A vision for AIESEC in Mexico 2012-2013
We are not burnt out by focusing on operations and making numbers, because .
* What if we intensely looked for GCP’s to copy from LC’s in Mexico and elsewhere to increase GIP sales?
* What if we weren't afraid of aiming for mass media to position ourselves in the private sector?
* What if we built exchange partnerships with top TN providers to move up to Top 10th in one term? * What if we invested aggressively and polished our external positioning to duplicate our OGX numbers within one term with a huge ROIC? * What if our LC's had more and more experienced returnees to bring GCP's from abroad?
New Organizational Development strategy!
* What if we truly leveraged our Alumni network, even more during 50th anniversary to find hot leads?
OGX to the next level!!!
Increasing sales culture!!!
3 National Drivers * What if we improved our talent selection for sales members? What if we provided them accelerated training? What if we improved the tracking from the MC/LCP’s?
* What if we invested in our current LC Expansions to grow faster? What if the MC and the LC’s provided resources intensely for them to top-perform within 3 months? * What if tracking and education for all LC's didn’t have to come from the MC but came from intense LC-LC interaction within Mexico? What if we foster regional collaboration? * What if we industrialize the process of LC Expansions to start up as many new initiatives as possible without burning out our other operations? How can we mobilize financial resources and invest in our own business model?
We’re currently the 29th GCDP TN provider and the 21st GIP TN provider in the world. We’re currently 21st GCDP EP provider and the 13th GIP EP provider in the world. We are ranked 21st on total Exchanges provided.
FIRST & MOST IMPORTANT: Managing the LCP team
SECOND: MC Team Management
THIRD: National Strategy
FOURTH: Governance and accountability
FIFTH: External Representation
SIXTH: International Representation
SEVENTH: Public relations and networking
EIGHTH: Account Management and Sales
Aldo Israel Pérez Varela E-mail: aldo.perez@gmail.com | Mobile: +52(155) 3224 2869 Office: +52(55) 5628 4000 +1550 | Home: +52(55) 5633 1085 229-35 Trabajadoras Sociales, 09400, Distrito Federal, México
Citizenship: Mexican Marital Status: single Born: October 24, 1987 (24)
Competencies
Interests
Active learning, focus on results, leadership, innovation & critical thinking.
Global banking, public finance, entrepreneurship, automotive industry, strategic management.
Academic Background Mexican Autonomous Institute of Technology (ITAM)
Bachelor’s Degree in Economics, specialty in Public Policy
Monterrey Institute of Technology and Higher Studies (ITESM)
IBO International Baccalaureate & Bicultural High School
August 2005 - May 2011 at Mexico City
August 2002 - May 2005 at Mexico City
Additional courses in Applied Statistics, Mathematic Analysis & Computer Agent-based Modeling. One year of studies in Master’s Degree in Economic Theory.
Additional courses in Theory of Knowledge, French & European History. SEK, Les Alpes, St. Nicholas La Chapelle, France. Top 10% class, 35 points Diploma.
Professional Background AIESEC United States, Inc. National Talent Management and Operations Envoy January 2012 - May 2012 at New York, USA
AIESEC México, A.C. ITAM Committee President
May 2010 - December 2011 at Mexico City
AIESEC México, A.C. ITAM Vice-President for External Relations August 2011 - December 2011 at Mexico City
AIESEC United States, Inc. Local Talent Management Envoy June 2009 - July 2009 at Portland, Oregon
AIESEC México, A.C. ITAM Vice-President for Talent Management June 2008 - May 2009 at Mexico City
Sintegra, S.A. (IT Consultancy) Projects Manager January 2007 - January 2008
I will be in charge of driving the Talent Management and Outgoing Exchange operations from recruitment, induction and allocation to raising and matching for the summer peak, aiming to grow 100% in results for 32 local entities nationwide. During my whole AIESEC experience I have visited 9 countries; delivering conferences in the US, Panama and Mexico, and attended 6 conferences in Asia, Africa and America plus 29 nationwide. As the maximum responsible of a team of more than 80 people from 4 universities and 8 functional areas, as a President I’m in charge of the strategy, coordination and procurement of all the financial, HR and logistic operations of AIESEC ITAM. During my term, AIESEC ITAM ranked up from 187 th to 28th globally, and has continuous growth. We are working with more than 15 companies and organizations and 4 universities to ensure the international labor mobility of 110 incoming and outgoing young professionals from and to every corner of the world.
I led a team of 9 volunteers and 2 Co-directors to reach partnerships with 4 companies, resulting in more than 450k pesos in revenue and 8 new positions for foreigners in Mexico, a 40% percent growth in results. For two months I reoriented the Human Resources focus of the Local Chapter to recruit 30 new members and set-up operations for incoming and outgoing exchange, sales and general processes of the local entity. After joining as a volunteer in September 2007, I was elected as a leader to implement recruitment, selection, development and retention strategies for more than 40 members in our local entity. We reached peak retention rates during this year and net growth above 200% in active membership. Followed-up 8 corporate projects of the company, among our clients were Ford Motor Company, Xamai and Eli Lilly. I did the documentation, HR allocation, account management, monthly accounting, contract revisions, for corporate projects and reported to the management of this 25 employee SME.
Languages Native Spanish Excellent English (660/677 traditional TOEFL).
Information Systems Agile use of Windows, Mac OS, Office, internet and e-mailing Microsoft Excel Java Stata Mathlab, E-Views
Intermediate programming, dynamic tables, macros and most formulas. Intermediate programming in NetBeans & JCreator. Intermediate knowledge. Basic knowledge. Updated November 2011
My past positions held: July 2010 - December 2011 (incumbent): LCP Formed and lead a great EB to bring the LC from 39 to 108 exchanges per year, from 24th in IGN to 5th, and from Global Top 187 to Top 28. Developed 2 expansions (SFE and CEM) and hosted “Everest” National Conference. January 2010 – June 2010: National Training Team Chair Formed Faci selection and evaluation processes standards and National Member Education Cycle. March 2010 – June 2010: ER National Task Force Generated sales materials for the country. August 2009 – June 2010: VPER Collaborated with 8 members and 2 other VP’s ER to increase TN raising 40% from previous term. June 2009 – July 2009: TM CEED, LC Oregon (USA) Recruited 30 members and 10 EP’s and trained them in all exchange processes to kickstart the LC. October 2008 – May 2009: NST TM Realized 6 national campaigns and coached 3 LC’s in TM processes. June 2008 – May 2009: VPTM Recruited 40 members, and ran 12 TM processes successfully. March 2008 – June 2008: TM Coordinator Underwent most PD processes in the LC. November 2007 – March 2008: Account Manager Managed a 6 trainees and $400k partnership with McGraw-Hill Interamericana. August 2007 – October 2007: OGX Member Executed a Pocket Recruitment for Economics students EP raising. January 2007 – January 2008: Projects Manager at Soluciones Integrables, S.A. Managed budget and HR allocation for 9 projects of this IT consultancy SME.
Personal Information Born October 24th, 1987 in Mexico City Currently President of AIESEC ITAM Nationality: proudly Mexican
Contact me! (really!) Home number: 56331085 Mobile number: 55 3224 2869 Skype ID: aldoche.israel|BB: 216D0497 E-mail: aldo.perez@aiesec.net
Academics Bachelors in Economics, ITAM August 2005 to May 2011 - Mexico City Specialty in Political Economy. Masters Courses in Macroeconometrics, Game Theory, Numeric Calculus and Mathematical Analysis.
Languages - Native Spanish - Excellent English (spoken, written and oral and written understanding) - Basic French
Top AIESEC Conferences IC Kenya, August 2011, Delegate Jump! Panama, July 2011, Facilitator ILC Pto. Rico, March 2011, Delegate IC India, August 2010, Delegate SNC Detroit, August 2010, Facilitator ILC Peru, March 2010, Delegate
My areas of expertise Outgoing Exchange •200% growth of this area in my LC during my term has led me to understand a big amount of OGX's core. My expertise goes further than operations, and goes onto strategy and GCP's, and deep knowledge of the global TN pool. •What did we do differently? We focused on the massification of each OGX process, with a priority on the quality of the information and promotion we delivered to our EP's. Also we managed correct expectations and organized a great 120+ EP's Outgoing Preparation Seminar. Also we spent a good deal of money in recruitment, which is not normally done.
External Relations •I believe that my background in delivering AIESEC experiences and my understanding of the market and internally our organization qualifies me for designing products and doing corporate sales. I also have acquired the external representation abilities during my term as an LCP to undergo all ER operations, besides having being a VPER. •The efforts of my team and our ER abilities have improved the relations with ITAM as a support partner and our BoA & alumni, leading to raise 7 TN's with alumni during my term, and as well getting an office with double the size in the university. Also my direct relationship with the Dean of ITAM raised more than $165,000 pesos in support above the normal budget AIESEC has in ITAM.
Talent Management •After my LCVP, CEED and NST experiences I have the certainty that I understand profoundly the connection of TM and the rest of AIESEC's core. Beyond theory, for me TM is a constant for team management. •Despite difficult external situations with TM's leadership in our last semester, ITAM has achieved fantastic TM Measures of Success: a very healthy ~70% year-retention-rate, 15+ middlemanagement positions and 15 applicants for EB 2012 in the first round, which is 600% more than the last term. Allocation and re-allocation processes were not centralized but were consistent during the year.
My acquired abilities Ability
Level Excellent
Excellent
Good
Excellent Excellent
Excellent
Good
Evidence As an LCP we had a budget in place for most projects and areas. Most projects have been financially sustainable and generated revenue. I led a 150-delegates, 3-days, 2-agendas conference locally, I participated as an LC host President for a 360-delegate, 5-day national conference (Everest), I led 2 more 80-delegates 2-days local conferences. I also facilitated 2 times internationally and 6 times nationally/locally. I understand conference management very well. I have formed LC partnerships for OGX and ICX products, signed learning partners and obtained sponsorships for events like $50,000.00 pesos for IPM 2011 in Mexico and $60,00.00 pesos for Everest. I have also sold TN’s. I have managed projects in the LC, & also have led teams to it. One LC project generated $27,000 pesos in turnover and 7 ICX realizations. As an LCP I’ve had performance assessments on my VP’s, as well I’ve tracked them all year, understanding the connections among KPI’s, and I had GCP tracking tools as VPER for my members. I had 12 EB positions open during the year; we re-structured three times the EB and generated 20+ middle-management positions. I understood he implications of these movements and I can lead LCP’s to them very well. I had little operational work in exchange, though I believe that my experience in managing exchangers for 24 ICX and 96 OGX during 1.5
Good
Good Excellent Excellent Good
Excellent Excellent Excellent
Good
years is evidence to show that I comprehend exchange management. I was deeply involved in organizing a national congress, re-structuring the national financial model as part of the Financial Sub-committee and I had coaching with the AI VPFNZ for finance during IC Kenya. Besides my LC has had great financial performance during my term and I know the operational quirks of the area. Nonetheless I have never officially operated in Finance and can learn more in the future. Developing others is one of my strengths. All my EB but 3 members had less than 6 months when they started their VP roles which I helped them execute well. I have been in leadership roles for 3.5 years now, I managed arguably the largest LC in AIESEC Mexico for a 1.5 year period. I’ve facilitated nationally 3 times and internationally twice, and I’m appointed to facilitate nationally in the US again in December with excellent feedback. After the system change we’ve all had a hard time catching up, but I attended IC Kenya so I understand what is yet to come from the system and I’m an avid user of our platform. I can say that my 3 semester strategy for the LC’s development worked nicely. Focusing first on the people, then on processes and education and last on transition and mass positioning. After the theory acquired in conferences and put into practice for 3.5 years in team management, I have confidence in this ability. I’ve coached as NST, as CEED and as LCP. I attended a TtT where I deeply understood the difference between coaching, training and facilitating. I also attended several coaching seminars in ITAM. I’ve had several virtual roles and have consistently worked virtually with the LCP network, other LC’s for exchange development and the national network for execution.
Why are you applying for MCP? What will be your contribution and what do you expect to learn from the experience? For 4 years now, AIESEC has been a hugely life-changing experience, and I feel very lucky I can have this opportunity today. To come and stand in front of more than one thousand young, bright and energetic Mexicans and be certain that you can offer them your best is an amazing honor and privilege. I am applying for MCP because I believe this is the best decision I can take right now for my professional and personal life. Because I am sure that by being MCP I can learn and grow much more as a person, professional and human being. I’m applying because this year is the right moment for me to do it, because I am ready for it and I can do a great job. I am applying because the MCP position is where I can contribute best for many other young people to live an experience as good as or better than the one I am having, and because I feel it is what I want the most right now.
What is leadership for you? Evaluate yourself as a leader and describe a situation where you had to lead others, saying what happened and the results of your leadership. For me leadership has no formula, no quote is 100% certain; different contexts require different abilities in leaders. But I’m sure leadership requires in most cases at least some elements.
No matter the situation, I believe leadership requires these conditions.
My most quotable example as a leader is my last 1.5 years as an LCP. After starting in July 2010 with 13 active members, I had to get the most of my leadership to re-engineer it, reactivate it and improve on my predecessor who was no small leader. I had the fortune to have 1.5 years to do it, and in the end we did it as a team. We shaped an amazing LC, and had the time of our lives in the meantime.
Of course I’ve had failures as an LCP, and I now can see them on hindsight: I could have been stricter at some points, track better my team, be more communicative and sometimes more creative. What mattered is that I learned from this, and will be able to avoid it in the future. Thank you EB 2011, you’re my source of inspiration.
Describe one of your strengths in team management and provide a specific example on how you demonstrated this strength. How will this help you become a great MCP? I had to remove from my EB 2 people, add 4 and switch 1 person’s position during its 1.5 year duration, and each time the EB had to change, the harmony improved. It became a stronger and higher performing team each time, and I can confidently say today it is an amazingly smooth-working group, with no ruptures or internal problems at all, but all the opposite. I don’t expect my MC to have any changes at all during its duration, it won’t. However, it is precisely this experience in harmonizing teams that will enable me to foresee future failures in team coherence, and how to fix them on time;
Describe one of your weaknesses in team management. What have you done to ensure this does not impact your year as MCP? One of my VP’s was not in our university, in fact his university is quite far away, which meant that he would attend less EB Meetings and be less present during decision-making. We corrected that this semester, changing the time and day of the meetings so he could attend. I hope that managing an MC that is close-together, living in the same apartment and working in the same office, will help me correct this weakness;
A vision for AIESEC in Mexico 2012-2013 By the end of the 2012-2013 term, . AIESEC in Mexico is an entity in the global network renowned for its innovation, great membership and global leadership. It’s an entity that all AIESEC countries would like to cooperate with, want to receive EP’s from and dream of traveling to for their internship. It’s a reliable partner for companies, and pride for our alumni. Most importantly, it’s an entity where all its members are satisfied and feel lucky for being part of such an amazing organization. Its members understand the great difference their work makes and how AIESEC makes them better.
We are not burnt out by focusing on operations and making numbers, because We are enjoying the experience.
What to keep from the last 4 years of AIESEC in Mexico? How to improve on it?
Expansions
OGX Performance
Conference improvement
•We did very well to expand to 11 new entities in the last 4 years. Eleven!!!
•In all 2007 we sent 75 EP's abroad, in 2011 we are already above 270, 260% growth... but in 4 years, that's a lot of time.
•Every time more LC's are executing better local, regional and national conferences. The quality is improving every time.
•We must improve in our service for them, to make it easier for new entities to enter AIESEC Mexico and grow immediately.
•In 2011, we have raised 489 forms, which brings our matching rate to 56% nationwide! This is not good as those are undelivered promises, failed experiences.
•However it is not enough. We should not be afraid of having larger national conferences with better external positioning. Would you imagine the president addressing 700 Mexican AIESECers in CONAL 2013?
3 main directions of working with Nicaragua Talent Provision •We can make sure to send successful mexican AIESECers to Nicaragua, this is an amazing initiative! :) •We must ensure that the Expansion's leaders are the correct ones.
External Support •Find support of embassies, alumni, government, ProMexico, Chambers of Commerce, etc. •Generate a TN raising strategy for Nicaraguan companies in Mexico and Mexican companies with presence in Nicaragua.
Financial Support •Ensure financial sustainability of the project for AIESEC in Mexico, by supervising in what we're investing and a consistent Return on Invested Capital (ROIC).
How do I see AIESEC in Mexico today?
Strengths •We have a healthy talent pipeline, lots of capable people willing to do a great job! •Great number of potential high performing LC's in amazing cities and universities that we recently expanded to or that we have been there for a while. We can soon have 25 performing LC's!!! •Alumni support in the national level and local level. We have 50 years of alumni! So much more than many other successful countries! •Legality and financial strength as compared to other national entities. This includes tax deductibility. •OGX local expertise to take to the next level!
Weaknesses •Uneven distribution of performance among LC's. •Corporate sales culture in most entities, including account management and company servicing. •Lack of positioning efforts from the national level. •LC2LC cooperation culture, we have barely scratched the surface of this potential source of exchanges. •Retention rate and returnee rate for EP's. Many members exit AIESEC too soon taking their experience away to do something somewhere else.
Opportunities •Unexplored partnerships with other youth, government and private organizations. •Even more support from alumni base, willing to help us in ways yet to discover. •Soon to come 50th anniversary of the national association. •External positioning in mass media yet to unlock! •Huge amount of countries in the global network that would love to do exchange with AIESEC Mexico. •World-class IT market. Mexico is a regional leader in Information Technology.
Threats •Potentially losing our tax deductibility for not submiting the fiscal dictamination on time during 2011. •2012 economic forecasts are dim, but this brings opportunity. •Immigration law recent changes and being under revision as AIESEC Mexico inside INMI. •Ever increasing external perception of Mexico as an unsafe place to travel to.
* What if we intensely looked for GCP’s to copy from LC’s in Mexico and elsewhere to increase GIP sales? * What if we weren't afraid of aiming for mass media to position ourselves in the private sector?
* What if we built exchange partnerships with top TN providers to move up to Top 10th in one term? * What if we invested aggressively and polished our external positioning to duplicate our OGX numbers within one term with a huge ROIC? * What if our LC's had more and more experienced returnees to bring GCP's from abroad?
New Organizational Development strategy!
* What if we improved our talent selection for sales members? What if we provided them accelerated training? What if we improved the tracking from the MC/LCP’s? * What if we truly leveraged our Alumni network, even more during 50th anniversary to find hot leads?
OGX to the next level!!!
Increasing sales culture!!!
Therefore I would propose these 3 National Drivers * What if we invested in our current LC Expansions to grow faster? What if the MC and the LC’s provided resources intensely for them to top-perform within 3 months? * What if tracking and education for all LC's didn’t have to come from the MC but came from intense LC-LC interaction within Mexico? What if we foster regional collaboration? * What if we industrialize the process of LC Expansions to start up as many new initiatives as possible without burning out our other operations? How can we mobilize financial resources and invest in our own business model?
We’re currently the 29th GCDP TN provider and the 21st GIP TN provider in the world. We’re currently 21st GCDP EP provider and the 13th GIP EP provider in the world. We are ranked 21st on total Exchanges provided.
•Make sure the TN's we offer add true social positive impact and not only donkey work. •Make sure it does provide positive personal growth.
Global Internship Programme
•Ensure they are enriching and fulfulling, with a full team and a clear objective. •Enable TLP's to see the power of their roles, tracking their growth through peer evaluations.
Glocal Community DevelopmentProgramme
•Ensure all are truly team experiences and not only tasks to get done. •JD's are clear, organized and time-bound.
Team Leader Programme
Team Member Programme
What to do to FULLY implement all the programs of AIESEC 2015?
•Ensure GIPs provide professional growth. •Partner with companies in the complete sense of the word, not only source cheap talent to companies.
The organizational culture of AIESEC in Mexico People might be wrongly motivated by “being better than the other”. I think we should just believe in the power of what we do and the marvelous impact of our exchanges and our TMP and TLP experiences. This will drive motivation, collaboration, innovation and excellence. This will stop frustration. What to do? 1.
: If we love what we do, then exchanges come naturally. We must of course track, teach and coach, but, what really moves us? 2. : We must have a balance between how much content on operations we have and how much on developing true globally minded change agents. I pose you the question: Are you building managers or change agents? 3. : What if your MC VP’s and MCP organized more collaborative activities among LC’s? What if IPN and ITAM were brought together to discuss their language projects, for example?
How do I rank the responsibilities of the MCP?
Our 2012 LCP line-up is very good, with more experience compared to 2011 and 2010 years. AIESEC in Mexico for 2012 has healthy local operations in most entities.
We are increasingly positioned: the potential for more results is more latent than ever and AIESEC 2015 demands us to be a global youth voice.
FIRST & MOST IMPORTANT: Managing the LCP team
SECOND: MC Team Management
•The LCP's drive results (they get things done!) •They are our most important link to understand and communicate to the local level, which is the most important! •They should have top priority in the MCP's agenda for orientation and advice, as well as a unifying liaison.
•The MC team must be the top performing team in the national network, a role-model, hence they need an harmonizing leader. •The MC team drives innovation and strategy and the MCP must understand and supervise it at all times. •However they are not the operational hands, as LCP's are.
THIRD: National Strategy •The LCP's, MCVP's and LCVP's have probably a more important role in defining specific strategy. •However, the MCP should be able to negotiate the "big picture", make decisions and persuade people when strategy is a compromise inside the national plenary or inside the MC Team. •Also, as the MCP choses the MC team, he has a key role in defining the strategy for the term, so he must understand it all well and have the strategy make sense.
FOURTH: Governance and accountability
FIFTH: External Representation
•The MCP should be the first example of setting transparency and clarity in all procedures of legality, finance and others. •The governance depends largely on the MCP's leadership in the national plenary as a wise and considerate decision-maker. •This is a top priority but doesn't take much of the MCP's time.
•The MCP is the maximum representative of the association; his link to alumni, BoA, & Supervisory Group is key to success. •Nonetheless, his time devoted to make public relations cannot be too much, as others as the MCVPER and LCP's link the country with the external environment.
SIXTH: International Representation •The MCP is the strongest voice in the global network. AIESEC Mexico's interests should be understood and represented by him. •Nonetheless most of the MCP's time is devoted in the "internal" work, not in the "international" side.
SEVENTH: Public relations and networking
EIGHTH: Account Management and Sales
•I believe that Mexico has a high level of operations, so this role has to be trickled down to the MCVPER, MCVP COMM and the LCP's very strongly.
•This task is more operational and ideally the MCP shouldn't take part of this. However if possible and convenient, the MCP can find time to do this by linking external opportunities to the relevant operational positions as LCVP's ER and MCVP ER.
What do I see for AIESEC Mexico and my role as MCP in the Global Network for 2012-2013? . The MCP will be the first to connect his LCP’s to other relevant LCP’s to raise exchange collaborations, share GCP’s and generate projects together. What if NAFTA sales came first from Mexico? What if we could import national partnerships from other IGN countries? Our LCP’s and EB’s must have more international interaction in conferences (in ILC and other national conferences like NatCo in Brazil and Colombia), and as CEEDs abroad, and bring more people to CEED inside. What if Mexico proposed a financially sustainable strategy for cross-CEEDing in IGN and USA-Canada? The MCP is the voice of the country and should address the most important elements of the 2015 vision, raising necessary questions and posing a leadership position in the network.
A Timeline of main activities and priorities of the MCP (that was the question, right?) MONTH
feb-12
MCP Activities
IPM
MC Focus or activities
may-12
jun-12
MC Transition Set Goals
jul-12
ago-12
sep-12
oct-12
nov-12
Everest
IC
EXECUTE
XM
MC Team Days
EXECUTE
Re-plan strategy
EXECUTE
Finish Transition, know the LC's deeply
LCP's first coaching focus
MONTH MCP Activities MC Focus or activities LCP's first coaching focus
Find IC companions
Ensure they can lead
Ensure they can execute
dic-12
ene-13
feb-13
mar-13
abr-13
EXECUTE
CONAL
IPM
ILC
ELC
EXECUTE
Re-set goals
EXECUTE
Know new LCP's!
Re-plan local processes
Legislation
Coach Track on stress Legislation results & / processes elections
may-13
jun-13
MC Transition
jul-13 Everest
MC Re-plan Give Team EXECUTE Set Goals strategy transition Days Coach Prepare Track on MC Legislation results & stress successors processes
What must be changed in the National Plenary? LCP’s must be oriented to command financial reports from the MC, including detailed reports on expenditures and executed and programmed budget. This does not happen currently. How do we make sure our resources are spent wisely in the MC and in each LC? LCP’s as a plenary must understand, propose and legislate improvements in the financial model. We recently changed the financial structure of the country but maybe there are more improvements to make. Are all LC’s satisfied with its current state? How can the plenary address fairness, agility and liquidity for all LC’s, MC and expansions? A unified body that a plenary is should understand that more entities imply less financial burden on each LC to support the MC. Currently the Plenary is not aware of what it can do to enhance expansion strategy. What requirements do we have for expansions to go on to be Local Committees? How is our membership model designed to boost expansion performance? Exchange plays a key role in our legality. LCP’s must understand fully what implications exchange policies mean for us as an organization. Also, they have to balance this with how much can policies enable or limit us to increase our performance. Capitalizing our 50th Anniversary
External Positioning •Mass media houses invited, use our network to plug into the most relevant media possible. •Partner with as many companies as possible with 1.5 years in advance for a massive event. •Generate a series of events before the final big one. •Celebrate with our current and previous partners to re-connect in business.
Connecting to reach undiscovered Alumni •Ensure we can map from MC's, LCP's to EB's from 1943 to today. 80% goal possible. •Collaborate with AMEA and our closer alumni to reach as many former AIESECers as possible •Prepare our showcase of success to present a fresh, professional AIESEC in Mexico.
Leveraging on the event •The event must yield tangible results. MCVPER and ER manager focused in 2013 to followup and don't lose contact with so many new alumni mapped. •Follow hot-lead strategy to raise TN's and new partnerships. •Enjoy the motivation and pride this anniversary brings.
And more what ifs? Sometimes applications don’t leave space for concrete action. I would like to use one final page to suggest minor ideas I have had along these 4 years in AIESEC.
What if the MC enabled online payments for EP’s nationwide to simplify our OGX operations? What if the MC helped us build truly quality sales materials instead of having each LC do one different? What if the MC centralized and provided national official documents in a public easy-access DropBox? What if the MC got the best media partnerships with top houses as Televisa, TV Azteca, major radio broadcasters, newspapers and magazines instead of waiting and seeing the LC’s do it? What if the MC had an inventory of projectors, printers, livestream cameras, professional photography cameras, screens, laptops, microphones and radios for our local and national conferences? What if the MC really made an effort to contact Rafael Rangel Sostmann, former National BoA, to build a partnership with Tec de Monterrey that supported AIESEC Mexico to the next level? What if the MC enabled a website that truly helped us recruit EP’s and raise TN’s? What if the MCP called the LCP’s twice a month, even more with free phone calls? What if we focused on evolving our operations instead of focusing in increasing our results? What if our National Plenary re-engineered our complex and obsolete National Compendium? What if the MC strived for having more LCP’s in IC Russia and more LCVP’s and Middle-Managers in ILC Chile and EuroXpro in Greece as Colombia and Brazil have been doing for years?
Aldo PÊrez Varela Competency Assessment Results Self vs. 360°
November 29, 2011
TO AIESEC IN MEXICO’S NATIONAL PLENARY,
I would like to ratify my absolute availability to be present in the Member Committee’s office in Mexico City from May 15 th to June 30th, 2013 during 8 hours each working day as required.
Truly,
Aldo Pérez Varela President, AIESEC ITAM Member Committee President Applicant aldo.perez@aiesec.net +52 1 55 3224 2869
www.aiesecitam.org AIESEC ITAM | Río Hondo 1, Col. Progreso Tizapán, 01080 México, D.F. +52 (55) 5628-4000 ext. 1550
November 29, 2011. Mexico City To the plenary of AIESEC in Mexico, We as the EB 2011 of AIESEC ITAM would like to endorse Mr. Aldo Pérez Varela for the position of Member Committee President of AIESEC in Mexico. We are enthusiastic and motivated by the passion and commitment he has for AIESEC, its growth and development; therefore we would like to endorse him with assurance and excitement, into taking this challenge, especially because he has shown the affection and compromise for the improvement of his very entity: AIESEC in Mexico. Aldo is a person who constantly strives to do better with the intention of generating more impact in the society. He has the qualities and knowledge to take the performance of the country to the next level and will be a great asset for AIESEC Mexico. Our time as Aldo’s Executive Board was one of the best and most enriching experiences because he allowed us to have complete autonomy in our decisions and his leadership guided us and made improvement in our work and the strategies needed to accomplish our goals. He has knowledge in all the areas of a committee due to his extensive experience; this is a quality that will allow him to understand the reality of each LC and develop innovative ideas that drive growth. A very important feature for his application as Member Committee President is that he is the only one with the experience to drive results to three-digit exchanges, so he knows the problems and complications that come up during the process. Not only numbers were important, but also he also cared about the personal progress of each of the EP’s, trainees, EB members and members from the LC, and this definitely has enriched our and their personal AIESEC experience. With our utmost sincerity and confidence, we endorse Mr. Aldo Pérez Varela for the position of Member Committee President of AIESEC in Mexico. We wish him the very best in the election; we would be happy to make any clarification or reassurance regarding this endorsement. Sincerely,
Daniel Vrenner VP Finance & Legal
Kevin Morales VP Outgoing Exchange
Jennifer Camacho VP Incoming Exchange
Damián Nuño VP External Relations
Ursula Ramírez VP Outgoing Exchange
Javier Hernández VP Communications
Hiram García Alejandra Parra VP Business Development VP Talent Management
www.aiesecitam.org AIESEC ITAM | Río Hondo 1, Col. Progreso Tizapán,.01080 México, D.F. +52 (55) 5628-4000 ext. 1550
México D.F. a 29 de Noviembre de 2011
A la Plenaria Nacional de AIESEC México A.C., Por medio de la presente quiero recomendar al Sr. Aldo Israel Pérez Varela en su postulación para Presidente de Comité Nacional 2012 – 2013 de AIESEC México A.C. Tengo la oportunidad de conocer a Aldo desde hace 3 años aproximadamente y he podido ver su crecimiento a nivel personal y profesional. Sinceramente, estoy sorprendido por la evolución que he visto a lo largo de los años pues he visto el crecimiento que ha tenido desde su experiencia como Vicepresidente de Gestión de Talento y ahora como Presidente de Comité Local de AIESEC ITAM. Parte del éxito que veo en el crecimiento de Aldo es por su interés de mantenerse involucrado en la red global de AIESEC, buscando alianzas estratégicas para su Comité Local pero también que pudo distinguir por saber aprovechar cada uno de sus recursos y espacios, mismos que permitieron a AIESEC ITAM llegar a ser el Comité Local con el mejor desempeño de AIESEC México A.C. durante el año 2011. Finalmente quiero reiterar mi apoyo en su postulación a Presidente de Comité Nacional para el periodo 2012 – 2013. Sin más por el momento, les agradezco por su atención y quedo de ustedes.
Atentamente, José Luis Arévalo Aguilar Presidente 2009 – 2011 AIESEC México, A.C.
Mexico, November 30th 2011
To the National Plenary of AIESEC in Mexico: With this letter we feel delighted to endorse the application of Aldo Perez-‐Varela, current LCP of AIESEC ITAM, for the position of Member Committee President of AIESEC in Mexico for the upcoming term 12.13. We met Aldo at the beginning of our period as Local Committee Presidents; he was always outstanding and looking forward to the implementation of new strategies and projects, undoubtedly, Aldo is on of the most passionate people in the entity, he has such an open mind, personal effectiveness and knowledge. At the same time he works professionally and actively contributing to the results of AIESEC in Mexico. We recognize the performance of Aldo during his term as LCP of AIESEC in ITAM. He has shown his love and respect towards the position and his membership reaching great results. We can proudly say that his work is excellent and he is the kind of person with the skills, passion and attitude that will be much required for the position he is applying for, I truly believe Aldo can provide a lot of exceptional elements to perform this new challenge in his life. Based on these reasons we support the postulation of Aldo Perez-‐Varela to be Member Committee President of AIESEC in Mexico 12.13 For any further reference feel free to contact us. LCP’s 2011 of AIESEC in Mexico