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Nick Scheifler
for Member Committee President
AIESEC in the United States ’16-17
www.nickformcp.com
AIESEC United States,
I understand you are in need of a new chief executive – a powerful leader who
can envision a beautiful future for our entity, oversee the development and
execution of a grand strategy to get there, and galvanize the network as an
inspirational figurehead to achieve something unprecedented.
After intense introspection and soul searching (which sometimes can feel a bit
like staring into the abyss and chewing glass), I humbly submit to you I am the
leader necessary to take us from our current state to our ideal. In these pages I
have laid myself bare so that you may decide for yourself.
We find ourselves at a crossroads: the dialogue you engage in and the decision
you make will set us on one of many potential paths to our midterm ambition
of AIESEC 2020 – a future organization that virtually none of us will be a part of
as active members but for which we are all responsible.
If my ideas resonate with you, I urge you to talk about them with your peers,
let your advocacy of my platform be challenged, and enjoy playing your part in
this rigorous selection process.
Please, do not hesitate to reach out to me with questions or input. Let the
fireworks begin!
At Your Service,
Nick Scheifler
Nick Scheifler – Local Committee President –
AIESEC Austin
Email: [email protected]
Phone: 832-969-0731
Nationality: American
DOB: 10/01/1992
501 W 26th Street #213 Austin, TX 78705
For the purest version of my platform and leadership philosophy, visit http://nickformcp.com
Why I’m applying and I who I am:
Ever since I joined AIESEC, what I can do for the
organization has grown in perfect proportion to what it can
do for me. That is a beautiful relationship. My experience
of diving in and producing rapid sales results in my LC,
exponentially growing our iGIP program as a VP, and
transforming the chapter into a high-performing unit as LCP
have shaped me into the leader I am today. I am indebted
to this organization for the tools it has given me for self-
actualization. The only appropriate way to pay this debt is
to give AIESEC the leader it needs to realize its own
actualization: a leader with a sound strategic mind,
strength of will, proven executive managerial skills, and the
ability to be an inspirational, rallying national figurehead.
I am a 23 year old man of mixed heritage, graduating with a
degree in Management of Information Systems. My
professional background is in business analytics, leveraging a
combination of data analysis and professional
communication to help solve business problems. In my spare
time I like to paddleboard on Lady Bird Lake, drum, and learn
the much more travel-friendly ukulele. More importantly
than any of that, I am determined to become the best
version of myself – I am obsessed with self-development and
self-determination through action, and I am passionate
about imparting that to others. AIESEC has taught me that
the surest, most noble method of self-development is
serving others. And so here I am, hand extended, offering to
serve you with the best of what I’ve acquired thus far.
Manifest 2014 Manifest 2015
2013 2014
2015
Joined iGIP
team, @Austin
-LC VP Business Development
-Grew iGIP sales by over 100%
-Ultimate Growth Award @ SNC 2014
-iGIP Excellence Award @ WNC 14-15
-Local Committee President
-Oversaw growth of over 100% in
realizations for all exchange programs
RoKs iGIP Faci
SoCo Spring 2014
RoKs iGIP Faci
Rowdies West Fall 2014
Summer Sales TL
-NST Star Seller
-Thunderbird Top Seller
Award @ WNC 13-14
Train the Trainers Faci
Illinois, Fall 2015
How I’ve progressed and what I’ve accomplished in AIESEC:
What is Manifest Leadership Seminar and
what lessons does it have to teach us?
Very early into my AIESEC career I noticed a startling flaw that was holding back our
entire entity: every year VPs start their terms green as grass, usually in their first
real leadership experience ever. They hack their way through their terms without
an understanding of the basic leadership/management skills necessary for success,
just beginning to figure out how to be leaders as their terms come to an end. And
then would come the next EB to repeat the same perennial mistakes.
To me this was a big strategic problem, as it was also immediately evident that
executive boards across the nation are the real pressure-point for meaningful
results. As a newcomer to AIESEC, I was also frustrated with the inordinate amount
of time devoted to what I could only think to refer to as “fluff”: long-winded
plenary sessions devoted to peace and fulfilment, intangible discussion, and that
semester’s new theme/slogan. Then the functional tracks (the meaty, skill-based
sessions I was always eagerly waiting for) would be consistently rushed or cut short
due to this prioritization. Why weren’t these critical touchpoints being used more
effectively?
Seeing an opportunity, I founded the Manifest Leadership Seminar with my two LCP predecessors, Chris Williams and Natalie Rodgers. This
was a “fluff-free,” skill-based conference based in Austin exclusively for incoming VPs, designed to teach them the hard skills they needed
to have a successful term. Both Manifest 2014 and 2015 met with explosively positive feedback, affirming to me that this was indeed a
strategic vacuum in AIESEC US – a vacuum that remains unfilled to this day.
While it is vital for our members to be taught the AIESEC Way, the inner journey, and our values at conferences, we have to better utilize
our physical touchpoints. As MCP of AIESEC US, I will oversee a re-evaluation of our regional and national conferences, combining
feedback from the plenary with my vision for skill-building to ensure that content is optimally enriching our members. Thanks to my
extensive experience both as a faci and faci coordinator, I have the skill set necessary to optimize training in AIESEC United States. When
the value proposition of our conferences speaks for itself, we will start seeing increased attendance at every NatCo regardless of the
delegate fee, and AIESEC US will become a higher performing, execution-oriented entity.
Logistics:
I will be attending WNC in Fort Worth, Texas from December 29th to January 4th.
I am able to attend International Presidents Meeting from February 19th to March 2nd.
I graduate early December and can begin full time transition in New York immediately.
As a US citizen, I am legally allowed to hold a CEO position in the United States.
1. If the above answer was ‘No’, what are your action steps to legally be able to hold a CEO
position in the United States by 30th December?
Incredible GCDP
in Colombia
My 20 strengths and 20 weaknesses:
Wow. I encourage you to try this on yourself without using a thesaurus. It’s quite a personal thought experiment. I think
the 20 strengths are a good representation of me as a leader, and my 20 weaknesses are potential pitfalls if I get careless
or ignore the feedback from my environment. To me these traits spell out a President who can track inefficiencies and
implement practical solutions. A leader who challenges and drives personal growth in his team members. An executive
who can enforce a process and a culture. This is evidenced in Manifest, the massive development I brought my LC, and
the simplicity of my ideas.
Strengths
Bold, strong-willed, visionary, inspiring, dynamic
communicator, disciplined, results-oriented,
passionate teacher, passionate learner, self-aware,
meticulous, ambitious, authentic, uninhibited,
perceptive, self-sufficient, effective, welcomes and
implements feedback, thick-skinned, unstoppable
Weaknesses
reckless, critical, unfiltered, intense, egotistic,
demanding, selfish, intimidating, hardcore,
outrageous, offensive, vulgar, polarizing, aggressive,
dissatisfied, hard to manage, exhausting, skeptical,
manipulative, blunt
Our Relevance
My relationship with the AIESEC Way and its importance to AIESEC in the US:
Wariness. I came to AIESEC as a cynically insecure, introverted
boy who thought he already had the answers. I was the kind of
person who sat down in a crowded airplane and internally begged
the universe that the stranger next to me would not strike up a
conversation. What’s worse, I masked my lack of confidence as
distaste. When the AIESEC Way and the Leadership Development
Model came to me, my ideological immune system flared up
because I felt the way it was communicated wasn’t grounded or
authentic. I was wary. I was a microcosm of American youth – raw
material to be shaped by the AIESEC Way: talented but
uninspired, privileged but ungrateful, bursting with potential but
stagnant.
Acceptance and action. The message wasn’t resonating
with me and I couldn’t pinpoint why, but I saw that there
were skills to be learned and things to be done. I accepted
that AIESEC could be a suitable vehicle of self-
development and I sprang into action: learning everything
I could about sales and iGIP, bursting through the walls of
my comfort zone, failing and succeeding, bringing
explosive growth to my LC, and enabling and empowering
others to do the same across the country. I learned during
this time that motivation and inspiration can follow action
– seeing it the other way around is one of the biggest
inhibitors to success.
Self-discovery, understanding, and resolve. Looking through the lens of the sweat and tears I put into AIESEC, I see a panoramic collage of
the lives I’ve changed: the trainees who have come and gone, the American students sent away and returned, the delegates I’ve visited
across the country to coach and train, my own LC which is unrecognizable from the one I joined, the children whose perspective I broadened
during my GCDP in Colombia – but right in the center is the starkest change – my own life. Realizing that I have been living the inner and
outer journey through the toughest challenges of my life and the mirror they provided for reflection; taking stock of the leaps and bounds in
self-awareness as I challenge myself to become better instead of wishing things were easier; multiplying my impact by empowering others
as a trainer, coach, and executive leader; remaining solution-oriented in the face of failure, criticism, and doubt; caring about what is
happening around me and understanding my potential to effect real change as a world citizen. As I have learned to live the AIESEC Way as a
powerful leader, I can now see why I was originally so wary: these beautiful values were being preached but weren’t evident in the strategy
and execution itself. My unique perspective and skill set are what’s needed to ensure that our communications, strategies, and structures
live and breathe the AIESEC Way. When AIESEC in the US completes this transformation, it will explode forward as an entity and reach 2020
at the forefront of the global plenary.
The AIESEC US Manifesto statement that
resonates the loudest with me:
“We take global responsibility by living our mission and
pursuing it relentlessly.”
Lately I have become obsessed with the duality between
being versus doing. On an individual level, I believe that
when one focuses on becoming the ideal instead of
scrutinizing every specific action, everything else falls
into place. But at the same time, action is the quickest
way to change who you are. I think this philosophy can
and should be applied to AIESEC United States. Goals,
especially national exchange goals, should be a
numerical representation of the kind of organization we
will become by achieving them. By truly living our
mission and our values and pursuing them relentlessly,
we become an entity that is actually capable of achieving
our lofty goals. And when AIESEC in the US becomes the
entity it can be, it is simultaneously taking global
responsibility. The single best thing our entity can do for
the global network is to become better and achieve
more.
The most relevant market for each of the AIESEC
programs in 15/16 and how I will ensure that we
increase our market share in these markets:
oGIP – Graduating undergraduate students, graduate
students looking to take a gap year, recent graduates
actively seeking job postings online
oGCDP – Freshman and sophomore students, students
seriously studying a foreign language, students
financially unable to go through study abroad, and
students rejected by study abroad and other exchange
programs
In order to increase OGX market share, a major initiative
of mine will be to inject sales culture and skills into both
programs. We have made progress by thinking of
marketing as the “sales” function of OGX, but we must
understand that between application and raise and
match, a lot of sales has to take place. Every student
must be led to trust us with his or her safety, time, and
$150 raise fee. Then that student has to be followed up
with meticulously to achieve the match. Teaching
essential sales skills like building rapport, handling
objections, and closing can no longer be confined to iGIP.
oGIP and oGCDP are sales and delivery functions, and
when all of our members can effectively execute sales
skills our conversion rate from applications to raise will
spike dramatically.
iGIP – rapidly growing SMEs and businesses with
international holdings or offices
Our iGIP training has to step up, and our members need
to be having as many comfort-zone-shattering
interactions as quickly as possible. My team will
emphasize event-based, social sales where our new
members can have dozens of conversations in one
evening to speed up acclimation, hold each other
accountable, and turn what many view with dread into a
fun affair. When these basic sales skills are automated
through exposure, our members will be able to fully
utilize alumni and other traditional warm leads.
iGCDP – Universities and non-profits
The key to getting a foothold in the American market
with iGCDP will be continuous coaching, accountability,
and empowerment from the MCVP iGCDP and the
courage to innovate on the local level. And not only in
sales: we don’t yet know how we will sustainably house
any meaningful volume of short-term interns. This needs
to be a priority.
Entities to partner with in each exchange
program to bring the most relevance to the US:
iGIP and iGCDP: We currently do not do enough iGIP to create
many lasting entity partnerships and iGCDP is brand new, but
by far and away the most relevant partnership would be with
Mexico. The fates of the US and Mexico are interwoven, and
there are still many cultural barriers and prejudices to be
overcome. There were 5,790 hate crimes against Hispanics in
the US in 2014, and 22% of them were on college campuses.
We should bring more Mexican professionals to the US to help
break traditional cultural divides.
oGIP: China. US-China relations will only become more critical
for the world moving forward, and sending more Americans
on long-term teaching experiences in China will not only bring
us better awareness of their reality but also will augment our
Chinese-speaking population.
oGCDP: Mexico, Colombia, Brazil. A combination of imperialist
American policy and fear-mongering media have sadly
distorted our image of Latin America. Scaling with these
countries it not only relevant, but practical, as they globally
are top exchange producers globally and their supply can meet
our demand.
Trends in the US to capitalize on for 2016-17:
Our Current State
Study Abroad: Every year 300,000 American students
study abroad. This number is only going to continue to
grow, as the Millennial generation is the most globally-
minded and abroad-intrigued generation in history. This
isn’t new information, either: every election we point
out this fact. But why aren’t we able to fully capitalize on
this burgeoning market? Why aren’t we able to
successfully tack on thousands of GCDPs to the end of
study abroad experiences? The frank answer is lack of
trust. How do we overcome this trust gap? By giving our
members the skills necessary to build that trust and
close. We can and should continue to innovate in
processes and online platforms. At the local level, sales is
an unavoidable pillar of any successful operation, and it
is time we brought it to OGX. We are getting better and
better at bringing in applications, but those applications
don’t mean anything if we cannot convert them to raises
and matches with our OGX teams.
Extracurricular Activity on Campus: As incredible as this
organization is, we need to stay humble and self-aware and
realize a critical fact: on campus, as far as the university and
our potential recruits are concerned, we are a club. One
club among up to a thousand other clubs on the same
campus. The number and sophistication of competing clubs
on campus is only going to intensify, and these clubs don’t
bear the operational burdens we do of trying to grow
exchange programs. Therefore they are consistently out-
competing us in the market for recruits. How many
incredible members are we losing to other “leadership”
organizations with better recruitment execution but do
nothing more than weekly meetings, a service project or
two, and parties? On-campus recruitment cannot be a
periodic accessory to our operations; it has to be the
fulcrum of our growth on the local level. Under my
presidency AIESEC US will have its two most successful
recruitments since the revolution, and those recruitments
will pay us unimaginable dividends all the way through
2020.
An analysis of AIESEC US – trends helping our organization and trends holding us back
Unsustainable leadership pipelining: Unfortunately AIESEC US is becoming a precariously top-
down organization. More of the workload is being centralized (most of our iGIP growth last
year was driven by the MC). Local/regional RoKs facilitators are losing both ownership over
content design and enriching stage time as trainers. Regional Coordinators were cut as
leadership positions because we lacked the talent capacity to properly fill the roles. This kind
of trend helps with short-term results, but compounds on itself and eats away at both the
organization’s foundation and ultimately the caliber of our leaders when they do make it to
MC. This also contradicts our basic tenet of empowering others. We don’t empower others
because it’s a romantic notion – we do it because it’s good strategy. As an MCP with the vision
to pipeline leadership into 2020, I will reverse this trend.
AIESEC United States has come such a long way since I joined this organization. We’ve abandoned the
minimum mindset of 2 incoming and 2 outgoing. Our strategies have gotten more granular and
intentional. Every year we command more respect in the international plenary. Our exchange programs
have grown steadily since the revolution. But there are some troubling trends in our entity that need to
addressed and corrected if we are to have a robust, sustainable organization that can execute with
increasing excellence every year.
Unsustainable finances: AIESEC US expenses have ballooned over the past couple years, and our revenues are not
rising accordingly. An increasing number of LCs are going into debt under the current financial model and risking
disbandment.
Strategy and trust being lost in communication: for various reasons, ideas –
good ideas – generated at the top are not being fully implemented locally. There
are two points of failure here: the relay between MC and EB, and then the relay
between EB and members. Both of these relays need to be carefully maintained
for any strategy to have any effect nationally. As MCP I will repair the relay
between MC and EB with institutionalized rules based on mutual respect, as well
as make sure my team effectively coaches LCPs and VPs on how to relay the
strategy further down to members. Establishing personal relevance of strategy
for LCPs and VPs is key in order for them to effectively relate it to their
members. Personal conviction needs to be present at every level of
transmission. EBs across the country need to be pushing MC strategies because
they believe in them, not because they were told to in an email.
Good relationships between AIESEC US and current entity partners to maintain:
We should continue to build on our LATAM partnerships. Brazil takes the most
interns from us out of any country. Colombia is a reliable partner both in terms
of exchange and leadership pipeline. Mexico is a budding partnership that needs
nurturing. All of these entities, particularly Mexico, are incredibly relevant to our
country as the United States continues to undergo “Latinization” into the future.
By 2050, there will be as many young Hispanics as whites in the US. Increased
attendance at LATAM conferences, strategically placing our members on their
MCs and theirs on ours, and direct invitations to our conferences for
international delegates will go a long way in this regard.
My Plan and Direction
This is the AIESEC in the United States that I envision for 2020:
I envision an AIESEC US that leads the global plenary in results and sets the pace for international strategy
decisions, a true role model in the network. So does every other MCP candidate. The difference is that I envision
an AIESEC US that is able to do this by way of truly being in tune with itself: understanding that our unique
market’s size and cutthroat competition are both a blessing and a curse; noting with transparency the flaws in
our structures that contribute to inefficiency and infighting and taking lasting measures to overcome them;
grounding ourselves in the reality that success comes from consistently applied principles of excellence and
execution, and realizing that there is no innovation, imported GCP, national survey, product evolution, or vision
boarding that can change this. We are the United States of America – a country with abundant resources,
unlimited potential, and copious raw talent. AIESEC is the premier vehicle to capitalize on these resources,
realize this potential, and shape this raw talent the same way it shaped me and you.
My national focuses to complement my vision for the term 2016-17:
My vision for 16-17 is to mature our organization into one with the institutions, discipline, and pipeline to grow into
the global leader of 2020. This means breaking the cycle of skill disparity and mixed relations between the MC and
LCs, pushing nationally to recruit and train the most inspiring talent out there, converting our most scalable and
profitable program, oGCDP, into a professional powerhouse, and getting out of our financial quagmire by expanding
Business Development as a revenue-producing department.
1. Set the framework for each generation to build upon the last:
Training Culture Revolution: TtT meta redesign, mandatory training visit for each expansion,
empowerment and prestige for RoKs facilitators
MC jump start: Mandatory TtT refresh for incoming MC, lifestyle design and tracking, culture of support
and enablement while MC is new and LCs are veteran
LC jump start: Manifest-style training for all incoming EBs at WNC and more skill-based sessions for
members, culture of MC direction and leading from the front while LCs are new and MC is veteran
Institutionalized rules on MC-LC communication to break the cycle of good/bad relations
National recruitment push: every function collaborating on ideal member profiles, marketing
strategies, info session pitch, interview strategies, induction
2. Inject adrenaline into OGX and scale oGCDP:
Spring OGX summit designed to empower LCs to capitalize on Summer Peak
Introduction of sales training and tactics for local teams to expertly convert applications to raises and
matches
National emphasis on digital/viral marketing of oGCDP
Push to customize oGCDP TNs that attach to the end of study abroad programs
Upscale our online presence through partnerships with digital job posting services
3. Continued expansion of Business Development beyond raising TNs:
BD manager reporting to MCVP BD with BD NST to field test proposals and then implement at the LC
level
BD on the national level becoming a separate concept from iGIP
BD acting as a sales consultancy for all functions
Lasting, lucrative partnerships to drive down conference delegate fees.
The contributions of past MCs and how my vision and platform build off of them:
MC 212’s biggest contribution was the
national push to split oGIP and oGCDP, a
move that was initially met with a lot of
resistance. While this transition has not
been fully implemented at every LC, this
enabled the entity to pursue smarter
strategies catered to each program. My
platform builds on this contribution by
applying a new sales approach to both
but different strategies to each program,
along with a higher investment in oGCDP
for its scalability.
MC Beyond’s contribution was helping to
transform our nation’s mindset. Bringing
in Dey Dos, working the plenary to
emphasize the Manifesto, and
implementing the new membership
model will leave a lasting legacy. My
platform will bring this transformation full
circle, applying heightened self-
awareness and ambition to not only our
mindset but also our strategy and
execution.
MC Rise has done an excellent job with
MOGX and the collaboration therein, but
their biggest contribution in historical
terms will be in the introduction of
iGCDP. iGCDP is in a unique place, where
my team will need a VP with solid
strategy, coaching, sales, and execution
skills – but iGCDP is not yet at a point of
being the focus program of investment.
My VP iGCDP and I will ensure that we
intelligently grow the program at the
local level and solve the problem of
sustainable housing for our volunteers.
My ambition for exchange goals for 2016-17:
I will enforce a strong expectation that every program head aims to ambitiously strengthen and grow his or her program.
That being said, as chief executive and steward of our nation’s strategy, it is my fiduciary duty to ensure that we address
our swelling financial problem by funneling new MC investments into oGCDP – our most scalable and profitable program.
oGIP is not nearly as scalable, iGCDP is still in its infancy, and iGIP actually hurts our financial sustainability as it grows (if
this is surprising to you ask me about Global Current). If you have more than one focus program, you have no focus
program. I cannot set specific exchange goals here; that is for my team to co-create with me. But for the sake of our
organization’s future, the investment focus program of 2016-17 has to be oGCDP. If this proves to be polarizing, then I
know I am stepping up as a leader. Many LCs (especially lower-performing City LCs) can and should maintain iGIP as their
focus program; this is specifically regarding new national investments. To reiterate, the broad strategies to achieve this
goal are injecting sales principles into OGX, instating a spring OGX summit to drive summer peak, emphasizing oGCDP
digital/viral marketing at the MC level, and utilizing study abroad by attaching our programs to theirs instead of
competing against them.
Goals for entity development, using the framework of the membership model:
Currently we have four full members – I want to see that number increase by at least 100%. For us to be an entity with
the firepower to surge ahead into 2020, we need a consistent mainstay of full members to support us. The LCs that are
close to this goal simply need enablement as they continue to grow. I expect this to happen during the first half of the MC
term while we are supporting and ramping up and LCs are at veteran status.
Expansions and Interest Groups should be converted to general member within a year of inception. To do this they will
need the support of a full time MC VP whose pure role is expansion growth, as well as the enablement of a robust trainer
network. Every expansion should have at least one specialized training visit.
Members on Alert need to be supported by their regions and trainer networks. If we are opening as many LCs as we are
closing, losing interest in those who are struggling in favor of the hopeful new entrants, we will be stagnant as an entity. If
the financial model is not fixed by my term, that has to be a national priority. Cutting costs, educating LCs on financial
sustainability, and changing the affiliation fee to not cause swaths of LCs to buckle under debt are critical to our future.
How I would like to see AIESEC positioned externally by the end of my term:
The future needs of our organization, both nationally and globally, dictate for AIESEC to be seen in the business world as a
compelling channel for corporate citizenship, giving, and youth engagement instead of simply a talent sourcing agency.
This is critical for not only our exchange growth but also for our financial sustainability. AIESEC International is doing a
great job of this so far, with purpose-driven partnerships with organizations like the United Nations and Asian
Development Bank.
Among potential recruits, AIESEC’s Global Leader program needs to be seen as the premier professional development
opportunity. To achieve excellence in our operations we need to be attracting excellent people. Consistently amazing
recruitments will compound to supercharge our entity.
Exchange participants need to trust AIESEC as an authentic, safe adventure that rivals university study abroad or other
programs like CIEE. In this market AIESEC’s mission and culture will stand out once our program has proven to be
trustworthy in terms of customer service and quality of experience.
Start, stop, and continue for our customers in each program:
OGX
Start: building relationships and
selling to EPs, monitoring quality of
exchange experiences after Re.
Stop: delayed outreach to new
applicants, slow match times
Continue: developing digital
platforms like Opportunities Portal
for off-campus exchange and
process optimization
ICX
Start: monitoring trainee experience
after reception, engaging partners
beyond raising and re-raising TNs
Stop: prolonged match periods
through lack of partner
communication accountability
Continue: up-selling partnerships
during peak moments of trust and
goodwill
Global Leader
Start: marketing effectively and
consistently to student body for
recruitment, enforcing team
minimums
Stop: under-utilizing conference
touchpoints, spoon-feeding trainers
and middle-management
Continue: viewing Global Leader as
its own program worthy of focus
My initially proposed Member Committee structure:
MCP
VP
Operations VP Fin VP TM VP MKT VP
Expansions
VP oGIP VP oGCDP VP iGIP VP iGCDP
VP BD
VP
ER/Conferences
BD
Specialist IT
Assistant
Visa
Officer
Sustainability Squad
Because of the strategic demands of our reality and budget constraints, University Relations is to be divided among the operations
VPs and TM. Each VP should be the expert on how best to leverage the university to benefit his or her program.
Because the Global Leader program dictates the experience of every AIESECer and is inseparable from national organizational
culture/effectiveness, VP TM will report directly to me but will be able to collaborate in Operations meetings as necessary. VP MKT
may either end up reporting directly to VP Operations or VP oGCDP depending on how the role evolves. The strategic necessity for
VP ER/Conferences depends partially on the pending work of MC Rise.
Non-VP Support Roles:
IT Assistant: We absolutely need, at the very least, a part time staff member to specialize in addressing our EXPA / Fluid Review /
other IT issues. For many LCs our IT systems are an obstacle just as often as they are an enabler.
Visa Officer: Because visa issues are so specialized and urgent, AIESEC United States needs an officer whose stay transcends MC
terms. The VP iGIP needs to be a strategic executive and shouldn’t be bogged down by daily visa operations.
BD Specialist: A full time, 6 month role that supports the VP BD in expanding our national revenue-producing partnerships and
proliferating GCPs down to the local level. This role should pay for itself, contribute to our financial sustainability, and bolster
pipeline to ensure that we always have a hyper-competent VP BD on the MC.
The kind of leadership AIESEC US needs in the 2016-17 term. My leadership style, and how I will lead my team
and AIESEC US.
AIESEC United States needs a chief executive who can see things the way
they are, envision the way things should be, and have the courage, skills in
managerial execution, and inspirational caliber to get us there.
AIESEC United States needs a leader who can enforce a culture. A culture of
high performance, mutual respect, and no excuses. A culture across his
executive team. A culture across the national entity. A culture across the
global plenary.
AIESEC United States needs a president who can stand in front of the plenary,
step fully into his role without reservation, and lead from the front.
AIESEC United States needs me and you to step up and lead this entity with
excellence in execution. AIESEC United States, my hand is extended. No
matter what happens I will know that I stepped forward and gave you
everything I have.
The decision is yours.
Blank Paper Challenge
When I joined AIESEC, I was not impressed by the LDM.
It didn’t seem grounded. It didn’t seem authentic. My ideological immune system
rejected it.
But now I see that the LDM is the core to everything we do.
It has to be at the core of everything we do. Not just our rhetoric, or our RoKs plenary
sessions. But our actual strategy, execution, structures, and vision.
My platform is the LDM, envisioned practically for our entity at this point in time.
Join me in completing the adoption of the LDM through excellence in execution.
www.nickformcp.com
