Student-led team transforms Print Services into a successful campus operation
What began as a sudden transition became an opportunity for student leadership at Print Services, where manager Moana Taito and a team of student employees turned early uncertainty into a thriving, fully student-run operation.
The shift began last year after the departure of two full-time staff members, leaving the campus print shop without experienced leadership and forcing student-employees to take on responsibilities far beyond their original roles. Taito, a senior from Fiji majoring in accounting and business management, worked alongside longtime student employees Ariane Cabase and Ylisha Ballesteros to stabilize workflow, rebuild systems, and keep the department running during a period of uncertainty.
Learning to lead
For Ariane Pearl Cabase, a junior from the Philippines majoring in TESOL and intercultural peacebuilding who worked in Print Services prior to the transition, the shift was anything but smooth.
“There were many rumors that we were going to shut down,” she said. “Looking back, I don’t know how we survived.”
Having worked in the department for nearly three years, Ylisha Ballesteros, a senior from the Philippines majoring in business management, said the transition meant losing the structure the team had relied on.
“After the transition, everything changed,” she said. “I was used to following instructions; now I had to give them. Suddenly, the responsibility fell on us.”
Taito said stepping into that responsibility came with its own challenges. Hired as a student manager with no prior experience in print operations, she entered the role at a time when much of the department’s institutional knowledge had just left.
“There were no clear SOPs, no handbook, and there wasn't a guidebook for running a print shop,” she said. “I had to learn everything from scratch.”
About a month into the role, Taito said she began to question whether she had made the right decision. The turning point, she said, came after a conversation with a mentor that reignited the motivation she had lost. “I didn't take the job because I was already qualified. I took it because I wanted to become qualified,” she said.
For Ballesteros, the transition also meant stepping into a leadership role she had not expected. Through trial and error, the team developed systems that helped improve accountability and efficiency across the department. She said much of their work centered on creating processes they could replicate and rely on.
As systems took shape, students relied heavily on one another. “We supported each other and somehow made things work,” Cabase said.
Beyond rebuilding systems, Taito says one of her biggest challenges was earning the trust of her team. Recognizing the difficulty of the changes, she focused on building relationships and taking the time to understand employees’ backgrounds, goals, and concerns. “I didn't try to convince them everything would be okay,” she said. “I just listened.” Over time, that approach helped build trust and strengthen the team.
Leading to change
Both Taito and Ballesteros agree that the success of Print Services came down to mindset and ownership. Taito said the student-led model worked not because of experience, but because of a willingness to learn and take on challenges. “I wasn’t exceptionally qualified,” she said. “It worked because I was willing to learn, willing to fail, and willing to do hard things.”
Ballesteros described the experience as one that required initiative and problem-solving. “When you’re part of a student-led organization, you learn how to solve problems instead of immediately relying on someone else,” she said, noting that the structure encouraged accountability and personal responsibility.
Eventually, those efforts began to show results — the department head announced that Print Services had become profitable after six years. “It showed us that our efforts were making a difference,” Bellesteros said.
Growing through experience
For Cabase, the experience at Print Services served as a defining period of growth. She believes her time there pushed her to become more independent and confident in her decision-making. “Those experiences helped me understand myself — my strengths, my weaknesses, and how I respond under pressure,” she said. “More than anything, it taught me self-mastery.” Her biggest takeaway was simple: “Go toward the hard things. The hardest experiences often teach you the most.”
Ballesteros says one of the most important lessons she learned was integrity. “Integrity means doing your best even when nobody sees it and nobody praises you for it,” she said, adding that her faith also influenced how she views accountability. “My faith has taught me that the approval that matters most comes from Jesus Christ and Heavenly Father.” She also emphasized the importance of communication, noting that leadership is not just about making decisions but about understanding and supporting a team. “Leadership means asking for help when you need it and recognizing that success is never accomplished alone,” she said.
Taito’s experience ultimately reshaped how she understands leadership. “Leadership taught me that people matter most,” she said. “No system succeeds without people.” One of the things she is most proud of is her own growth, recalling how she once struggled with confidence and public speaking. “I am now more confident in my abilities and more comfortable leading others,” she said.
Leading forward
As Taito prepares to graduate, she says she is most excited about continuing that growth. She described her time at Print Services as one of the most valuable learning experiences she has had, giving her the opportunity to apply classroom concepts in real-world situations. “I genuinely believe I’ve had one of the best business educations possible,” she said, noting that the challenges pushed her beyond what she thought she was capable of.
Looking ahead, Taito says she will miss the constant challenges that came with the role. “The grind. The challenges. The constant learning. The people. I love learning, and this role gave me endless opportunities to grow.” Taito hopes the next generation of student leaders will continue to prioritize the people behind the operation. “Value the people,” she said. “No matter how well things run, it won’t mean much if your team doesn’t feel valued.”