Our Process: The endorsement is the result of a vote by The Journal‘s Editorial Board. The Editorial Board considers prior interviews, debates, platforms, and a private questioning period with the teams before making a decision.
In the face of changes to University istration, faculty structures, and on-campus facilities, to name a few, students deserve a sturdy group of leaders they can lean on. Whereas students campaigned in self-selected teams of three in previous AMS elections, this year saw its first entire de-slated election.
Regardless of some disted action, the same executive positions await a team of qualified, dependent, and experienced candidates to fill them. The period of uncertainty and delay is over. It’s time for action. These are the qualities The Journal Editorial Board looks for in the next AMS executive leaders.
President
In a 14-7 vote with 7 abstentions, The Journal Editorial Board voted to endorse Jana Amer, HealthSci ’26, for AMS President.
Presidential candidates Amer and Nicolas David Brasset Duque, ArtSci ’25, each brought inspiring stories and plans for change to shoot for the top position.
There’s no perfect formula of traits and qualifications that would prepare one to run for AMS President, but Amer is as close as it gets. Her three years of experience working on campus not only qualify her for a role of this calibre but impart her with a deep understanding of students’ concerns and their perspective of the AMS.
In comparison, Brasset Duque’s relative in-experience and less extensive knowledge of the AMS proved to be a roadblock—something he didn’t shy away from during the meeting, but a stump for The Board, nonetheless. Where Brasset Duque lacks in experience, he makes up in attitude.
To serve the student community, executive leaders must be available and caring toward them. The Presidential role not only oversees governance in the AMS—they’re the face of it. Thus, impressions and attitude matter.
The Board raised crucial questions about how each candidate planned to build a relationship between the AMS, students, and Kingston—Amer—whose platform highlights students’ lack of awareness of the AMS—provided direct answers that extended to bigger-picture projects, placing her approachability and friendliness at the forefront.
With reference to the current AMS executive team, Amer wasn’t afraid to criticize their approach to consulting with other leaders and dealing with student pushback, explaining how she’d approach it differently. Demonstrating she can take criticism in stride, Amer signals key qualities of a resilient leader.
Specificity and responsibility reflect the greater picture of where a candidate can take this role. In a few s, Brasset Duque’s responses involved name-dropping connections to public officials and associations and criticizing his fellow running mates from last year’s failed attempt at becoming AMS executive—while within reason, these statements lacked clear plans of how he’d actually execute action with connections or rectify shortcomings of the past.
Brasset Duque’s growth and unapologetic openness suggest improvement to become a leader, but what the students need is an individual with seasoned skills and established reputation. These qualities are best fostered over time, with fine-tuning and practice—they can’t be rushed, even with the utmost enthusiasm and drive.
Vice-President (Operations)
Next, in a 10-3 vote with 8 abstentions, the Board voted to endorse Elena Nurzynski, ArtSci ’25, for Vice-President (Operations). Nurzynski is the sole candidate running for the position.
Perhaps Nurzynski’s meeting started off on the wrong foot. Arriving over 10 minutes late to her meeting with The Journal that would kick off Endorsement Board, Nurzynski had no choice but to begin in a rush.
While time management does reflect professional character, Nurzynski used what time she had left to put her best foot forward.
Oftentimes candidates’ lack of competition translates to over-confidence in winning and less work in pushing a differentiable campaign. While the Board felt Nurzynski radiated a balance of confidence and humility for the role, the latter still rings true.
The AMS oversees 11 services, each with a diverse profile. When asked about how she’d grasp a good understanding of them, Nurzynski said she planned to read the transition manuals of service managers and undergo training shifts at each service to be familiarized with daily operations. This may have been an excellent plan in current Vice-President (Operations) Ayan Chowdhury’s books, but Nurzynski offered little specificity or insight into how it amplified the objectives of her platform.
Yet, the Board couldn’t overlook Nurzynski’s greatest asset—her extensive experience of managing Common Ground Coffeehouse. Leading one of the most popular services on campus demonstrates ability as a leader, skills in professional relationship-building, and operational efficiency—key pillars touted by Nurzynski.
Vice-President (University Affairs)
Lastly, in a 17-3 vote with 1 abstention, the Board voted to endorse Dreyden George, ArtSci ’26, for Vice-President (University Affairs).
Vice-Presidential (University Affairs) candidates Alyssa Perisa, ArtSci ’25, and George both leveraged their diverse portfolio of experiences to fight for this role.
Overseeing six commissions is no small feat, especially when they range from issues of policy and equity to orientation and environmentalism. With the role beginning on May 1, and only 12 months to execute their objectives, AMS executive candidates benefit from as much of a head start as they can get.
Ultimately, while Perisa’s platform emphasizes trying to lend a voice to students in uncertain times, it seems like George’s path to advocacy has already begun.
For example, when asked how he planned to advocate for international students facing financial and political barriers, George launched into his plan with no hesitation: from explaining how individual methods fit into a holistic approach, to conceptualizing correspondence between himself, associations, and the federal government, George’s drive is clear.
When asked the same question, Perisa offered a different perspective on directing resources to international students requiring . In accordance with her “connections” and “championing” pillars, Perisa’s approach focused on working closely with students and services like Queen’s University International Centre and showing awareness and sensitivity in the face of uncertainty.
It’s clear to the Board how Perisa’s experience in and commitment to community-building would make her a comionate leader. As a third-year student with experience as a commissioner in half of the portfolio’s areas, George brings a holistic understanding of the role’s responsibilities. Combined with his network of external connections, he’s positioned to excel in this role.
We appreciate his dedication to building experiences from the start. He also pledged to continue serving and engaging with the Indigenous community—an important value he noticed other candidates failed to acknowledge when claiming to advocate for all students. Combined, these actions show initiative and affords George to take the VPUA role in a promising direction from the get-go.
***
In this election season, all candidates have their shot at a solo. But in the end, they must form a harmonious orchestra and determine how each of their platforms unite under shared goals and objectives. Without the privilege of running this election together, it’s imperative our future leaders learn from past mistakes, shed any differences they may have, and work together from the very beginning of the 2025-26 term.
If the Board has faith in anyone to advocate and operate on behalf of the student body, it’s these three. But it’s up to them as a team to prove it to us students.
—Journal Editorial Board
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Rita
The Journal and I endorse the same candidates.
VOTE JANA4PREZ!