So… I decided to Apply to MCVP in Mexico because since I joined to AIESEC I said to myself youwill be an important person in AIESEC, but why not in my own country, because here I am, IOpened a new entity of AIESEC in Colombia I worked beside the LC development and Expansionstrategy with the National Expansion Team, supporting other cities to get AIESEC and passingmy knowledge to the entire network in Colombia to take AIESEC to new places, so I want toexpand my vision and my world view supporting another countries in its develop. Mexico isgrowing in the AIESEC network and it is a huge challenge to me give my best and my knowledgeto keep climbing in AIESEC . Once a friend told me “great warriors for big battles”.

Information Systems EngineeringFrom February 2004 to November 2008Graduated on May 2009Universidad Del Sinú –EBZ-Monteria, Colombia

Diploma in Human resource management From January 2008 to July 2008Universidad Del Sinú –EBZ-Montería, Colombia

Diploma in Network ManagementCISCO Networking Academy CertifiedCISCO AcademyMonteria, Colombia

Six English levels Universidad Del SinúFrom July 2004 to July 2007Monteria, Colombia

Language Speaking Writing Oral Underst

Written Underst

Spanish N N N N

English G E E E

DATESPOSITION

(ORGANIZATION/AIESEC)

KEY ACTIVITY AND RESULTS

2007Portfolio Auditor – U.

del Sinú

Watch all the processes concern with the university’sportfolio and audit it. I gained a lot experience in auditand report, being focus in concrete activities thatneeds priority and focus on results, because dependingto my work the portfolio department could be work.

2007 - 2009Research Intern – U. del Sinú, Colciencias

I worked in research group during 2 years my mainactivity was develop projects around a particular topicaccording to the information technologies context, myparticular topic was e-democracy in which I had towork with many people in different background. And Ilearnt to much about projects development based onDL, team work, working under pression, and the mostimportant I did my graduation thesis around this topicand I learnt to talk in public thanks to my participationin national and international congress.

2007EB founder – AIESEC

UNISINU

This year I heard about AIESEC and caught myattention, so I decided to look for more information andthen born AIESEC UNISINU interest group.

2008LCP fonder – AIESEC

UNISINU

I was the person in charge to bring AIESEC to myUniversity, so I worked with students from differentbackgrounds and coordinated the entire project inorder to become extension group. So I did in July 2008.

2009 LCP AIESEC UNISINU

I have been working with many people in order toaccomplish our organizational goals to become localcommittee in July 2010, I gained a lot experience inProject management, developing others because I hadto learn everything about AIESEC to teach my membersshow this organization works, team work, timemanagement and training, as achievements I left anExtension Group with the requires to be LC, 14exchanges to realized these quarter and financiallysustainable with a reserves found to cover 6 month ofoperation, Local partners and the most important amacro agreement with the Universidad del Sinú tocover the financial cost to pay to AIESEC until July2012.

DATE PLACE CONFEREN ROLE

2007 Monteria Introduction Weekend

Delegate

2008 Bogota 50thAniversary

Delegate

2008 Cartagena National Conference

Delegate

2009 Bogota AI exchangeTraining

Delegate

2009 Cartagena Regional Training Conference + Trainee the Trainers

Delegate / Faci

Technical Competencies –Skills

Basic Average Good Excelle

Project Management XConference Management XPartnership Development XManagement of Exchange Process XPeople Development XStrategic Planning and Change management

X

Evaluation and Measurement Systems X

Facilitating and Training XLeadership XFinancial Management - Budget, cash flow etc.

X

Team Management XOrganizational Management XSales and Positioning XMyAIESEC.net usage and Management X

I think success means working asone with synergy to one another,motivation, ambitious and culture.And to achieve it we need to befocus about what we want with astrong follow up and trackingstrategy, being clear with goals andtimes, driving good plans andexecutions.

I would like to implement the culture and leadership style "oriented".- Motivating people- Maximizing the commitment to the objectives, and effective strategy of the organization- Define the standards that make operate effectively in the reality of its corporate vision- Giving the people the freedom to innovate, experiment and take calculated risks in vision

STRENGHTSßProfessional performance

ßPassion

ßTime management

WEAKNESSESSßImpatient

ßDifficult making decision

ßVery self-critical

Motivation, Personal, Leadership & Management

Strategic Thinking & MCVP Job Role

For MC revolution there are 3 NFA.1. Positioning @ through relevant issue based XP

ßGenerate major number of PBoXes in Mexicoß From national to local: no much progress has been

ßThere are a National Project running locally

Strategy for PBoX

ßThe idea is developed under a previous analysis of local realities and marketresearch

ßIdentify trendsßIs directed from the MCßThe LCs accommodate it to their realitiesßLCs submitted proposals and are approval at the national level

2. Mobilizing resources to drive growth in organizational goalsßThe idea is to mobilize all resources, (Financial, knowledge, talent,etc)

ßMexico is a financially strong entityßER & F strategy: to mobilize all possible capital to attack the externalsector

ß2 different incomes “Dollar & Mexican pesos”ßThe KM per area is strongßClear MEC strategy : to @XP high quality

ß New national conference cycle: National & Regionalß NTT implementationß MTMU reinforcing talent management processes

ßSAM helps to have more control of the membership in terms ofperformance and evolution

This focus areas it’s about membership and there is a new task force todevelop

ß Leadership Developmentß Focused on the development of LR + Xß Membership more skilled and strong pipelineß Focus on leaders, promoting more develop

3. Becoming a thriving network through stakeholders engagementßOffers to our stakeholders what they needßFocus on WEB 2.0 strategy and positioning through itßStrong growing in Communication

ß Public relationsß Organizational communication

ßMore confidence in companies toward AIESEC

Analyze the current performance of AIESEC in Mexico 0910 and thenlist weaknesses and strengths in the top 3 areas that you areapplying for. What did you see as the main bottlenecks and whatstrategies/solutions would you propose to them?

AIESEC offers opportunities todevelop youth potential thatAIESEC is enabling every day

This subsystem is about ourcore processes needs to bestandardized and aligned withLocal entities to develop ourproduct leadership.

The IT system allows working asglobal organization, developinginternational learningenvironment, to communicateeffectively and a greatknowledge management

We need to be financiallysustainable as organization topromote our product aroundstakeholders and sell what wedevelop = leadership

Exchange it’s a complementthat allow us to ensure howimportant it’s our leadershipproduct.

LINK

walking towards @2010?

Specific Questionscommon challengesTalent Management ProcessesProposal1. Identify Key Roles. Analyze the key steps in each part of the @XP (identification and

attraction, motivation and development, appraisal and reward, building and sustainingrelationships) and map the key players and their roles and responsibilities to each stage.

2. Take an Inventory of Your Talent Management Skills. Identify the critical skills needed toplay the key roles in the @XP.

3. Measure the Right Things. Assess the measures you use to evaluate the performance ofyour talent management process at each stage.

4. Set Up a Process of Feedback. Everyone managing talent needs to understand the bigpicture and to connect their role and responsibilities to the overall objectives of theAIESEC core.

Taking into accountß Are there gaps in responsibilities – key activities that no one is directly accountable for?ß Are there overlapping responsibilities – multiple people responsible for the same activity?ß Are the right people in the right roles?ß Are leaders provided with consistent and effective processes, guidelines and tools for

managing talent?ß Are people develop the right skills in every stage?External RelationsProposal1. Promoting a change of the culture in the LCs because “everyone is ER”.not only focus on ER for TN takers, everyone from their role must do ER without losing thefocus on exchanges; to generate more participation, it can be established ER campaigns,competitions, ETC from MC to LCs .

ßComm -> media allies through positioning to allow increase number of XßTM -> Learning alliesßIM -> Allied Investment in information technologiesßF -> Learning and Support allies

when there culture and interest of members, you must do...2. Sales training, starting with:2.1 Training in sales process: the sales process is the same for all, strategic segmentation,product development, approach, closing sales, tracking ally, delivery and sale, that focusedon each area.2.2 Training for development of skills and competencies in sales towards developing skills insalesmanship.2.3 Develop product, because if you do not have a local portfolio that you are selling you aredoing nothing, so you need a good time for this.2.4 Also at the resale, enters the engagement of all partner with @ to live its own ally @ XP,and feel part of the organization.

from the MC could provide guidelines for this process, format segmentation, productsheet, and National portfolio.

Key Drivers for Growth 1. IPM 2011, with a good positioning campaign

in external market to engage for sponsorshipand sale them @ XP for companies with astrong portfolio services.

ß national account management through theLCs, to potentiate their sales, and thus notlimited to a city or team

ß tgpgycn qh citggogpvu ykvj pcvkqpcn rctvpgt.kpenwfkpi KRO cu gzvtc rtqfwev

ß Sell IPM to government entities, is a greatopportunity to show the country

2. Fortress after resection , many companieshas problems with financial crisis but nowthey are recovering itself and we can takeadvantage to sell our product

ß Create issue based XPs on entrepreneurshipß sell macro project in associations or specific

sectors to regain market confidence andcompanies associate with each other

ß be an investment option at this time ofrecovery

3. New conference cycle and NTT, formembership development and deliveringmore quality XPs and strengthenorganizacional understanding

ß events are very focused on the developmentof external relations issues

ß Product innovation "event." become moreflexible to the ally, to take part in ourdevelopment, participating in meetings,mentoring, advice; National and locally

4. Alumni Networkß Capitalize opportunities that our alumnus can

provide.ß External positioning though alumnus

experiences.5. Expansion as priority, to dive into new

markets and townsß Ally with new universities and companiesß Expand AIESEC into more cities

Given capacity and financial resources to provide service LC could takeadvantage of Information and Communication Technologies, to providevirtual training for specific strategies required to implement afteridentifying the cluster in the markets or depending on the SONA. Trainingon targets areas where it needs to generate more growth

At National level.• increase the congruence between the structure, process,strategy, people and culture of the organization• develop new and creative solutions for the organization• develop the capacity of the organization to reinvent itself.• Build a culture of excellence that leads us to be more visible onthe Network• Expansion as growth strategy, Exploiting the resource mobilization 0

At Local level• Identifying opportunities and trends that exist in the differentcities where AIESEC is, to generate a cluster of markets whichincreases the number of partners depending on markets andopportunities can be identified in this.• Developing more leadership opportunities locally in order tofulfill our brand promise and deliver change agents for society• Over challenge our local chapters, empowering members togenerate more growth in the organization.• Decreased GAP between planning and execution,• Empowering middle management to generate more leadershiproles for next term• Training on Balance Score Card To ensure good plans /planning based on Exchange Strategy with this we can Ensure:good product development for sales, Increasing productleadership, financial management and X growingß Create more roles short term @XP

the evolution of LC Development

LC development will be an area that is worth to allresources, especially human in order to make a credible,sustainable and functional each entity in Mexico at thetime, that each one of the LCs can do things with a cultureof excellence from the core processes, is to make each LCof AIESEC in Mexico is prepared to take on new roles,challenges and responsibilities, resilient and deal with thechanges positively, Developing strategies beside of MCPand every MC member

Thanks for Readingmy application!!! :D