Made for CREATIVE

CONFIDENCE

AGSM MBA STUDENT MAGAZINE | ISSUE 13 | MAY 2015

Luke Harvey-PalmerCEO and Co-founder of Alive

Guide to Consulting Recruitment

Teamwork Rules!

And People Think Banking is Boring!

Triathlon: Modern Day Networking

Mining on Mars

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Editors’ Voice

Thank you for the outstanding support for our fi rst issue of StarMag last month! It was a huge success! Our early data indicates that we are well on our way to achieving our goal of expanded readership and a larger audience.

This month we want to highlight our introduction of monthly columns: Industry Insights and Current Careers. Industry Insights will feature current full-time MBA students from the Class of 2016 and will provide insight into various industries in different areas of the world. We think it is a great way to celebrate the diversity of our cohort. Current Careers will feature various updates from the fabulous AGSM Career’s team.

Thank you for your continued support; looking forward to more exciting editions of StarMag in Session 2!

Cheers.Christine, Nandini & TatianaEditors-in-chief

Editors-in-chief | Christine Savage, Tatiana Rivera Hadad, Nandini GaurLayout designer | Ace ChooCopy-editors | Erick Bulkhalter, Justin Chmielewsky, Christine Savage, Adam Young, Robert LudwickCreative contributors | Neelam Joshi

AGSM STAR Magazine (STARmag) is produced by MBA students from the Australian Graduate School of Management (AGSM). This magazine is not for sale and intended only for educational and research purposes.

All published works are of the opinions of the individual authors and do not represent the view of AGSM or UNSW.

The ‘STAR Magazine’ logo is put together by Ace Choo using ‘Sommet’ fonts designed by Jeremy Dooley and ‘Cash Currency’ fonts designed by Jayde Garrow.

The blue and white AGSM logo remains the property of UNSW and any unauthorized use are strictly prohibited.

All rights reserved.

Website | http://stusoc.agsmclubs.com/

Corresponding email | editor.stusoc@agsm.edu.au

Cover page and page 4-5 | Luke Harvey-Palmer | Photos provided by author

Page 2-3 | Sydney Harbour Bridge in the Fog | Photo credit | Brad Smith

CONTENTS

Editors’ Voice 2

FEATURE

Made for Creative Confi dence 4Looking for Trouble: Problem Findingand the Art of Innovation

IN FOCUS

Mining on Mars 6

Triathlon: Modern Day Networking 8

Guide to Consulting Recruitment 10

And People Think Banking is Boring! 12

Teamwork Rules! 14

Monthly Columns Industry Insights 16 Current Careers 18

Originally from Orlando, Florida, CHRISTINE SAVAGE is a Mechanical Engineer who has worked in the Aerospace/Defense industry for the past 5 years.

Originally from Cali – Colombia, TATIANA RIVERA HADAD is an Economist who has worked in a consumer product company in the business development/strategy and fi nance division for the past 4 years.

Originally from India, NANDINI GAUR is a Fashion technologist, who has worked in the Retail Industry for past 3 years, as a Buyer.

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Everyone seems to be talking about innovation.

As recently as 2013, PwC surveyed 246 Chief Executive Offi cers from around the world, to learn that innovation is the #1 challenge and opportunity they face as leaders.

Have we now grown sick of hearing about innovation and how to achieve and sustain it, perhaps?

Have we been looking in the wrong places for the answers on what is innovation, and how do we achieve it? I believe we have been.

For most of us, from the age of 5 or 6, we are exposed to a formalised Education system. This system has been developed over several centuries; and fi nally we are beginning to see signifi cant changes in the way people are taught, however. For most of our time in the primary, secondary and tertiary systems, we are taught to look for and fi nd answers; a very binary system.

On the surface, this seems a perfectly

MADE FORCREATIVE CONFIDENCE

Looking for TROUBLE:Problem Finding and the Art of Innovationby Luke Harvey-PalmerCEO and Co-founder of AliveAGSM Alumni Class 2006

suitable objective for our education system: “teach young children how to fi nd the answers to questions”, and for over 150 years, this system has served us well. But something has shifted, whether it be technology, the Internet and the instant access to information, or the ability to source insights from the ‘crowd’… Or is it a larger shift - driven by reducing trust in formalised systems and hierarchies?

Either way, schools like Stanford Graduate School of Business are beginning to redefi ne education and learning and have invested heavily in processes such as Design Thinking. The Stanford d school, the Hasso Plattner Institute of Design, is pioneering the new approach to learning and problem solving. A recent construct is that of Creative Confi dence, which is the subject of a recent book from the founders of the Stanford d school (and Ideo), David and Tom Kelley. Creative confi dence is a construct where students are encouraged to fi nd problems by breaking down their fear of judgment. One of David Kelley’s colleagues, Albert Bandura, and 89 year-old psychologist still working at Stanford uses a step by step methodology called ‘guided mastery’ to help people work through their fears, by introducing a series of small wins. There is a super TED Talk (http://dschool.stanford.edu/blog/2012/05/16/david-kelley-ted-talk/) from David Kelley, recorded in 2012 on the subject. This same approach can be used in business environments, helping everyone (not just creatives) to look for problems and have the confi dence to explore, suggest and design solutions.

I love this approach - it goes against the binary world we have grown up in, and it teaches people to explore, test, and grow in confi dence. Effort focused toward creative confi dence could be the answer to sustainable innovation, and the answer to greater confi dence in all areas of our lives. As leaders, this is ultimately our greatest opportunity and obligation; to build the confi dence of others, and to encourage them to look for trouble, and design solutions to our problems.

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LUKE HARVEY-PALMER is the CEO and co-founder of Alive, a mobile development

fi rm, focused on enterprise productivity and process improvement. Alive has

experienced unprecedented growth, and has recently turned its attention to China, in a

fi nancial services focused joint venture.

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Mining onMARSby Dr. Jeff Coulton

AGSM Senior Lecturer

I am part of a research team at UNSW investigating the technical and economic feasibility of mining operations on Mars. The project involves developing a quantitative, simulation-based tool that will help identify combinations of market variables, technical parameters, and policy levers to enable the expansion of the global economy into the solar system and return economic benefi ts. The project team has recently been awarded a grant of USD$100,000 in conjunction with NASA’s Caltech Jet Propulsion Laboratory.

The idea is not to extract resources from off-earth sites and bring them back to Earth, but rather to use resources close to where extracted, or ‘in situ’. Valuable commodities are water and oxygen (to support any human outpost), and potential fuel sources.

NASA and other space development entities have a goal of landing humans on Mars, ultimately creating the beginnings of a Mars colony. Such a colony will need in situ resources not only for its own survival, but to prosper and grow. It must create viable business ventures, essentially by fulfi lling the demand for in situ resources from and on Mars. Our project is focusing on understanding the role and economic

Dr. JEFF COULTON is a Senior Lecturer at UNSW Business school, teaching in the full-time MBA Program, and has also taught at University of Texas at Austin. He has also worked in a large commercial law fi rm.

Photo provided by author

prospect for off-earth mining associated with the human colonization of Mars.The economic modeling, while complex, is driven in large part by saved launch costs. That is, if it costs $20,000 / kg to launch water from Earth to Mars, then that serves as a ‘saved cost’ if the water can be produced on Mars. There is also considerable use of real option valuation, given the uncertainties inherent in such a project.

Much of the technical issues are not dissimilar from those being faced in remote mining sites in Western Australia. Australian mines are increasingly becoming automated, with driverless trucks and robotic mining equipment. Technical knowledge gained in these endeavors assists in understanding what could be done on another planet.

Previous AGSM full-time MBA students have developed ‘business plans’ for mining on the Moon, Mars, and low-orbit asteroids as a project in their elective course Financial Statement Analysis. We’re hoping that some current AGSM students will be interested in becoming involved in some of the economic analysis, getting their name on a NASA report, and possibly heading to the Jet Propulsion Laboratory as part of this work!

STAR 7

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ALEJANDRO ESCOBAR is a full time AGSM MBA candidate and also works as

an environmental consultant for Tetra Tech, Inc. He was a self-proclaimed couch potato

until completing his fi rst triathlon in 2006 and has fi nished over 80 events since,

including 4 Ironman triathlons.

Trialthlon: MODERN Day Networkingby Alejandro EscobarAGSM MBA StudentClass 2016“Triathlon is the new golf.” This phrase started making the rounds a few years ago and seems to have found fertile ground in the corporate world. So much that the World Triathlon Corporation (owners of the Ironman races) has embraced a category called the Executive Challenge™ (XC) Program. Local companies like Macquarie have jumped on the bandwagon by becoming the title sponsors of said Challenge. In my experience Triathlon is not the new golf—the place to close a business deal—but triathlon is the new Networking Event: the place to meet the person that will provide the next career or business opportunity.

I have been involved in triathlons for 10 years, not only as an athlete but also as a volunteer in many races, team captain and board member for the second largest triathlon club in the Unites States. Based on my years of training, racing, and being heavily involved in the sport, there are three main reasons why triathlons provide such fertile ground for networking: diversity of participants, time commitments, and genuineness.

Triathlon is not just a sport; it’s a community. And for better or worse triathletes tend to glue together. It may be because the rest of the world has a hard time understanding 5am swim practices, 150k bike rides on Saturdays, and calling a 20k trot in the woods a “recovery run”. Triathletes are a heterogeneous and

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diverse bunch from all sorts of backgrounds and interests. We tend to have very little in common outside of triathlons, and that is where the sport becomes an invaluable networking tool. It forces you outside the traditional networking circles, which in turn, immediately multiplies your connections and opportunities.

The second reason triathlon provides such powerful networking opportunities is time, both in quantity and quality. Imagine a world in which you could spend 3 hours with a senior partner from a major consulting fi rm, without interruptions, without mobile phones ringing, without expectations of appearances, just two people conversing; that is what a long run gets you. Or even better, a whole weekend with a ‘senior administration offi cial’ where you ride bikes together, cook together, eat together; that is what a training weekend in the mountains get you.

Lastly, through training, racing, and volunteering in events, relationships are built naturally, without expectations, which are more solid and benefi cial than one started with the “where do you work?” line over cocktails and canapés. We see people fi rst, and opportunities second- not the other way around. We bond over sweat, fl at tires, bathroom breaks in the woods, and road rash. And let me tell you, if you give someone you last bicycle tube with 80 kilometres left in your ride, they are very likely to be more than happy to forward your resume to the key person that will get you your dream job.

I did my fi rst triathlon as a way to get in shape. Then I fell in love with the sport and discovered the added networking benefi ts that the community provided. Give triathlon a try; it will make you fi tter, happier, and will open your world to a slew of people that may change your life. They have changed mine.

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STAR 9

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AGSM students looking to leap into management consulting have their best shot at landing a great offer during consulting recruitment season in September. This two-part article aims to lead you through the activities that can put you in pole position for consulting recruitment. The fi rst instalment deals with preparation and the second—to come in future edition of the AGSM Star—will explore the interview process.

The Three P’s of Preparation – Prepare, Prepare, Prepare

September might seem a long way away, but you should be starting preparations now. In particular, you should be focusing on networking, your application, and interview practice.

The purpose of networking is not to use your easygoing charm to win an interview. Instead, you should network to learn each fi rm’s “fl avour”. This knowledge will help you determine where to apply and how to tailor each cover letter. Consultants are most likely to be available on Fridays, so keep that in mind when scheduling a coffee chat. Finally, don’t over-do it. If you can meet one or two people from a fi rm that should be a suffi cient. Any additional time would be better spent on the other components of preparation.

Your application will consist of a résumé and cover letter, and they alone will determine whether you get an interview or not. Do not underestimate the work that goes into crafting these documents; it cannot be done over a weekend. The Careers team are invaluable in providing guidance and reviewing drafts, however they are more helpful to students who prepare in advance because September is also a busy time for the team. In addition, I have found that web searches for sample cover letters and résumés turned up useful resources from other business schools.

Guide to CONSULTING Recruitment

by Daniel MurphyAGSM MBA StudentClass 2015

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Lastly, interview preparation. Generally most interviews will have a 10-15 minute behavioural section and then 30-45 minutes of case interview. Both sections are equally important to master.

The case interview requires the most preparation. Most people recommend doing 25 or more cases and I have heard of people doing 100. Either way practice quality is more important than quantity. Ensure that you practice with a partner that gives good feedback. I also suggest keeping a case journal where you record the case information and the feedback received, enabling you to cement your learning by regularly reviewing development points.

It is also a good idea to practice with a variety of partners. Your classmates are a good resource or you can fi nd random case buddies on consultingcase101.com. If you are lucky enough to have consultant friends then defi nitely ask them for a practice session!

Lastly, practice sessions with Francoise Michel are truly the best practice available. Don’t squander this valuable opportunity by being ill-prepared.

I found that behavioural questions took a lot less time to prepare for, particularly once your résumé is done because the stories behind your best achievements often make for good behavioural question responses. Again, the Careers team provides all the guidance you need to structure a great behavioural response. Interviewers will compare notes in between sessions and so make sure you have suffi cient examples to tell a different story to each interviewer.

That’s all for now. Make sure you get stuck into your preparations early and watch out for the next instalment, which delves into how to succeed through the interview process.

Having studied Commerce at UNSW, DANIEL MURPHY worked as an Actuary at Ernst & Young before joining a fl edgling derivatives trading fi rm called Tibra. After seven years as a trader, during which he claims not to have caused the GFC, Daniel decided to broaden his horizons with an MBA from AGSM. Daniel graduates from the Full-Time MBA program in June 2015 and is currently enjoying a few months break before starting at McKinsey in August.

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I remember my fi rst day as a NAB Graduate in 2000, walking into the lobby of 271 Collins Street. The students and ex-students out there old enough will remember the grand old building with its fl owing marble staircase and clock, a legacy of Melbourne’s Gold Rush. Two-Seven-One was littered with history, with old men in oaken rooms furnished with heavy red ottoman couches. In the old HQ of the NAB, the executives of the third fl oor had it all: a grand boardroom, a kitchen, bathrooms in their offi ces and private swipe cards guaranteeing a quick elevator ride. This was hardly the place of change, which was clear if you were ever lucky enough to walk this fl oor. It looked like an old English Club, not the beginning of modernity. However in 1981, the National Bank became the fi rst bank to break a record $100mn in Net Profi t, or $364mn in today’s dollars, and they wanted more. It was then that in the boardroom of 271, change occurred.

From the early 80’s to today, the big four have gone from strong to stronger and now all sit in the top 50 banks globally…not

And People Think BANKING is Boring!by Troy BuschAGSM SMY StudentClass 2015

TROY BUSCH is a Management Consultant for a Performance Improvement Company and a

current SMY Student (Cohort B).

bad for an island with a few million people. In my opinion, all four of them have done something incredibly remarkable that not many other industries have done. That is, they have exploited every opportunity and accepted every challenge, and have grown because of it. The then Treasurer, Paul Keating, enacted the famous “4 Pillars” to stop them from eating each other, triggered in particular by the NAB circling the weakened Westpac after the late 80’s boom. Keating also opened up the market, followed again by Costello, and even though the market was fl ooded with overseas banks, the big 4 kept growing. Pre Mining Boom, the banks were some of Australia’s largest tax payers. Aside from government intervention, there remained continual challengers to the market. First the credit cards Visa and Mastercard, then the internationals, and fi nally through to new challengers completely outside of Financial Services such as Apple or Google. Through every change, the banks have managed to maintain their dominance (CBA announcing an Apple Watch app before the watch was even released!). Since they

couldn’t eat each other they turned to ancillary services and saw an ever larger presence in Superannuation and Insurance. But perhaps the real testament to their collective ability to adapt was during the GFC. While banks collapsed globally, the big 4 remained liquid and profi table every quarter, and still managed to reward their shareholders with above average ASX dividends.

There have been hiccups, however; WBC nearly collapsing in the late 80s, NAB’s failed foray into global expansion in the 90’s, ANZ’s massive write-downs after the US Telco exposure and now CBA’s Financial Planning disaster, but these are relatively quite small for these institutions. Growing from a record profi t for the NAB in 1981 of $100mn to $5.4bn last FY is no mean feat, particularly when you are in a highly competitive market and your peers are also delivering record profi ts (e.g. CBA’s $8.7bn).

And people think banking is boring!All pictures supplied by the author | Top right: The Four Pillars, designed to

prevent the banks from merging with each other and reducing competition

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Team Design

For the past 50 years, a four-stage model on team development seems to have dominated theories about how teams evolve and become successful. Developed by Tuckman (B.W. Tuckman, ‘Developmental sequence in small groups’, Psychological Bulletin, vol. 63, pp. 384-99, 1965) it identifi es the classic stages in a team’s life as ‘forming’ (inclusion and belonging), ‘storming’ (authority and power), ‘norming’ (focus and ground rules) and ‘performing’ (achieve collective objective and tasks). Tuckman’s model assumes that teams move in a linear way through a series of stages and generally become more effective as time passes. This predictable process of team development has not been my experience observing hundreds of teams at AGSM. For example, I have seen many teams who start off well and do not necessarily end well.

AGSM MBA Teams

In our MBA program, students come with vastly differing personalities, expectations, objectives and perspectives, which can change during their candidature. When teams fall apart, it will often be the result of inequitable workload, variations in expected standards or differing views on how an assignment is approached.

On average, team effi cacy (a team’s motivation, skills and capacity to work

Teamwork RULES!

by Denise WeinreisAGSM Adjunct Faculty

together) will improve over the lifespan of the team. That is, provided members allow adequate time to regularly review and monitor team processes. Strong personalities tend to dominate when there is a lack of team structure or review process, which holds all members accountable for their behavior.

The fall of the heroic CEO and rise of the leadership team

There has been an increasing trend away from the individual leader towards senior leadership teams that have the capacity to draw on a pool of knowledge, talent, experience and perspective. Our MBA program has been designed for students to regularly experience fi rst-hand the challenges of teamwork and the opportunity to experiment with new behaviors. This is so they gain experience and effi cacy and are better equipped to work with a variety of personalities in the workplace.

Two conditions necessary for a satisfying team experience

When potential teams fi rst gather, members monitor the signals given by others to confi rm, suspend or dispel their assumptions and concerns. It is important to ensure psychological safety and establish norms of openness throughout the team’s life. From my experience, those teams who enjoy a satisfying team experience share 2 attributes:

DENISE WEINREIS is a specialist in coaching executives and teams to enhance their personal energy, leadership and performance. In 2013-2014, Denise was involved with and/or directed programs for the following companies: Westpac, Staying Home Leaving Violence, Metcash, WESCEF, BHPB, Sandvik, AT Kearney, Dexus Property Group, Department of Human Services, CSIRO, Tenix, Raytheon Australia, Built, Malaysia AKEPT, and NSW Trade & Investment.

All photos provided by author

1. An interest in others

Once the team has developed its rules of conduct to achieve its purpose and performance goals, it is vital for each member to set and integrate their own personal development goal within the team rules. Most critical team rules generally pertain to attendance or being ‘present’ (no interruptions to check text messages or emails), discussion (open and honest communication) and confi dentiality (will speak directly to team members when there is a confl ict). Those teams who genuinely care to help other members achieve their personal learning goals by providing regular feedback have an enhanced learning experience.

2. An aspiration for the team

Each team member genuinely believes the team will achieve a greater level of performance when they work together. What is critical here and particularly in its

initial meetings is to allow time for positive reinforcement and feedback to shape new behaviors critical to team performance. Often, initial attention is heavily task-focused and members allow little time and energy to noting positive behavior. Ideally, team members will spend 5-10 minutes midway through a meeting to comment on what’s working well and reviewing each meeting on its team process and collective behavior.

Most teams fi gure out the task skills needed after they’ve formed, so establishing a shared endeavor and paying close attention to the fi rst meetings and actions is critical. Successful MBA team outcomes result in lifelong relationships and professional networks, which are some of the reasons people do MBAs in the fi rst place. By following team rules and addressing problems in a professional, rather than an emotional way, I have found the majority of our teams to have a satisfying team experience.

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Simply put, the project management industry helps our clients make smart real-estate business decisions. The goal is to provide seamless project leadership through excellent communication, innovative thinking, and comprehensive integration, all wrapped together in the appearance of effortlessness. Creating a new building from architectural and engineering drawings can be a very complicated animal.

Each and every restaurant, school, offi ce building, or housing complex is a conclusion of months if not years of meticulous planning. Working with our clients to balance functional needs, design elements, budgets, and timeframes is an exciting and rewarding challenge. While many times a client may believe they understand their needs, strategically engaging with design teams will often produce a fi nished outcome far greater than they imagined.

Let’s take my last project as an example. A large healthcare services company remodeled six fl oors of their regional headquarters. With a limited budget and tight construction schedule, the goal of transforming a 1970’s styled offi ce environment into a cutting edge facility appeared bleak. Utilizing our experience in projects across many industries, we were able to manage the budget with such fl air that the resulting building looked twice as grand as before.

Think about the room you may be sitting in right now. Have a look around. Notice the color of the walls, the location of the power points, the arrangement of lights in the ceiling, the furniture arrangement, the materials used, the door, and even the shape of the room. Hundreds of decisions have resulted in each and every room that you see, and dozens of meetings to ensure that all designers are working in complete coordination for an effortless fi nished product.

Industry Insights

by Matt ShiskowskiAGSM MBA Student

Class 2016

I am a marathoner, a wine-lover, and travel afi cionado. I gaze into the ocean for inspiration, I lose myself along

familiar streets, and dream for a thousand tomorrows. Currently studying my MBA at AGSM in Sydney, I am stoked with anticipation for the opportunity,

exhilaration, and triumphs of tomorrow.I worked with the Project Management division of WB Engineers+Consultants Washington DC offi ce in 2014

as a Project Engineer. Housing over 150 employees across four offi ces located in New York, Boston, New

Jersey, and Washington DC, WB provides engineering and project management services on a variety of real

estate projects including new buildings, data center expansions, and offi ce space reconfi gurations.

The increase in US production, slowing demand growth, the refusal of cartels to cut output and increase in crude stockpiles has led to a 50% drop in oil price in the last nine months from over $110/bbl to an average of $55/bbl.

The drop in oil price has made it imperative for major oil companies that are really just price takers to deal with a major hit to their revenues. The impact is a signifi cantly lower cash generation forecast in 2015 and beyond. Cashfl ows of these companies are positively correlated to the oil price; and investments in capital projects have largely been driven by the availability of cash.

Thus, the current outlook for prices is projected to make oil companies cut back investment signifi cantly and thus slow down growth in the industry. Previously approved projects will be re-examined to re-assess affordability based on the new economics of oil. The impact of this is huge especially in developing countries such as Nigeria, Venezuela, Angola that are heavily dependent on the oil industry to generate jobs especially in the usually underdeveloped resource rich regions.

In addition to cutting down on investments, companies have started implementing drastic cost cutting measures. Contractors and Suppliers may be the worst hit as contracts, a huge cost driver in the industry, are being re-negotiated. Employees will also share the grief with either none or a very low wage increment this year.

Amidst all this, one might say there is a shallow good side to the story as cheaper oil is expected to act as a catalyst to global growth, as retail prices for oil products have dropped by varying degrees in most countries with an expected multiplier effect in consumer spending power.

by Aina TugboboAGSM MBA Student

Class 2016

Aina Tugbobo originally from Nigeria has over 6 years experience with Nigeria LNG Limited – The

6th largest liquefi ed natural gas producer in the world and a joint venture of the Nigerian national

oil company, Royal Dutch Shell, Total and ENI International. She left her most recent role as a

Contract Analyst to pursue an MBA at AGSM. She was fi nding Sydney a joy until the recent rainstorms.

Industry Insights

Project Management as a Decision Making Tool

Cutbacks in Oil and Gas Industry

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It is normal at this time of year for the Careers team to get a lot of questions from the incoming full time cohort about the progress of the outgoing one, so for our very fi rst column in the Star Magazine, we thought we would take the opportunity to give everyone an update of where we are with the FT2015’s. At the moment we currently have 15% of the cohort with accepted offers. Doesn’t sound like a lot right? But percentages don’t often tell the whole story. For example, since we know MBA’s love statistics, 7% of the cohort have employment commitments in their home country or former employers, 29% are completing their exchange session overseas and waiting till they are back in Sydney to start actively looking and a staggering 41% haven’t engaged with us much or updated Careers with their progress for quite a while. You may have heard us say that in the past few years, most of the recruitment activity for the full time MBA happens after completion, May/June/July. This time last year, we had 8% of the FT2014 cohort with offers, so at 15% we are looking like rock-stars! The 8% increased to 86% a few months later. What you should all take comfort in and be excited by is that MBA culture in Australia is defi nitely changing, as is the recruitment landscape. The start-up culture has scared the old-school institutions into evolving and the fi ght for talent rages on. Thanks to the ever-growing nepotism of our proud alumni and the fact Rachel can network for hours without drawing breath, the employment future for the FT2016 looks bright!

Current Careers

by Rachel GuestAGSM Career Development Center

Vivid Sydney Harbour Bridge | Photo credit | Brad Sm

ith

STUDENT SOCIETY (STUSOC) COMMITTEE MEMBERSPresident Trevor Harris | president.stusoc@agsm.edu.auVice President Robert Ludwick | vicepresident.stusoc@agsm.edu.auFinance Manager Rizzia Litany | fi nancemanager.stusoc@agsm.edu.auCommunications Team Christine Savage, Tatiana Rivera Hadad, Nandini Gaur | editor.stusoc@agsm.edu.auExternal Relations Manager Kaoru Nishinakagawa | arm.stusoc@agsm.edu.auEvents Manager Pablo Quintero | eventsmanager.stusoc@agsm.edu.auTechnology Manager Karan Kaushik | technologymanager.stusoc@agsm.edu.auBusiness Managers Matt Kappler, Kenneth Pratt | businessmanager.stusoc@agsm.edu.au

STUSOC CLUBS CONTACTSPresident Consulting Club Timothy Fagan | consultingclub@agsm.edu.auPresident Finance Club Shane Simon | fi nanceclub@agsm.edu.auPresident Innovation, Commercialization & Entrepreneurship (ICE) Club Luis Vegas Arias Stella | iceclub@agsm.edu.auPresident Marketing Mikhail Narbekov | marketingclub@agsm.edu.auPresident Public Speaking and Debate Club Tathagat Yagnik | psdclub@agsm.edu.auPresident Social Impact Club Fouad Qureshi | socialimpactclub@agsm.edu.auPresident Women in Leadership Club Ambika Asthana | wilclub@agsm.edu.au