The biggest obstacle I faced as Project Head of Ignition was navigating external challenges during the first term, especially with related parties who were undergoing changes in their system. These changes caused delays in processing important documents, which directly impacted our timeline. I remained calm, gave my best effort, and placed my trust in my team and co-pheads. This experience shaped my leadership journey by enhancing my adaptability, collaboration, and communication skills, especially in uncertain circumstances.

One of the biggest obstacles I faced as Project Head of Ignition was navigating unexpected changes and issues during the event days themselves, particularly those affecting the overall flow of activities. These moments demanded quick thinking and constant coordination, so I worked closely with my co-project heads and teams to realign responsibilities and adjust plans on the spot, all while considering external factors like time constraints, participant experience, and technical challenges. This experience sharpened my ability to stay calm under pressure, strengthened my adaptability, and taught me the importance of leading with both clarity and collaboration. It ultimately shaped me into a more grounded and responsive leader, qualities I make sure to uphold to this day.

One of my biggest obstacles as Project Head of Ignition was ensuring that our Assistant Team Leaders (ATLs), who came in less than a month before the event, still had the opportunity to learn and grow. With a tight timeline and increasing demands, many tasks understandably fell to our Team Leaders (TLs). However, we made a conscious effort to provide our ATLs with opportunities to contribute and gain experience. This “obstacle” taught me that real leadership means making time to support the people you’re working with, even in high-pressure moments.

As Project Head for Publicity, Promotions, and Creatives in Ignition, my greatest hurdle was setting the pace for all central committees in our 39th year; being the very first to run in Terms 2 and 3 meant the pressure to “set the bar” was heavier than expected. It was also my first time leading at a central level, so I had to quickly bridge my knowledge gap on how PNP operates while overseeing not just my own committee, but collaborating with every other unit to keep our designs consistent across merch, tarpaulins, and event materials, all while keeping expenses at a minimum. At first, it felt like starting the race with an unfamiliar track, but my co-Pheads, team leaders, and assistant team leaders became my relay partners, helping me pass every baton of responsibility with confidence. Along the way, I realized leadership is less about sprinting to the finish line and more about running at a pace that lifts the whole team, making sure no one is left behind. As Jesse Owens once said, “In the race of life, you don’t get ahead by leaving others behind,” and this project taught me that compassion, collaboration, and consistency are the true markers of victory. This experience became my leadership foundation, shaping how I now serve as Vice President in my home committee, driven not just by the podium but by the people I cross the finish line with.

During my role as project head for corporate and partner relations for Spectra, I ensured the strategic allocation of sponsorship assets to maximize value across all our events. This involved strategically matching potential sponsors and partners with our events’ objectives. For example, during our seminar-networking event, I was able to secure a food sponsor for attendees, which not only enhanced the experience but also freed up budget for other event needs. Overall, striking a balance between artistic vision and financial responsibility is essential in achieving our goals and delivering exceptional experiences for our participants.

As one of the project heads of Spectra, I made sure to balance our artistic vision with financial responsibility by carefully budgeting each aspect of the event. We prioritized essential expenses while finding ways to reduce costs without compromising quality whether by sourcing more affordable alternatives or maximizing existing resources. This allowed us to stay true to our creative goals while ensuring the event remained financially sustainable.

As the Operations and Logistics Project Head for this academic year’s fundraising event, Spectra, I ensured that our creative concepts were grounded in realistic budgets and cost-efficient execution plans. While we aimed for the event to be visually engaging and memorable, I made certain that every expense supported our fundraising goals and delivered clear value. Working closely with the creative and events committees, we maximized resources by sourcing affordable materials and negotiating with suppliers for the best deals, all without compromising the artistic vision. This careful balance allowed us to execute a successful, well-managed event that achieved both our creative aspirations and financial targets.

Spectra’s branding was heavily inspired by the grandeur of The Greatest Showman, which meant a lot of resources would be needed to bring that vision into a reality. However, with proper planning and creative problem-solving, we were able to achieve the vision using what we already had on hand. The magic came from repurposing simple materials to replicate the aesthetic and keeping everything consistent with our brand. Expenses were minimal, as most elements came from our own resourcefulness and creativity. I am glad to have been part of this project, as it taught me numerous lessons I can apply to my daily life, especially the value of being resourceful.

Being one of the Project Heads for Origins made me reflect on how I started in BMS, especially during my first event when I barely understood how the org worked and felt intimidated by how confident everyone else seemed. I remembered what it was like to be on the outside looking, and I was eager to contribute but unsure where I fit in, which influenced how I led during Origins. I made sure my team felt seen, heard, and supported, because I knew how much of a difference that could make for someone trying to grow in the org. 

Being Project Head for the Relations Division also made me realize how important it is to represent BMS with sincerity and professionalism, because I’ve always admired those who carried the org with pride and made others feel that BMS was worth believing in. I wanted to be that kind of presence for others, the kind that made people feel like they mattered and that their contributions had value. 

That perspective of remembering how I started and how I wanted others to feel kept me grounded throughout the project and reminded me that leadership is not about being flawless, but about showing up with intention, listening deeply, and making room for others to grow alongside you.

Since the beginning of my BMS journey, I looked up to the Project Heads I had worked with—how they led with purpose and created events that left a lasting impression on both participants and team members like me. Those experiences inspired me to join several central committees, learning directly from the leaders I admired. When it was finally our turn to lead Origins as co-Project Heads, I found myself drawing from everything I had seen, felt, and experienced. It made me more intentional with how I led—wanting to create an event that would be just as inspiring, impactful, and unforgettable as the ones that shaped my own beginnings.

Organizing Origins made me reflect on how I first entered BMS—uncertain but eager to learn and belong. That memory guided how I led the project as I aimed to create a space where students could feel supported and inspired the same way I once hoped to be. I became more intentional about creating a supportive space, encouraging my team to contribute freely, and leading in a way that I wish I had experienced when I was new. In doing so, I led with empathy, purpose, and a deep appreciation for how far I’ve come.

As someone who was used to being behind the scenes, I never expected to become one of the heads of a project. I only knew to create and design publicity materials while following the lead of the others. Little did I know that was about to change. Organizing Origins made me realize how far I have come—now being able to lead fellow students and members to their fullest potential. This experience, along with working alongside my co-project heads, has influenced my leadership and helped me grow and develop throughout the project.