annual General Meeting.

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