Introduction: 

Hello, my name is Tejas Gautam, and I’m a fellow second-year Mechatronics Engineering student just like you. I am running for Vice President of Operations and Finance because I want to build a strong foundation in our club's very first year. The systems we set up now will shape how the Mechatronics Club functions and grows in the years ahead. 

The role of the VP of Operations and Finance is to ensure club funds are organized and maintained effectively. It goes beyond just tracking numbers; it's about keeping funds organized, understanding the priorities of the club, recognizing different sources of income, and making sure the voices of members are respected in financial decisions. My aim goes beyond simply fulfilling the role. I want to build a structure that is stable, dependable, and capable of supporting future executives as this club continues to grow. 

This position is especially important because it is the founding year of the Mechatronics Club. The standards and practices we establish now will ultimately set the tone for every year that follows. Regardless of who you support, I encourage you to vote in this election because the choices we make today will greatly influence the future of the Mechatronics community at the University of Alberta. 

Why Me? 

It’s clear that I want to be your VP of Operations and Finance, but why should you choose me? 

I believe I bring strong foundational skills that directly relate to this position, backed by real experience in finance and operations roles. 

In high school, I served as the Vice President of Finance for the Hindu Students’ Association (HSA) during its founding year. I managed budgets for events and meetings, oversaw reimbursements, and 

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kept detailed records of receipts and transactions, all while working with other executives to ensure funds were distributed fairly. This gave me first-hand experience in setting up the kind of financial systems that future leaders could rely on - which is exactly what the Mechatronics Club needs in its first year. 

I also co-founded a music academy, where I was responsible for both marketing and financial management. On the finance side, I tracked classroom and instrument rentals, tuition payments, and instructor compensation. This experience taught me how to manage multiple income streams, plan for long-term sustainability, and keep an organization financially stable in its founding stages. 

Through these roles, I’ve learned not only how to manage money but how to design systems, handle reimbursements, and set up financial structures that last. These experiences give me the tools to build a strong foundation for the Mechatronics Club and ensure it thrives well beyond its first year. 

Pillars: 

Accountability: 

Accountability means managing the Mechatronics Club’s finances responsibly and fairly, while ensuring that every resource provides real value to members. My priority will be to establish financial practices that are clean, reliable, and sustainable for the future executives and general members. 

❖ Developing a Strong Budget System 

➢ Create a customised Excel Sheet platform specifically designed for the Mechatronics Club, based on the club's necessities and other expenses. 

➢ Record every dollar that enters and leaves the budget and organise funds into clear categories such as events, merchandise, collaborations, and operations. 

➢ Forming a structured system that future executives can easily adopt and build on. ❖ Fair Allocation of Club Resources 

➢ Balance funds between social events, club merchandise (clothing, shirts, pens, pencils, stickers), and operational needs. 

➢ Work with the executive team to set budget caps for each category at the start of the year, then adjust allocations based on member feedback and participation turnout ➢ Maintaining overall financial stability while ensuring members see tangible results of their contribution through club events and merchandise. 

❖ Efficient Record-Keeping 

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➢ Introducing a receipt submission system where every expense is digitally logged, stored, and matched to the Budget System 

➢ This digital reimbursement system will be set up using a Google Form linked to a master spreadsheet. Every receipt submitted will be automatically tracked, 

categorized, and archived. 

➢ Ensures quick reimbursements, clean records for audits, and a transparent history that future executives can rely on. 

❖ Sponsorships and Grants 

➢ Leverage internal funding, such as the Faculty Association Membership Fee (FAMF), distributed through ESS, as a reliable source of initial support for the newly developed club. 

➢ Eventually, develop partnerships with tech companies, engineering firms, and local businesses by forming a sponsorship package highlighting the club's logo, 

recognition, and value to the sponsor. 

➢ Consistent contact with the ESS VP Finance and other financial directors to track upcoming application windows for grants, scholarships, and special funding opportunities (e.g., SGGP). 

Transparency: 

Transparency means ensuring that the promises I make are clearly shown to members, not just spoken. This pillar is dedicated to making all financial decisions visible, understandable, and well-communicated. 

❖ Regular Financial Updates to the General Members 

➢ Collaboration with the VP Communications to ensure regular updates on the club’s budget, income, and expenses are shared with members. 

➢ These updates will be distributed through club newsletters, social media posts, general meetings, and, of course, the website. 

➢ Allowing members to be informed about how the club funds are managed will guarantee the practice of open communication and pure transparency. 

❖ Inclusive Decision Making: 

➢ Member feedback is a key part of this pillar. General members will have a voice in how club funds are prioritized and managed. This will ensure that monetary decisions reflect the opinions of the entire community, not just the executive team. 

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➢ Input will be gathered through public surveys, polls, and discussions in general meetings. A time will be allocated during meetings, dedicated to member input on new ideas and where they would like funds to be directed. 

➢ This approach of transparency emphasises a fair, transparent, and grounded value of what members truly want, creating a stronger sense of trust within the club 

❖ Reimbursements Made Easy 

➢ Part of being transparent is ensuring that the contributions people make are valued and respected. Members who spend money on behalf of the club should never feel uncertain about when or how they’ll be repaid. To guarantee fairness, the club website will feature a dedicated Finance and Reimbursements section. 

➢ Just like receipts and other finances, reimbursements will also be tracked and stored digitally, allowing both members and executives to monitor reimbursement status in real time. 

➢ This idea is dedicated to handling procedures consistently and professionally. By providing clear instructions and visible records, this system eliminates confusion and prevents delays in reimbursement. 

Growth and Stability: 

This pillar highlights the idea of building systems, resources, and practices that will keep the Mechatronics Club strong not just this year, but for many years to come. This pillar is focused on leaving behind reliable tools, creating positive results for members, and aligning our operations with standard engineering procedures so the club continues to grow on a stable foundation. ❖ Long-Term Reliability 

➢ Creating a folder of reusable financial tools, such as budget templates, categorized spreadsheets, and detailed reporting guides, by the end of the term, for future executives. 

➢ These submitted resources will establish a sense of order and consistency within the club’s financial portfolio. Resources will be easily accessible and as simply conveyed as possible. 

➢ Executive transitions will run smoothly, with each VP inheriting a clear framework of resources and eliminating the need to rebuild systems from scratch. These resources would simply need to be further developed to adapt to the club's needs. 

❖ Mechatronics Merchandise 

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➢ Introduce official Mechatronics Club merchandise such as shirts, pens, pencils, and stickers by the next academic term. 

➢ Merch sales and revenue will allow us to reinvest in student activities and events while also building the club’s very own identity. 

➢ All efforts will be put to keep pricing affordable so every member can participate and make merch a fun and inclusive part of the club experience. 

❖ Digital Finance Hub: 

➢ Develop a dedicated finance section on the club website, which will serve as a central resource for both members and executives. 

➢ This section will include reimbursement instructions (and related forms), a publicly available budget sheet updated regularly, and forms where members can submit feedback/opinions. 

➢ This finance hub serves a key purpose in not only development but also forming a transparent, accessible, and sustainable financial process, which the club abides by. ❖ Maintaining Operational Discipline 

➢ All financial practices are to be reported and discussed with the ESS, ensuring all procedures follow the Faculty of Engineering requirements. 

➢ Designing a custom Notion calendar specifically for the finance portfolio, setting reminders for key deadlines such as budget submissions, audit reports, and 

reimbursement cutoffs, visible to all executives. 

➢ Regular communication with the ESS VP Finance to ensure all proposed systems are realistic, compliant, and efficient. This will allow the Mechatronics Club to integrate broader engineering standards and maintain trust with faculty leadership. 

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Closing Statement: 

The Vice President of Operations and Finance is an extremely important role that requires dedication and discipline. This position exists to guarantee the proper usage of club funds, ensuring they are organized, tracked, and managed professionally. Since this is the founding year of the club, my responsibility as VPF goes beyond simply calculating money going in and out. A large part of my focus will be on creating a strong financial foundation; a portfolio of systems and resources that future executives can continue to build on for years to come. 

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My pillars are closely connected, each serving a distinct purpose in how the club’s finances are managed. Accountability represents the actions I will take to manage funds responsibly. Transparency is the process of clearly showing these actions to members. And Growth and Stability focuses on the steps needed to ensure these promises last and continue to serve the club in the future. 

I believe this platform is designed to not only manage finances effectively, but also to set a strong foundation in our first year. I will dedicate myself fully to making sure these promises are delivered. As VPF, my voice will reflect the voices of you, the members. That is why I encourage you all to vote in this election and choose wisely, because what we set in place now will shape the future of the Mechatronics Club.