Anne-Marie Aroney

Forward-thinking: Leading with purpose and looking ahead

I want SULS to build on what it does well while remaining willing to adapt.

The first step of our term is sitting down with each portfolio to turn its commitments into an achievable plan with clear timelines, resource requirements and opportunities for collaboration. Regular check-ins will help us assess progress, address difficulties early and make adjustments where needed, giving our team a shared direction and making sure the ideas we campaign on receive sustained attention throughout the year.

The President has a view across the whole society, which puts me in a position to connect complementary ideas, coordinate our calendar and help portfolios share resources. For example, an initiative on legal AI could combine practical education, career insights and sponsorship support, and my role would be to bring the relevant people together, clarify responsibilities and make sure the initiative is useful and well organised.

Students deserve opportunities that prepare them for a changing profession, including practical engagement with AI and legal technology, exposure to a wider range of careers, and discussions of current affairs through initiatives such as Table Talks. When representing SULS to Faculty, alumni and external organisations, I will seek relationships that support these priorities and create meaningful opportunities for students.

Proposed initiatives will be assessed with the executive against student interest, accessibility, cost and the team’s capacity to deliver them well, and reviewing attendance and feedback will help us decide what to continue, improve or reconsider. Clear documentation and thorough handovers will also be a priority, so future executives can build on our work.

Student-driven: Making student input part of how we lead

SULS should feel approachable and responsive. As President, I want students to have a meaningful influence on our priorities and have confidence that their concerns will be taken seriously.

Office hours and other opportunities to speak with me will be clearly advertised, and I will make time to engage with students across different cohorts and activities. Whether it’s a concern, an idea or a question, I want students to feel comfortable approaching the executive and me.

Working with the team, I plan to establish a clear feedback channel and make reviewing student input a regular part of executive discussions. Suggestions and concerns will be directed to the appropriate person, with follow-up where possible and updates on resulting changes. Where we cannot deliver a suggestion, I want us to explain the practical constraints honestly.

Regular contact with cohort representatives and portfolio holders will help me identify issues affecting students and shape the concerns I raise with Faculty, so that I can advocate from a clearer understanding of students’ experiences. Relevant outcomes will then be communicated back to members so they can see how their concerns are being progressed.

Members should also have an active role in SULS through initiatives such as open planning discussions and a student merchandise design competition. These are part of a broader approach of inviting students to contribute their interests, creativity and experience to what we do. Alongside this, the executive and I will work to make our decisions, spending priorities and progress easier to understand.

Diversity: Making belonging a society-wide responsibility

Our students have different backgrounds, ambitions and responsibilities, and those differences should inform how SULS operates. As a transfer student, I understand the difficulty of entering an established cohort. As President, my aim is to make inclusion a shared responsibility across the executive and to keep asking whose needs we may be overlooking.

When reviewing major initiatives with the executive, I want us to ask who can realistically participate and what might prevent others from doing so. Cost, timing, accessibility, communication and the format of an event all affect who feels able to attend, and considering these factors early will help us make more thoughtful choices about how we use our resources.

As the person overseeing our calendar, I want it to offer different ways to connect, learn and contribute. Alongside flagship events and established programs, there should be space for smaller gatherings, alcohol-free activities, creative interests, social sport and practical support, and my responsibility will be to help the team maintain that balance so we serve students with different interests and circumstances.

My commitment is to be a President who is present, organised and accountable, someone who listens carefully, supports the team and takes responsibility for turning our shared vision into action. I want every student to have more opportunities to find their place, contribute their ideas and shine through SULS.