Information Systems Engineering From February 2004 to November 2008 Graduated on May 2009 Universidad Del Sinú –EBZMonteria, Colombia Diploma in Human resource management From January 2008 to July 2008 Universidad Del Sinú –EBZMontería, Colombia Diploma in Network Management CISCO Networking Academy Certified CISCO Academy Monteria, Colombia Six English levels Universidad Del Sinú From July 2004 to July 2007 Monteria, Colombia So… I decided to Apply to MCVP in Mexico because since I joined to AIESEC I said to myself you will be an important person in AIESEC, but why not in my own country, because here I am, I Opened a new entity of AIESEC in Colombia I worked beside the LC development and Expansion strategy with the National Expansion Team, supporting other cities to get AIESEC and passing my knowledge to the entire network in Colombia to take AIESEC to new places, so I want to expand my vision and my world view supporting another countries in its develop. Mexico is growing in the AIESEC network and it is a huge challenge to me give my best and my knowledge to keep climbing in AIESEC . Once a friend told me “great warriors for big battles”.
Portfolio Auditor – U. del Sinú
2007 - 2009
Research Intern – U. del Sinú, Colciencias
EB founder – AIESEC UNISINU
AI exchange Training
Regional Training Conference + Trainee the Trainers
Delegate / Faci
POSITION (ORGANIZATION/AIES EC)
KEY ACTIVITY AND RESULTS Watch all the processes concern with the university’s portfolio and audit it. I gained a lot experience in audit and report, being focus in concrete activities that needs priority and focus on results, because depending to my work the portfolio department could be work. I worked in research group during 2 years my main activity was develop projects around a particular topic according to the information technologies context, my particular topic was e-democracy in which I had to work with many people in different background. And I learnt to much about projects development based on DL, team work, working under pression, and the most important I did my graduation thesis around this topic and I learnt to talk in public thanks to my participation in national and international congress. This year I heard about AIESEC and caught my attention, so I decided to look for more information and then born AIESEC UNISINU interest group.
LCP fonder – AIESEC UNISINU
I was the person in charge to bring AIESEC to my University, so I worked with students from different backgrounds and coordinated the entire project in order to become extension group. So I did in July 2008.
LCP AIESEC UNISINU
I have been working with many people in order to accomplish our organizational goals to become local committee in July 2010, I gained a lot experience in Project management, developing others because I had to learn everything about AIESEC to teach my members show this organization works, team work, time management and training, as achievements I left an Extension Group with the requires to be LC, 14 exchanges to realized these quarter and financially sustainable with a reserves found to cover 6 month of operation, Local partners and the most important a macro agreement with the Universidad del Sinú to cover the financial cost to pay to AIESEC until July 2012.
Technical Competencies â€“ Skills
Project Management Conference Management
X X X X X
Partnership Development Management of Exchange Process People Development Strategic Planning and Change management Evaluation and Measurement Systems
Facilitating and Training
Leadership Financial Management - Budget, cash flow etc. Team Management Organizational Management Sales and Positioning MyAIESEC.net usage and Management
X X X X X
Motivation, Personal, Leadership & Management
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
I think success means working as one with synergy to one another, motivation, ambitious and culture. And to achieve it we need to be focus about what we want with a strong follow up and tracking strategy, being clear with goals and times, driving good plans and executions.
WEAKNESSESS ßImpatient ßDifficult making decision ßVery self-critical
STRENGHTS ßProfessional performance ßPassion ßTime management
Strategic Thinking & MCVP Job Role
Analyze the current performance of AIESEC in Mexico 0910 and then list weaknesses and strengths in the top 3 areas that you are applying for. What did you see as the main bottlenecks and what strategies/solutions would you propose to them? For MC revolution there are 3 NFA. 1. Positioning @ through relevant issue based XP ßGenerate major number of PBoXes in Mexico ß 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 market research ßIdentify trends ßIs directed from the MC ßThe LCs accommodate it to their realities ßLCs submitted proposals and are approval at the national level 2.
Mobilizing resources to drive growth in organizational goals ßThe idea is to mobilize all resources, (Financial, knowledge, talent, etc) ßMexico is a financially strong entity ßER & F strategy: to mobilize all possible capital to attack the external sector ß2 different incomes “Dollar & Mexican pesos” ßThe KM per area is strong ßClear MEC strategy : to @XP high quality ß New national conference cycle: National & Regional ß NTT implementation ß MTMU reinforcing talent management processes ßSAM helps to have more control of the membership in terms of performance and evolution This focus areas it’s about membership and there is a new task force to develop ß Leadership Development ß Focused on the development of LR + X ß Membership more skilled and strong pipeline ß Focus on leaders, promoting more develop 3.
Becoming a thriving network through stakeholders engagement ßOffers to our stakeholders what they need ßFocus on WEB 2.0 strategy and positioning through it ßStrong growing in Communication ß Public relations ß Organizational communication ßMore confidence in companies toward AIESEC
We need to be financially sustainable as organization to promote our product around stakeholders and sell what we develop = leadership
Exchange itâ€™s a complement that allow us to ensure how important itâ€™s our leadership product. AIESEC offers opportunities to develop youth potential that AIESEC is enabling every day This subsystem is about our core processes needs to be standardized and aligned with Local entities to develop our product leadership. The IT system allows working as global organization, developing international learning environment, to communicate effectively and a great knowledge management
L I N K
walking towards @2010?
Talent Management Processes Proposal 1. Identify Key Roles. Analyze the key steps in each part of the @XP (identification and attraction, motivation and development, appraisal and reward, building and sustaining relationships) 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 to play the key roles in the @XP. 3. Measure the Right Things. Assess the measures you use to evaluate the performance of your talent management process at each stage. 4. Set Up a Process of Feedback. Everyone managing talent needs to understand the big picture and to connect their role and responsibilities to the overall objectives of the AIESEC core. Taking into account ß 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 Relations Proposal 1. 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 the focus 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 X ßTM -> Learning allies ßIM -> Allied Investment in information technologies ßF -> 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 focused on each area. 2.2 Training for development of skills and competencies in sales towards developing skills in salesmanship. 2.3 Develop product, because if you do not have a local portfolio that you are selling you are doing 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. Æ from the MC could provide guidelines for this process, format segmentation, product sheet, and National portfolio.
Key Drivers for Growth 1. IPM 2011, with a good positioning campaign in external market to engage for sponsorship and sale them @ XP for companies with a strong portfolio services. ß national account management through the LCs, to potentiate their sales, and thus not limited 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 great opportunity to show the country 2. Fortress after resection , many companies has problems with financial crisis but now they are recovering itself and we can take advantage to sell our product ß Create issue based XPs on entrepreneurship ß sell macro project in associations or specific sectors to regain market confidence and companies associate with each other ß be an investment option at this time of recovery 3. New conference cycle and NTT, for membership development and delivering more quality XPs and strengthen organizacional understanding ß events are very focused on the development of external relations issues ß Product innovation "event." become more flexible to the ally, to take part in our development, participating in meetings, mentoring, advice; National and locally 4. Alumni Network ß Capitalize opportunities that our alumnus can provide. ß External positioning though alumnus experiences. 5. Expansion as priority, to dive into new markets and towns ß Ally with new universities and companies ß Expand AIESEC into more cities
the evolution of LC Development LC development will be an area that is worth to all resources, especially human in order to make a credible, sustainable and functional each entity in Mexico at the time, that each one of the LCs can do things with a culture of excellence from the core processes, is to make each LC of AIESEC in Mexico is prepared to take on new roles, challenges and responsibilities, resilient and deal with the changes positively, Developing strategies beside of MCP and every MC member
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 on the Network • Expansion as growth strategy , Exploiting the resource mobilization 0
At Local level • Identifying opportunities and trends that exist in the different cities where AIESEC is, to generate a cluster of markets which increases the number of partners depending on markets and opportunities can be identified in this. • Developing more leadership opportunities locally in order to fulfill our brand promise and deliver change agents for society • Over challenge our local chapters, empowering members to generate more growth in the organization. • Decreased GAP between planning and execution, • Empowering middle management to generate more leadership roles 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 product leadership, financial management and X growing ß Create more roles short term @XP Given capacity and financial resources to provide service LC could take advantage of Information and Communication Technologies, to provide virtual training for specific strategies required to implement after identifying the cluster in the markets or depending on the SONA. Training on targets areas where it needs to generate more growth
Thanks for Reading my application!!! :D