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Over the past 1,5 years I have been putting my heart and work to AIESEC in some of the most developed countries in the world: Norway and Iceland. For young people in these countries the relevance of AIESEC is crucial, but not so visible and not so present. During these past 1,5 years I realized how I like to work and live abroad, how easy it is to stay in these countries and live here a comfortable life. How easy it is to start a new life from scratch, in a country for which you don't feel the same responsibility.

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I joined AIESEC in NOVA, back in October 2008. I have finished my bachelors in Economics and I still want to do my masters somewhere abroad. I have taken almost all the steps the organization allows me to: from member, OCP, LC VP, LCP, MC VP and now MCP of Iceland. I am in a moment of my life where either I continue in AIESEC because there is something meaningful I want to do, which is at the same time personally impactful or I will go on to the “real life” and start the next chapter of my life. I feel very passionate about AIESEC and especially the impact AIESEC can have in Portugal at this moment in time. This is why I am coming back: for you, for me and for the future the youth can play in the development of Portugal.

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Portugal needs hope in a better future. Portugal needs young people that are willing to face risks and go out of their comfort zone to put their words into action, people that go abroad but come back because they believe in their country. Portugal needs people that are able to lead and act to create a positive change. I want to lead this behaviour and this is why I am standing to become your President for 2014/2015.

My Motivation to stand as MCP 14.15 of AIESEC Portugal

The Leadership of 14.15 Type of Leadership of my team: Purpose driven Why: “Our connected and values-driven leadership makes it happen.” We are still not able to communicate: 1) why we do what we do; 2) the impact of what we do internally or externally AIESEC Portugal made a leadership promise to society; I want to broadcast it loud and clear How: . MC team selection based on vision, behaviours and profile . Strong MC team and country alignment on why we do what we do – MC + . LCPs planning together on the purpose and goals of our year . Clear focus on bringing back our purpose in all relevant touch points with the MC team (weekly meetings, coaching meetings, team days, etc.) and with the country (Conferences, LC visits, coaching talks, newsletters, etc.) . Sales trainings to all the members of the country on how to be brand ambassadors . External Branding of the Organization as such – Leadership Development Organization

Leadership Promise of AIESEC Portugal:

“Our connected and values-driven leadership makes it

happen.”

What kind of leader do I need to be: . Very clear on goals and direction . Available to hear our membership and customers . External Oriented . Focused on the National Leadership Body: MC + LCP team development and role modelling

Trends Shaping the World, Opportunities and Threats

Macro Trend: Economic Crisis

Consumer Trend: Dealer-Chic Deals and discounts, will be more than just saving. It's the thrill, the pursuit and the perceived smartness, and thus, a source of status quo.

Threats: a) consumers won’t be willing to spend too much money on non-essential goods; b) organizations, which financially support their members on OGX, will be more competitive

Consumer Trend: Screen Culture Touchscreen smartphones, tablets and the “cloud” will bring a culture more pervasive, but more personal and interactive than ever. “Digital technologies are the new medicine.”

Threats: a) traditional ways of communicating will tend to disappear (posters, flyers, etc.); b) there is a low knowledge in AIESEC Portugal on how to capitalize on other media platforms.

Opportunities: a) AIESEC can provide some of the social benefits being cut trough ICX GCDP projects; b) our OGX programs can help reduce the number of recent graduates that are unemployed; c) our ICX GIP program can contribute to create more employment by helping Portuguese companies expand internationally

Opportunities: a) review our pricing system/incentives so that we can reach all kinds of customers; b) promote low cost OGX packages in nearby countries; c) have campaigns with companies to offer internships.

Opportunities: a) this allow us to reduce our costs with promotional materials; b) gives access to a more direct contact with our targets by being able to reach them 24/7 in their personal touch screens.

Threats: a) low consumer and business confidence indexes; b) more unemployment, d) decrease in wages and social benefits to the population; e) cut in governmental funds

To answer this question I used the report elaborated by www.trendwatching.com.

Relevance of Youth Leadership in Portugal

Portugal needs hope in a better future AIESEC brings a concrete SOLUTION

The unemployment and brain drain have never been so high since the 60’s

AIESEC in Portugal can help build the trust, the opportunities and the environment young people are missing in the current scenario to grow and improve their nation.

We need to position AIESEC as the organization that has been enabling SOLUTIONS for 54 years.

AIESEC allows people to dream and believe they can make a change happen – youth leadership

How to make AIESEC known for being the Youth leadership provider of the World?

Branding and PR As a national focus strategy

Networking Government, Media, Conferences, Umbrella, companies, NGOs, Student Unions, University Deans, etc.

Showcase of our experiences and their

impact

Using concrete data and testimonials, e.g.: % of students that got a job after an internship with AIESEC; % of companies that expanded internationally after receiving one of our interns, etc.

LEAD Program Offering a flow for Inner and Outer Journey development; Implemented across all programs, nationally.

ER events aligned with our purpose

All external events allowing the Portuguese youth to discuss pressing needs of society and their role in it – Leadership Tournament, MiP, Youth to Business, etc.

Business Development (BD) Strategies Integrated with

Exchange

A) National Recruitment Booklet – incorporating the promotion of all of our programs + the concept of the LEAD magazine

B) Companies sponsoring not only an event but also promoting youth qualification (e.g.: instead of receiving 5.000€ from P&G, ask for 10.000€ and 5.000€ will go to pay for 5 people to go abroad with their flights + fee covered)

SWOT analysis of AIESEC in Portugal

Strengths

.Organizational relevance for Portugal

.AIESEC culture is energetic and passionate about what we do .Established and professional processes across our operations .Branding Improvements: new website, Facebook, national brands .Financial and Legal advancements (MC) .MiP project is being innovated and is becoming more visible .Portugal has 3 international MCPs and 4 international MC VPs

Weaknesses

.Lack of a sustainable pipeline of leadership (in most LCs) and .HR capacity to grow in volume .Lack of flexibility, agility and innovation in our products .Conversion rates in OGX and TMP/TLP .Consistency in Branding and PR through the years .Online promotion across the country and IT infrastructures for scalability .AIESEC Portugal is not a full member country

Opportunities

.Crisis – students are looking for opportunities to differentiate themselves and companies are looking to expand internationally .Government – IPDJ grants, trainings, aicep global .Alumni – re-engagement for events and TN raising .Umbrella Organizations – Chambers of Commerce, Youth Alliances, etc.

Threats

.High unemployment rate – normally parents are the ones paying for everything .Portuguese have in general a destructive attitude .Similar internship programs .Lack of a strong AIESEC brand in the market .We are only physically present in 8 cities, out of 16 with .Higher Education Schools .AIESEC is perceived as a volunteering organization (and sometimes a charity)

My Vision for 14/15

Vision/Motto:

Mo

S iGIP 70 oGIP 200 GIP 270

iGCDP 250 oGCDP 480 GCDP 730

TMP 800 TLP 200 TXP 1000

Programs Strategies: Focus growing: 1) oGIP; 2) iGIP

Focus Innovating: 1) oGCDP; 2) iGCDP

SWOT analysis of AIESEC in Portugal

1) Branding & PR

% Conversion Rates # Media Appearances # Alliances # Events attended % Events organized including the topic of Youth Leadership / Youth Development % ELD experiences through current customers/referrals

1. Public Relations National Strategy (involvement of LCPs) a)Events, Alliances, Media, etc.

2 . Front Office & Back Office Synergy a)Alignment of KPIs, JDs and Structures b)Tracking and contribution to results

3. Usage of Global Brands a)In Portuguese – Cidadão Global, Talentos Globais, Jovens Líderes, Jovens Talentos (e.g.: www.aiesec.org.br) b) Promoting specific issues and sub-products (e.g.: http://global.aiesec.no/)

KPI’s

Key Strategies

2) Simplicity and Innovation

# Days we take to raise 1 EP / TN # Days between RA-MA % Conversion Rates % ELD through back-office areas

1. Implement and capitalize on the right IT infra-structures (CRM, OP, ORS, NPS, Podio) 2. Adapt all of our processes for growth, relevance, flexibility and customer loyalty, e.g:

a)Selection and recruitment for OGX needs to be simplified not to depend on externals (e.g.: psychologists) and needs to allow for RA-MA in 1 week period b)Conference Cycle: our conferences are not big enough or involve externals of relevance if we want to be seen as a credible voice in Portugal. A suggestion can be to review the conference cycle and for example join Discovery and NATCO/START and have other moments just MC-EBs. c)Expansions to new cities – have a clear process and support systems in place

3. Innovate or discontinue some of our current national products, taking into account the current needs of society, our AIESEC purpose and long-term plan – e.g.: LT, MiP, Y2B, etc.

KPI’s

Key Strategies

3) Leadership Empowerment and Engagement

# ELD % TMP and TLP Retention % Members applying to TLP % Leaders attending National Conferences and Summits % Leaders attending International Conferences # Times per month the MC talks with LCPs and LC VPs # LC Visits

1. LCP Management 2. LEAD Program – facilitate inner and outer Journey of all ELD experiences 3. LC Structures for growth in volume 4. Long-term Country plan and LC development plan

KPI’s

Key Strategies

Where do you see AIESEC in Portugal in 2015? When would you say that AIESEC in Portugal

achieved 2015? What needs to be done for that? Evaluate our key achievements so far and key things that should happen next term to proceed with the evolution.

Contribution of each MC VP to it A further explanation regarding the MC structure can be found some questions below.

MCP OGX ICX Mkt & PR OD FIN BD

Leadership Management

PR: Youth Alliances

PR: Business Alliances

PR Strategy: Media; Brand Ambassadors

LEAD Program & Showcase

Investment Plan

PR: Business Alliances

MC Synergies

Issue Segmentation

and Sub-Products

Sales Strategy & Program

Global Brands & Purpose

Expansions Application to

funds Innovate LT,

Y2B

PR Strategy Innovation and

Customer Satisfaction

Synergy with BD

IT Infra-Structures

LC Development

Strategy

Safety Measures

Synergy with ICX and OGX

AIESEC 2015 represents a mid-term ambition that challenges the entire AIESEC network to deliver more and better experiences, to develop more and better people for a positive impact. In 2015, I see AIESEC Portugal going beyond 1.000 exchanges, I see AIESEC being positioned as a leadership development organization and attracting the people with the profiles we need to grow our organization in the long run. In 08/09 the challenge was to go beyond 100 exchange experiences. In 14/15, 5 years later, the challenge

should be to go beyond the 1.000 exchange experiences. This is how I will measure our success.

We need to find a balance between the things that worked in the past and the things we need to start doing. Globally we are not growing fast enough in GIP (Q3 2013) and Portugal is no exception to this rule (we are actually decreasing). For 2015 to happen we need to believe it is possible, we need to enable the right culture of learning and empower our members to impact their society, by having a clear why, clear sub-products, structures and goals they want to accomplish. To achieve 2015 we need to be fast, focused and think long-term. To achieve 2015 we need a leadership body that is united in the belief that delivering 2.000 leadership experiences matter. To achieve 2015, AIESEC Portugal needs to feel why delivering 2.000 leadership experiences in our programs matter. 2.000 leadership experiences are 2.000 solutions for the Portuguese society and to create long-lasting impact in our country.

Innovate Grow

More Branding and PR

Talent Capacity & Reach

GIP

Projects: LT, Y2B, etc.

Processes, Structures

GCDP

The role of 14/15 for me is not only about achieving 2015.

For me 14/15 plays a bigger role, the role of preparing for AIESEC 2020, and guarantee that Portugal is leading its achievement, with innovative strategies, from the first moment.

However, 1000 exchanges wont fall from the sky. I believe that iGCDP and oGCDP will play a key role in this growth, their growth is our biggest achievement in my perspective, but I also believe, we cannot keep on doing more of the same, despite the past success of programs such as MiP.

What challenges do we face in becoming a truly customer-centric organization and what

would you do to change that?

Main Challenges:

1. IT infra-structures – most LCs are still using a lot of different spreadsheets and databases to archive their customers information, not being able to track them or capitalize on it the most efficient way

2. Sales Culture – we don’t have a sales culture and education in AIESEC Portugal, with incentives and strategies across all functional areas

3. Organizational Flexibility and Creativity – if an EP gives us feedback with improvement points on our selection process we will most likely take 1 year to change and adapt them (if ever). Our leadership bodies have been too restricted to the compendium and other rules and we have not been able to think outside of the box.

After some news posted on Público.pt, this is the reaction we got from some of our past customer. It is important to mention that AIESEC members took quick action to clarify some of the points our customers were giving feedback on.

Things to happen:

Culture Building and Incentive Systems: transform our data into clear actions to ensure customer loyalty and ensure fast action by the LCs. For this, we need to involve our leadership bodies and create competitions, criteria and recognition that allow for fast-paced follow-up to our customers. Process Improvement and Product Innovation based on customer feedback and data analysis. By piloting different models and initiatives and allowing for members creativity in all levels of the organization. E.g.: How can COM play a bigger role in attracting and converting OGX applicants? Implement Global Customer Loyalty Strategies for Students: Safety measures, Quality Standards and Satisfaction through NPS Implement Global Customer Loyalty Strategies for Organizations: partner retention, re-raising strategies – here a good CRM plays a key role

We see that AIESEC news is top hit on google when mentioning professional internships abroad and that we also have very happy and satisfied customers:

What are the next steps for the network development path? How would you cluster the LCs

and which development path would you develop for them? Consider the current LCD/OD model, expansions, conferences and the local structures.

AIESEC in Portugal has currently 9 LCs, this is 2 less than when I was LCP in 11/12. The following topics describe how I look at the entity development over the next year: Expand to new cities

Expand to new cities

Clustering Model

Considering our number of LCs, I don't think we need a sophisticated LC clustering or coaching system, to be able to develop and grow our entities. A close relationship MCP-LCPs and MC VPs-LC VPs is, for me, the most crucial ingredient for success, together with having a concrete long-term plan for AIESEC in Portugal and its LCs growth. There are 2 ways I would “cluster” our entities next year: based on volume of exchange results and based on region. This would enable the MC to direct clear strategies to some entities while at the same time, allowing for BCP sharing, integrated regional strategies to reach out to the biggest number of customers and promote creativity nationally.

Currently we are only present in 8 cities (including Évora, Faro and Covilhã) out of 16 with Higher Education schools and we have received in the past months 4 invitations to open AIESEC in different Schools. In my perspective, it is time Portugal has a concrete and simple system of expanding to new cities and schools, such as the one already implemented by AIESEC in Italy and other countries.

Conference Cycle and Timeline

I mentioned before that our conference cycle needs to be reviewed.

The same can be said regarding the timeline, for which there is a task force of LCPs.

I find crucial the moments in which we can involve our leaders in decision-making and product innovation, such as functional summits.

Structures

Our Structures need to reflect the year goals and focus programs of the entities. There is a need to increase in number of members (only 1 LC has over 100 members) and elect them into their positions earlier on – LT, MiP, etc. We should also look into how we can recruit more experienced people, so that we can become a more mature and professional organization.

Culture / Mindset

AIESEC in Portugal has a great culture of passion and energy. For us to be greater, we needs to become a more unified organization. An organization that empowers leaders and members to think nationally and understand how their actions can impact positively the whole organization and surrounding society.

I would like to see an AIESEC Portugal which is flexible, creative, solution-oriented and driven by impact.

The Financial Model makes logical sense, however its implementation did not take into account some unpredictable factors that came along the way, namely: a) 2 LCs closed; b) most LCs did not grow as expected in Exchange or Revenue generated. The consequence has been that now the LCs are experiencing serious issues in paying their LC fees and ensuring financial sustainability.

What has the new Financial Model brought to AIESEC in

Portugal? How do you see its implementation during next year? How can you, as MCP, ensure organizational financial sustainability?

What will be the changes that will leverage the

volume of AIESEC in Portugal ELD realizations during the 14.15 term to grow like never before? How are those connected with the value to the member, to the external environment and to the organization

This being said, the model needs to be implemented in a more long-term perspective, giving space for the LCs to breath and for the MC to be able to implement strategies that allow for organizational growth. I believe the current team is involving the network to adapt the model’s implementation and this should be ready for NatCo. My role as MCP in ensuring the organizational financial sustainability is to: Keep the national plenary (LCPs) accountable towards their year goals, their LCs accounting, internal audit and the organization as a whole. Work closely together with my MC VP Finance, BD and Exchange areas to ensure our goals are on track and that not only we are keeping up to the budget, but are also investing on the right things to grow the organization forward Ensure transparency towards the national plenary, Boards and the Global Plenary regarding our financial performance and management practices.

I presented through this application several strategies, drivers and ideas (look at the image on the side) that I think can bring a positive impact to enable AIESEC in Portugal to create more leadership opportunities in the upcoming terms and re-position the organization in our society. Other key changes, perhaps still not mentioned are:

Purposeful Product Packaging

All products (TMP, TLP, GCDP, GIP) shall be aligned with value to the member, external environment and to the organization, ensuring relevance for the member, the society and the organization. This means having a clear value proposition that we sell to members in recruitment and that allow us to keep them engaged in their portfolios. This means constant innovation in our products, to ensure their relevance in the market. This means knowing what we are selling and being able to sell the product and ourselves, as product-ambassadors. People want to buy something cool and be part of the cool-gang.

2.000 Solutions of Change

Purpose Driven

Leadership

Innovate & Grow our products

Brand Positioning

TMP and TLP Product – Jovens Líderes and Jovens Talentos

Product Packaging Head-Hunting Education Cycle Structures & JDs Re-Integration

Implemented successfully in Brazil and more recently in Germany, I think this is the best way for AIESEC PT to showcase its value proposition in a professional, simple and cool way to the students and attract the right talents. We don't need to re-invent the wheel, but rather adapt things that are already working elsewhere. AIESEC in Portugal needs to grow in number of members and structures if we want to grow the volume of our operations. The way we package these products should showcase clearly what type of opportunities of development the student will have access to: mentorship programs, LEAD programs, national and international conferences, etc. AIESEC needs to brand itself as the platform where you can get relevant pre-work experience, an entrepreneurial hub where you can become a solution-oriented individual.

Low Cost OGX GCDP & Fund-raising

Nowadays we see that the purchasing power of Portuguese families is diminishing strongly. This is affecting specially the medium class and those less privileged, people are becoming afraid to spend and invest – they don't know how much money they will get in some years. Our oGCDP experiences are now for some a dream, because they cannot afford the airplane-ticket, the fee and the other costs connected with the experience. In a country where the culture is “parents pay” till I get a job, this can be a huge bump for our oGCDP growth. I think we should look into how we can package our OGX in a low cost way (different fee, different target countries, etc.) and also look into how AIESEC can incentive our members to fund-raise their own experiences, like so many other “Missões” and volunteering projects in Portugal do.

Structure for 14/15

Host Family National Program

Most people cannot afford to go abroad these days (only 3,9% of Portuguese people travel abroad), but AIESEC can bring the world into their homes, through a carefully planned host family program. This type of program is widely implemented in other big iGCDP countries worldwide and some of the LCs of Portugal are doing it. I believe we can grow bigger in iGCDP if we handle the biggest cost with our projects: accommodation.

Changing the paradigm of GIP

Showcasing our Impact Some Portuguese companies that are leaders in their fields: YDreams, Science4You, MúsicaOnline, Master Guardian, SISCOG, Edigma Displax, Critical Software, Vision-Box, Novabase, Microfil, New Vision, Altitude Software, ALERT, Biodevices, OGMA, Martifer, GALP, Navigator, Logoplaste, Bial Group, Nelo Kayaks, NFive, NDrive, EDP, AJLobo, Corticeira Amorim, Sonae, etc. How many are we currently partnering with? Targeting the companies we want to partner with: I have seen the impact this program has in the most developed countries in the world and I see the relevance it has already started to have for Portugal, given the right purpose, the right strategies and the right talent in place. AIESEC Portugal has provided more experiences in iGIP in 07/09 than in the last 3 years together. Growing in iGCDP should not be an excuse to decrease our impact in iGIP, we need to find a better balance in the impact we provide. How can we grow iGIP and oGIP?

National Sales Program & Culture Right IT infra-structures Sub-Products Alliances & Networking

Inspiring the participants for a positive action and attitude for Portugal Showcasing our Impact

Targeting the companies we want to partner with:

Some Portuguese companies that are leaders in their fields: YDreams, Science4You, MúsicaOnline, Master Guardian, SISCOG, Edigma Displax, Critical Software, Vision-Box, Novabase, Microfil, New Vision, Altitude Software, ALERT, Biodevices, OGMA, Martifer, GALP, Navigator, Logoplaste, Bial Group, Nelo Kayaks, NFive, NDrive, EDP, AJLobo, Corticeira Amorim, Sonae, etc.

How many are we currently partnering with?

I want to go back to a structure of OGX and ICX instead of GCDP and GIP because I believe we can be more effective this way and I want each VP to have a clear focus in growing oGIP or iGIP. The Business Development position is responsible not only for sales but also to guarantee the Portuguese Business contributes towards growth in OGX and ICX. The OD position is responsible for both TM and LC development and expansion strategies, in a strong synergy with the MCP.

MCP

Finance & Legal

Marketing

& PR

Organizational Development

OGX ICX Business

Development

How will you work together with the national council to fulfil the potential of AIESEC in

Portugal?

Note: Part-Time MC Members: I intend to have a part-time MC structure, composed of key MC Manager positions that will take full part in the planning and management of AIESEC Portugal. Details on how this would be financed or supported needs to be further discussed. Erasmus +: There is EU grants that can help us increase our full-time structure. In case we are approved to get such a grant, I would increase the MC structure accordingly. This is something other countries are already taking advantage of.

The National Council is the strongest team in regards to the implementation of any strategy the MC might decide makes sense to implement to grow AIESEC Portugal. Having been an LCP myself, I know how much attention I was paying at the time for what the MC “thought” was better to grow my entity. In the end of the day, my motto was: I know more about my reality than you do, so the decision of how we will grow is up to me. The MC was focusing in GIP, I pushed and grew in GCDP. I believe this type of behaviours happens because the MC+LCPs are not really a national team, because the purpose of the national strategies is not clear and sometimes because the MC and LCs do not really listen to each other. Need to focus on LCPs! I want to have a very strong relationship with all of my LCPs, I want them to feel like a National Team and that the MC+LCPs are indeed pushing the country forward together. The LCPs are the most important people to make AIESEC happen and I intend to reflect just that in my year, by giving them the needed support, training but also by challenging them to do more and better.

Prepared Leader -> good plan + prepared team

Good plan + prepared team -> great team member experiences

Great team member experiences -> achieve results + ensure leadership pipeline

Need to focus on LCPs!

Some key new initiatives I intend to have are: MC+LCPs planning day/s Ps Booth Camp Investments in LCPs to attend International Conferences/Ceederships National Steering Team composed of LCPs

One leadership journey story to share and engage the National Plenary

“When I am 35 years old I want to look behind and feel like I have taken advantage off what life had to offer me. I don’t want to look behind and see the “ifs” that could have been my life, but to feel like I have done everything I could to be a better person and to be where I am now. I want to remember this step as the moment where I started to change into the person I wanted to be, without regrets from what I had to leave behind. As I once heard, “You want something, go get it. Period”.” – I wrote this in my application for LC VP, on the 14th of March 2010.

You never know the impact of your decisions and how they can dramatically change your life until you look back. Then, you look back and see dreams, you see questions, but most of all you see people that believed in you, even when you were not at your best. I can say that the decision to apply as LC VP OGX in NOVA changed me, made me understand that not everything needs to go according to plan, sometimes the plan that its expected of you by your family and friends. This decision took courage, the courage to go against the status quo. Since then, I have been less afraid to follow what I think will make me happier and I am a much more confident and purpose-driven person. Looking back, I know that I would not have had the chance to live and work in 3 different countries by the age of 23 without going outside of “my box” 3 years ago. I am asked to share with you a story that will make you engaged in achieving a common purpose, higher than ever before. I want to invite you to connect with Portugal and why it matters for our nation that you took the decision to be here today. Last year I took the decision that I did not want to come back to Portugal, I took the decision that I would put my brain and work to contribute to grow another entity, which I also felt responsible for. However, there was something always missing there, the emotional connection, the true purpose of what I was doing and the energy and passion that comes from being surrounded by those that truly understand you. The decision to apply for MCP of Portugal 14/15 is perhaps the most difficult decision I have ever taken in my life and I took it because for me Portugal matters and that's why I am here. Because for me you matter, my family matters and the country where I would like to raise my children in matters. I truly believe AIESEC and your presence here today is a beacon of hope, a long-lasting hope for the future of Portugal. It means that in some way you care about something else other than just you. What is it you would like to change in Portugal? What is going to be your contribution to make that possible? I have been considering these questions a lot lately, it is so simple to move abroad and pretend we don't care, pretend we tried and that its okay to go abroad, be selfish and take care of our comfortable lives. I thought about being selfish more than once, during my last 1,5 years abroad. I still think about it, I don't pretend to be an angel: I want to provide a good life to my family and Portugal looks like a black hole at the moment. However, I do believe that I would be a very unhappy person later on in life and a terrible parent if I did not try to contribute with my new purpose-driven approach to AIESEC in my own country. Every story is a story in AIESEC. Every person in this room has started to decide what type of opportunities you want, those decisions are bringing you closer to the person you will be. Portugal needs AIESEC and our programs. Portugal needs us. Portugal needs you. I dare you to be different, to change yourself with the help of AIESEC, to change others through AIESEC, because I can surely say that in the long run we will be changing our nation. We will be changing Portugal, in 2.000 different ways. Some decisions are harder than others to take. That does not mean they are less important or impactful in your life. I applied to be your President because I want the Portuguese youth to make hard decisions, bring solutions and have hope in a better future in this country. What are the decisions you will take that will make Portugal a better place? What are the dreams you will choose to pursue to make that happen?

Portugal needs AIESEC and our programs. Portugal needs us. Portugal needs you. I dare you to be different, to change yourself with the help of AIESEC, to change others through AIESEC, because I can surely say that in the long run we will be changing our nation. We will be changing Portugal, in 2.000 different ways.

How do you envision the international representation of AIESEC in Portugal for the next year?

Portugueses Abroad AIESEC in Portugal has been very well represented internationally over the past 2 years, by having people as MC abroad. However, this has not really been capitalized in an effort to bring new perspectives or growth strategies to AIESEC Portugal.

Work to regain Membership Globally AIESEC in Portugal has lost its full membership status, which basically means we cannot vote or propose any changes to the global organization. This is something that is being handled and I hope will be fixed as soon as possible: it will be for sure one of my focus.

AIESEC Portugal Brand For the next term, I envision Portugal as being a more cool entity, by actively using national references in international conferences and our daily operations, in order to build a Portuguese brand in AIESEC. This way, members, EPs and trainees are all branding our country and the quality of our programs.

International Conferences It seems to me Portugal can barely organize its own national conferences at the present and ensure a sustainable financial sustainability, so 1st we need to figure a solution for that and then we can look into organizing International Conferences. Long-term I think this can be a very good way to position our country, as others are already doing: e.g. Greece is organizing an International Conference every 2 years.

Facilitation / Chairing /

International Teams

I think it is very good to have members facilitating or chairing internationally as long as that does not conflict with other work. This type of experiences can be very intense personal experiences, that allow people to reflect in what they are doing and come back with more energy and ideas.

If elected MCP I intend to apply as FACI in EuroXpro and EuroCo as well as to be part of the Global Steering Team. I will promote global opportunities to my team and the national plenary, as I think this is one of the fastest ways one can learn, challenge mindsets and bring valuable ideas to the organization.

Members /Leaders in Conferences In regards international partnerships, I think the best way to manage them is to have a good relationship MCP-MCP and MC VPs-MC VPs. Looking at our past history there are key countries with which we have been cooperating very strongly and I intend to start fortifying them as soon as IPM.

Also, there is a need for communication MC-LC to understand which LCs are also capitalizing on LC-LC partnerships and what type of international cooperation we strive for nationally and ensure matching in all cities.