My goals for Student Leader Roundtable are to learn from fellow student leaders by understanding their leadership strategies and the challenges they face, and to see how those experiences compare to my own. I hope to gain insight into different leadership styles, grow as an effective leader, and expand my network. I expect the Student Leader Roundtable to provide an environment with experienced student leaders from across various colleges where open discussion, collaboration, and shared learning are encouraged. I plan to bring back valuable knowledge to my student organizations, including strategies related to leadership styles, conflict management, mental health support, addressing imposter syndrome in leadership, and improving funding and fundraising efforts, in order to strengthen and better support my organizations.

A boundary I have set for myself is prioritizing my academics regardless of my other involvements. If I have a project or exam during a busy week, I will communicate in advance that I may be less available, because at the end of the day, we are all here to earn an education, not just to stay involved. A mantra I live by is “one step in front of another,” as being heavily involved on campus while keeping up with academics can feel overwhelming at times. This mantra reminds me that by tackling things one task at a time, I will always find a way through and ultimately succeed. Along the same lines, a good rest looks like time spent enjoying my hobbies, hanging out with friends. As well as, stepping away from stress long enough to feel rejuvenated for whatever comes next because true rest means being fully present in my downtime without guilt, carefree and shame-free.

Conflict can absolutely strengthen a team, but only when it is properly addressed and resolved in a way that allows everyone to grow from the experience. Without resolution, it can cause resentment that quietly destroys team chemistry. What determines whether conflict becomes constructive rather than destructive comes down to three things: respect, communication, and shared investment. When team members respect one another, no single person dominates discussions, and everyone feels heard. When there is genuine active listening, disagreements become opportunities to understand rather than argue. And when everyone is personally invested in the team's success, conflict becomes an opportunity for growth rather than a source of division. Humility ties it all together, each person must be willing to acknowledge their faults and commit to doing better.

After reflecting on my own identities and biases, one way I can become a more inclusive leader is by actively seeking out perspectives different from my own. Recognizing the experiences and privileges that have shaped my worldview, I can make a conscious effort to create space for voices that are often overlooked. Whether that's through getting input from underrepresented peers, listening without interrupting, or being mindful of how my biases may influence my decisions. This shift from self awareness to intentional action is what will allow me to turn reflection into genuine inclusivity.

Understanding your own personality traits gives you the self awareness to lead with purpose. Knowing what you're good at, where you fall short, and how to build real trust with people all comes with that. From there, you start to understand how to motivate others, communicate better, and hand out work in ways that actually land with each person instead of just doing what works for you. The best teams aren't built from people who are all the same, they're built from people who balance each other out, and a good leader knows how to make that work instead of letting it turn into unnecessary conflict. When it comes down to it, being aware of personality just makes you more curious about people than quick to judge them, and that one thing alone changes everything about how people choose to follow you.

My personal goals include to graduate from the University of Cincinnati with a Bachelor of Science in Computer Engineering and a Master of Engineering in Electrical Engineering, with a concentration in embedded systems. Alongside that, I am committed to maintaining a GPA above 3.80 and completing two more co-ops, bringing my total to five by graduation. Being involved in campus organizations gives me a space to actively develop the leadership and communication skills that academics alone cannot teach. Taking on responsibilities like leading meetings, organizing events, and representing my organization pushes me to become a stronger speaker, a more decisive decision-maker, and a more dependable teammate. These are skills that grow through repetition and real experience, and every interaction within an org setting is an opportunity to sharpen them. The confidence and presence I build through leadership roles directly carries over into professional settings, making me a stronger candidate in co-op interviews and a more effective contributor in the workplace. Two resources I know I can rely on when challenges arise are CAPS and the community I have built through CEAS Tribunal. CAPS gives me a confidential space to reset and manage stress before it becomes overwhelming and as a last resort and more routine maintenance for staying at my best. CEAS Tribunal, on the other hand, is filled with some of my closest friends and upperclassmen who have navigated the same curriculum, co-op recruiting, and pressures I am facing. Their advice and support is something I genuinely cannot find anywhere else. Success for me is measured both by numbers and by impact. The concrete markers are a 3.80 or above, both degrees completed, and five co-ops with a range of roles and companies. But impact also means the leadership I demonstrated in my organizations, the people I helped along the way, and showing up consistently enough that others knew they could count on me. The legacy I leave in the spaces I am part of matters just as much as what is on my transcript.