Fifty-two weeks ago, began a year that seemed like nothing out of the ordinary. However, little did we know, lurking in the air was something that would make 2020 like no other. For an organisation like ours, which depended almost entirely on face-to-face interactions, the onset of the pandemic forced us to redefine our very core.

When I was elected in March, I knew for certain that our success would depend on how efficiently and effectively we could adapt with the rapidly changing circumstances. However, I knew that this would not be achievable without the correct people with the right mindset.

This time last year, King’s Business Club had begun to crack. Motivation dwindled, and with it, operations had ground to a halt. In the entire month of December in 2019, there was only one event. This had marked a significant turning point and a red flag for imminent change. The solution to this would ultimately require months of thought and implementation.

The first step to this solution required months to be spent in unearthing the tremendous talent hidden within the King’s community. In doing so, we established an ethos of civic duty and an engine for change. This allowed us to fully realise our foundational motives of supporting fellow students, no matter who, what, or where they were.

At the first peak of the pandemic, we pioneered online events at King’s College London. By launching the university’s very first online event, we paved the way for 22 more over the summer. Consequently, by the end of the season, we had laid the vital groundwork for ambitious projects. This included the establishment of King’s Business Review, our publication; our Human Resources department, the first of any student society; King’s Consulting, a pro-bono student consultancy; and KBC Keynotes.

In total, we have organised and executed twice as many events this calendar year as we had in 2019. We have extended our reach to 20 universities across the world, with the likes of Harvard and Tsinghua. Most importantly, we have created definitive processes that develop our members; by providing them with valuable work experience, internships, and mentorship programmes.

I believe that without a doubt that we have had tremendous success in the 2020 year, none which would be possible without the dedication and work ethic of the now over 60 committee members. To list a few of the committee’s voluntary contributions in the December holiday alone: the launch of our London Fintech Series and production of three events; the continuation of daily publications on the King’s Business Review; the launch of King’s Consulting having secured key partnerships; and the finalisation of 32 total pages of internal reviews to ensure the continuation of best practice.

However, despite these successes – and our recent announcement as finalists in Bright Network’s Society of the Year Awards – we must continue to strive higher: to make an impact not just in the present but for the future.

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