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MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
MCP Applicant Questionaire - Jonathan Suarez
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MCP Applicant Questionaire - Jonathan Suarez

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  • 1. Jonathan Suárez Arbeláez October 17th, 1989 Colombian Jonathan.suarez3 316 871 3089 jocasuarez@gmail.com jonathan.suarez@aiesec.net 2. Studies & Working Experience: Education & Qualifications: · Universidad Autónoma de Manizales (2007 – 2012) Bachelor in Economics (graduated) · First Class English Ltda. (2009) C1 level in the International Test of English Proficiency (iTEP) · LANS Primary & High School (2006) ICFES highest scores achievers in Manizales · Centro Colombo Americano – CCA (2004) All levels completion certificate Working Experience: · Commercial family business (2005 – 2011) Administrative assistant Managing client & providers accounts Supporting the finance management KLP: suppliers & customer servicing Activities & Participations: · FENADECO National Congresses “Economics of Natural Resources & Economic Conjuncture: Impact & Challenges for Colombia” – 2010 “PUBLIC POLICY IN COLOMBIA: How can the economists generate development? – 2009 · “Forum Leaders & Entrepreneurs at University” - 2010 · Work & Travel Exchange Program (2008) MC Donald’s Intern. Lived in trainee house with 20 interns from 7 different countries KLP: cultural understanding, global mindset, handling pressure of (logistics, reception & servicing – hosting – involvement with LC – payments) 3. AIESEC Experience: Position in AIESEC in Colombia: · MCVP OD AIESEC in Colombia (June 2013 – current). · MC Expansion Manager (June 2012 – May 2013). Position in AIESEC International: · Global Support Team Expansion – Process Optimization Team (October 2012 – current). Positions in AIESEC Manizales: · LCP – 2011 · LCVP ICX AIESEC – 2010 · Local Manager Abriendo Caminos – 2009 · Team Member in Alumni Coordination – 2009 · Team Member in ICX – 2009 OCVP Logistics – 2009 Meetings: · · · · · · · · · · · · · · · · · Trainers Preparation Seminar – Bogotá, 2013 · · · · · · · National Planning Meeting – Medellín, 2010 Regional Training Conference – Cali, 2010 National Congress – Barranquilla, 2010 Leadership Development Conference – Bucaramanga, 2010 National Planning Meeting – Bogotá, 2009 Regional Training Conference – Ibagué, 2009 National Congress – Medellín, 2009 International Congress – Egypt, 2013 National Congress – Pereira, 2013. National Presidents’ Summits I, II, III – Bogotá, 2013 Leadership Development Conference – Pereira, 2013 National Planning Meeting – Bogotá, 2012 Trainers Preparation Seminar – Bogotá, 2012 National Congress – Cali, 2012 Leadership Development Conference – Barranquilla, 2012 National Planning Meeting – Bogotá, 2011 Regional Training Conference – Ibagué, 2011 National Presidents’ Summit II – Bogotá, 2011 Subtitle International Congress – Kenya, 2011 National Congress – Pereira, 2011 National Presidents’ Summit I – Bogotá, 2011 Leadership Development Conference – Manizales, 2011 Iberoamerican Leadership Congress – Aguadilla (Puerto Rico), 2011
  • 2. 65 años de historia, +120 países y territorios, +100.000 jóvenes actualmente en el mundo – 3 datos que despiertan la emoción de cualquier lector. Que la iniciativa de 7 personas en el contexto del final de la segunda guerra mundial haya perdurado y continúe evolucionando de generación en generación y abarcando una porción mayor de jóvenes en el mundo entero, es argumento suficiente para estar completamente convencidos que el propósito que mueva esta organización es más fuerte que su propia estructura. Y es ese propósito el que me tiene 100% enganchado, lleno de energía y motivación para seguir dando pasos agigantados, y con la nobleza suficiente para entender que en este espacio lo que importa es lo que sea mejor para AIESEC en Colombia (por encima de intereses personales), pues solo así continuaremos el legado de esas 7 personas. Creo mucho en cada una de las personas que están en la organización, pues todos estamos expuestos a ser cada vez mejores y demostrarnos a nosotros mismos que con acciorganización como AIESEC en Colombia, y que siempre y cuando dicha tenacidad sea requerida por el bienestar de sí misma, actuaremos con determinación; creo firmemente que no es suficiente, que somos pequeños y que Colombia necesita mucho más de nosotros, jamás podemos descansar y pensar que hemos ones pequeñas generamos grandes cambios en el mundo; también creo profundamente en la tenacidad que demanda la administración de una cumplido con nuestro propósito completamente, pues ese día ya no tendrá más sentido esta organización; creo que no podemos seguir siendo el “secreto mejor guardado del mundo”, y es necesario contarle a la sociedad quiénes somos, qué hacemos y por qué somos necesarios … por eso quiero ser Presidente de AIESEC en Colombia, para hacer que más jóvenes crean en sí mismos y demuestren con resultados cómo cambian el mundo, y para ser PROTAGONISTAS de nuestra historia y la historia de la sociedad. Sí, quiero muchas más historias de personas que se vuelven más capaces y son enfocados en acción, quiero más historias de personas que retan su visión del mundo al interactuar con otras culturas, quiero más historias de personas que reconocen en Colombia un potencial enorme al interactuar con sus comunidades, quiero más historias de organizaciones que se fortalecen a causa del talento de los AIESECos del mundo, quiero más historias de líderes que generan más líderes…quiero que la historia de AIESEC en Colombia los incluya a todos, y que la conclusión siempre sea: esta historia vale la pena, porque buscar la paz y el desarrollo del potencial humano vale la pena – así como siempre ha valido la pena en sus 65 años de historia, y seguirá valiéndola – y que entendamos que es por eso que no podemos parar de trabajar muy fuerte, de entregar intercambios, de liderar voluntarios, de tomar decisiones (así sean impopulares) y de ser multiplicadores de ese impacto. AIESEC en Colombia, es un orgullo para mí estar postulándome para estar al servicio de ustedes, para ser la base fundamental y permitir que sean ustedes los protagonistas – lo que es el verdadero rol de un Presidente.
  • 3. It means being responsible with our own decisions and considering their effects on the organization and its people. I live it every day when I analyze deeply what are the pros and cons of all the decisions I’m taking. It means being passionate for what you are doing and remembering constantly why we do it. I live it every day when I put passion in my tasks, in a conversation with a co-worker, or any member of the network, in a conference, or being alone when I remind myself why I need to do my job. It means not being comfortable with what is good, and be willing to give an extra mile in everything. I live it every day when I think “how can this be even better than what it already is” and decide to multiply my efforts. It means taking actions and inspiring through the example. I live it every day when I feel sense of urgency and decide to act and generating changes that will benefit the organization (even if they are not popular changes). AIESEC gives the world hope for a better future. Considering all global issues, we are lacking strong leaders that focus on generating positive needed changes, and the education systems is not putting efforts in building those leaders, since it requires several values, competencies and awareness. AIESEC is playing the role of school of leaders, which at the end, is generating people that believe that peace is possible - and thus bringing hope to the world. It means being consistent with what you stand for and acting accordingly to your principles. I live it every day when I do not accept decisions that are incorrect, even if it affects me directly. It means being empathetic with others, understanding that we all have different points of view, scale of values, and customs, and accepting them. I live it every day when I respect every single intervention, and when I do not approve any lack of respect in any space. AIESEC is consistent with what offers to the world, so it is the same value proposition than the one applied for the world: hope for a better future, through the creation of positive change agents. Now, in the Colombian context, this is important due to some situations: our education system is not efficient enough to build strong leaders, with a set of competencies that will make them more entrepreneurial, or desirable in the labor market; also, we have a lack of values-orientes leaders, which is reflected on the decisions CEOs or government staff are taking.
  • 4. GCDP 2015 GOAL WILL BE ACHIEVED. GCDP has overachieved its annual goal every year, and will keep doing so according to its average % of growth. The evolution of our core program, exchanges experiences, has lead us to fully capture and perform different value proposition to its different market segments, thus facilitating product packaging and meeting customers’ expectations. GIP MIGHT NOT ACHIEVE THE 2015 GOAL. Although GIP has overachieved its annual goals from 2011 to 2013, the average % of growth is decreasing, and basically we are delivering the same amount of GIP XPs per year during 3 years now. The creation of our BHAG (Engage and Regarding TMP and TLP 2015 goals, we are half the way to achieve the goals. However, growing in these programs has no sense if it is not being reflected on the growth of GCDP and GIP, so the focus must be on ensuring talent capacity (based on efficiency indicators and specialized learning and development). CONCLUSION: We need to accelerate the experiences delivery. If we are not fast enough, other organizations will and we will lose relevance. develop every young person in the world). It’s such a big and scary statement that it pushes us to dream, innovate and evolve constantly, feeling that we cannot ever stop impacting the world. Bringing back the clarity of the WHY. Reminding ourselves why we are here, was key to balance essence and progress – keep on growing while being loyal to our basis. Building the basis for a customer-oriented organization. The implementation of the Net Promoter System, the definition of the customer flow and the guidelines of customer loyalty are samples of our effort as global network to provide real valuable experiences. Emphasizing more on our BHAG understanding than on connecting the network to the final 2015 experiences goals. Talking about an absolute final goal of exchanges instead of dividing goals on GCDP and GIP always. When we think about an overall number, we tend to prioritize GCDP over GIP since it brings more volume (numbers). This is wrong since both programs have a different logic and nature. Not evolving our GCM (Global Competencies Model). The current model , is not defining the characteristics of the kind of leader we need TODAY in our organization, one that is adapted to what 2015 goals are requiring from us. The way to measure the progress of TMP and TLP. We need to see its success reflected on efficiency and capacity indicators instead of measuring a RA-MARE Globally:  Strengthen and spread the message of the value proposition of the GIP Program across our network.  Renew the proposal of behaviors we need to have as members in AIESEC in order to drive our programs’ growth.  Keep developing IT solutions that facilitate the delivery of our experiences. Nationally:  Investing more resources and strategies to drive GIP growth (especially iGIP side).  Improving our implementation channels in order to bring more sense of urgency to our membership.  Solving all kinds of bottlenecks that stop us from being more efficient in our GCDP programs (especially oGCDP side).
  • 5. They either don’t have any program or have only one program in a growth phase (according to the Life Product Cycle). They have too limited talent capacity to drive operations (either due to lack of membership, or members not well prepared/not efficient). They have two or three programs in the growth phase (according to the Life Product Cycle). They have built talent capacity only around the programs that are growing. They have the four programs in the growth phase (according to the Life Product Cycle). One or more might be in the maturity phase already. Although they may have built capacity in some fields, they have the risk of not being capable to manage large scale operations in all programs at the same time. These entities have everything in order: their programs constantly grow, their back office is strong. They do not need any support from the national office (except the essential services such as administrative and legal ones), neither a direct tracking. Building capacity: establishing and standardizing all talent capacity processes, as well as defining clear sources and resources to implement learning and development programs focused on their immediate needs. Start selling one or two products maximum in high volume (most of the times it will be oGCDP). They need to be very PROACTIVE: they need to be self-learners (find their own tools with the bigger Lcs) and to go and sell without necessarily waiting for someone to tell them how and when to do it. Focusing resources: they need to make grow their programs one by one, and to do so, they will need to prioritize their money, members and time towards the focus program(s). They need to connect with the entities that already have experience in the programs they are focusing in, and learn from their GCPs and BCPs. Collaboration among the entities with the same focus programs is key. They need to become EXPERTS in their focus program, and that’s their main objective. Strengthening their back office: in order to be sustainable and maintain a growing curve during time (not declining), it is required for them to have their back office structure well built (financial subsystem, information management sub-system, talent capacity subsystem, marketing). Competing with the key player LCs globally. Helping other entities to grow by educating them, supporting their processes or collaborating through specific projects. They need to INNOVATE constantly because they are the pioneers in the country, and they eventually start offering support to the national office instead of demanding it. The coaching system for the 4 types of entities will be delivered regionally (split in the 4 regions of AIESEC in Colombia: North, Center, East, South) and will have these purposes:  For Start-ups: coaching will be directive (telling them what to do and how to do).  For Specialists: coaching will be specific, with emphasis on their focus program.  For Integrals: coaching will be focused on demanding “organizational health reports” to drive them towards a balanced management.  For Exemplars: coaching will be given only on demand, and conditions will be negotiated with them. Additionally, all X programs will have specific standards to define whether the program is in Initial, Growth, Maturity or Decline phase.
  • 6. First of all we must understand that there is a natural tension between the MC and the Assembly (LCPs), and that is positive, since we are offering and demanding services one from the other and we need to request the accomplishment of standards and conditions. There are 3 things (the 3 Co’s) we need to do to make the work more efficient: Although it seems to be easy, it is actually challenging to keep updated and engaged the whole MC Team with the whole assembly of LCPs. Some of these channels already exist, we just need to evolve the way they are being managed:  A shared space in PODIO where we can concentrate all the documents and requests we make to each other.  A feedback channel, usually an impersonal email where any kind of complaint can be taken in a fluid way.  Weekly LCPs newsletter, focused on strategic direction, specific reminders and especial messages.  A Facebook group, where the whole MC and LCPs can share constantly messages that will be delivered faster and that might be informal in some cases. We’ve been talking about this since some years ago, but not always these spaces are really “co-creation” ones. They have been feedback spaces instead. Cocreating requires building together upon ideas, sharing information and inputs, getting to consensus and having agreements. Also, these spaces don’t have to include always all the 30 LCPs and the 17 MC Members, but the ones interested or directly implicated. I suggest co-creating in these moments (these are just examples, we can include more):  When doing the MC Plan (and in the re-planning moment).  When doing the LCs’ plans.  When requiring to solve specific issues.  When building new strategies.  When defining conferences’ agendas. LCPs need to be aware that the MC will not always have the answers to everything, and actually does not have to do it. Many answers already exist within the network, not only internally (AIESEC in Colombia) but externally (in other AIESEC entities). So what we need is a collaborative behavior, because it does not make that much sense if the MC has the responsibility to help LCPs collaborate each other (it wouldn’t be collaboration, it’s an instruction from the MC). I will be remembered because I could change people’s behaviors towards a more aware and competent profile, by conveying a vision and passion – that’s because our current bottleneck relies on this matter. The milestones I will achieve:  Evolving our communications system (internal and external), ending up in a shaped organizational culture, and a bigger portion of the external sector recognizing us.  iGIP Revolution – just as iGCDP grew so much in the 11.12 term, iGIP will become stronger and bigger in the term 14.15.  Scaling up oGCDP – we cannot wait more time to solve our internal issues regarding this program since the market is desperately asking us to provide them opportunities. In order to do this, I need to prioritize my daily agenda as MCP as follows:  Strategy direction through ensuring all internal communication channels and its messages are efficient.  MCP PR agenda with my MCVP PR.  Direct operations tracking as MCP, with emphasis in iGIP and oGCDP.
  • 7. THREATS OPPORTUNITIES ST – MAXI-MINI STRATEGIES Colombian students' profile for Management GIP TNs; English level in some of the cities we are expanding; Competitor organizations for our iGCDP program (http://www.theinterngroup.com/colombia/); most of companies in Colombia are SMEs (not all of them have capacity to afford buying our products); local entities do not know how to make proper PR., "Ley de garantías" (http://www.colombiacompra.gov.co/sites/default/fi les/normativas/20130816circular3leygarantias.pdf); ICETEX Partnership continues to be a risk; some regions considered "red zone" - low feasibility for iGIP program; legal risks coming from eventually not fulfilling with the governement's recently singed agreement., FIFA's world cup in Brazil expensive tickets for our EP's (http://es.fifa.com/worldcup/); detractors whose cases aren ot closed; quality issues coming from bad delivery processes (for our trainees and our EP's). Partnership with the national governement (to be expanded); global partners with pressence in Colombia; national partnerships management together with AIESEC in Brazil; many opportunities coming from the partnership with Colombia Joven; we are part of the volunteering voice in Colombia; ACP (Asociación Colombiana del Petróleo) to open doors in this sector; the approaches we've done to DPS; PR approaches for oGIP (IEEE, ASIS), for iGCDP (ANDI Foundation and CSR department), iGIP (ACRIP - HR Managers); we're ready to approach Universities' association – ASCUN; Mining and Oil sectors are responsible for economic growth of several regions; social media enhancement; Bogotá is becoming South America's premier Tech hub; Big and powerful NGOs ready to fund projects and partner (http://lasillavacia.com/historia/los-super-poderosos-de-lasong-45724); all the FTAs that are in effect and the ones that are being negotiated (http://www.tlc.gov.co/); No need of Schengen visa for Colombians; IGN country partners' growth (Brazil, Argentina, Perú); Brazil and India's IT GIP matchable TNs with Colombian EP's; India's supply of MTs TNs; our Advosory Group has top profiles of big companies in the country (Terpel, Deloitte, Pepsico, ADF, Banco Caja Social, Fundación Bavaria, Amrop, Ricardo Obregón, Marta Lucía Villegas -previous ICETEX director- and El tiempo). Work as co-creator and co-executor of big projects with big NGOs and competitors; Based on professional advisory, implement a huge media plan through the most important channels of the country; implementation of new type of visas for iGIP; increase TN RA for summer 2014 (trainees will need other options than Brazil due to expensive tickets); develop a specific national project for ITs with IT companies in Bogotá WEAKNESSES We have a weak raising and convertion process; lack of capacity and awareness to execute financial processes; our people don't have skills neither behaviors required; we don't have an internal communication system; our structure framework needs to evolve; weak messages to spread. STRENGTHS SO – MAXI-MAXI STRATEGIES Showcase promoters' stories to all stakeholders; having a full time manager for Brazilombia cooperation (paid halfand-half by Colombia and Brazil); make conventions around internationalization with our current and potential universities partners (co-creating our products, marketing strategies, and fast-selection processes) WT – MINI-MINI STRATEGIES Invest on a professional market research (including analysis of our costs model); IT solutions for financial processes and internal communications at national and local level; defining standards of leadership to drive behaviors among the membership. WO – MINI-MAXI STRATEGIES We are in the right way in match and delivery; financial Focus on country partners' diversification for GCDP overall; changes leading to organizational changes; we are ready to strengthen cooperation with CEE and WENA for oGCDP (no drive membership efficiency; our it infrastructure is on the visa required); Evolve our membership criterio to facilitate right way; starting to be recognized in external sectors. an intelligent market capitalization; develop GIP products based on an external supply and demand analysis (considering FTAs and companies beneficiaries from them)
  • 8. AIESEC in Colombia – Being PROTAGONIST in 2015 Being STRONG: it’s about growing BECAUSE OF our capabilities, not despite them. And what kind of capabilities? Talent Capacity building – we know that having capable people is a growth strategy. CEM standards – we know that ensuring high quality experiences is a growth strategy. Smart financial management – we know that being intelligent with our finances is a growth strategy. Being VISIBLE: it’s about spreading our voice everywhere we can. How do we do that? Boosting our Public Relations – letting them (externals) know about us. Internal communications – letting ourselves (internals) know what’s going on inside and outside constantly. Reporting impact measures – ensuring all our programs meet their value proposition and measuring the reach of its impact in a professional way. Being a HUNTER: it’s about the iGIP Revolution – the competitiveness agenda of Colombia needs us, but they don’t know it. Official external advisory to hunt iGIP opportunities and offer them the right value proposition. Sellers’ multipliers – creating more sellers (hunters) in an intelligent way. Deep specialists – choosing the specific field where we want to start playing a role, and putting all efforts in it. THE BASIS: We need personal standards that drive us every day – this is what we call the COLOMBIAN AIESECer PRINCIPLES, or in other words, the profile of an ideal Colombian AIESECer: Someone who is Purpose-driven. Someone who is High-performer. Someone who is Opportunity-hunter. Someone who is Customer-oriented. Someone who is Talent-developer. oGCDP: a. Goal for 14.15 term: 2.500 experiences (100% growth/GAP to achieve 2015: 1.350). b. Growing like never before:  Standardize audiovisual teaching material that is simple, professional and motivating, which works as a virtual infosession (showing opportunities, explaining conditions and guiding the RA process) and is sent automatically to all interested applicants for oGCDP.  ·The 2-hour Dare: focusing members’ operability in delivering constant and big infosessions and considering applicants only to the assistants that decided to register.  Boost the specialized units focused on oGCDP (which are majority) hand-in-hand with LCVPs SUs, Expansion, and Universities.  Investment on potential oGCDP country partners in IGN that are starting to grow (Peru, Argentina, Central America, etc.), c. Leadership in every XP: · Connect TM areas from both the host and home entity of the EP, so that they ensure our EPs experience. · Align expectations of integration to the host and home entity since the moment of EPIC. d. CEM Strategy: · Standardize and improve the returnees’ summits · Send weekly or biweekly newsletters for EPs and for parents. · Offer virtual TMP and TLP opportunities to keep engaged to their home entities while they are having their exchange.
  • 9. iGCDP a. Goal for 14.15 term: 1.500 experiences (50% growth/GAP to achieve 2015: 950). b. Growing like never before:  RA Boom: LC-based projects (20 TNs min.) for small entities, big sales of projects to big NGOs (1 sale, 20 TNs) in medium entities, regional collaborative projects in big entities.  Supply diversification: invest in more oGCDP partners (Peru, Argentina, Costa Rica, Venezuela), Track nationally LC2LC cooperation, invest in more professional promo about Colombia for EPs from CEE and WENA.  iGCDP Teams capacity: trainings in project management, big sales, and providing IT solutions for managing volume. c. Leadership in every XP: LEAD for trainees mandatory in every iGCDP project.IPS agenda. Ensure iGCDP projects have a long-term framework with specific variables. d. CEM Strategy: Have welcome and closing events with all partners involved in the projects (including media partners). Require all project managers to send weekly reports to the customer loyalty corner. Send weekly or biweekly newsletters for trainees and for partners. oGIP iGIP: a. Goal for 14.15 term: 700 experiences (130% growth/GAP to achieve 2015: 460). b. Growing like never before:  Generation of Specialist Teams: 1 iGIP team = 1 specific sector, Direct training (sales visits, envoys) by expert sellers within the network, Each iGIP team having their own BoA (Board of Advisors).  Creation of our own ET supply: Investment on international cooperation with Poland, Russia and USA in order to have CEEDers, Colombia’s promotion material and showcasing trainees and projects, Having CEEDers from these countries visiting our TN Takers in order to make interviews and finally select their EPs much faster than usually.  LC’s Delivery Certification to receive national accounts.  Continue to have national high-volume iGIP projects, managed by specific project managers ( just as global partners do). c. Leadership in every experience:  Request the TN Taker (when possible) to ensure the trainee will work in a team environment.  Assistance to IPS must be mandatory for all iGIP trainees.  Establish regular meetings to track their experience and expectations’ accomplishment. d. CEM Strategy: Require all account managers to send monthly reports to the customer loyalty corner. Send biweekly or monthly newsletters for trainees and for partners. Invite TN Takers to participate in business breakfasts or dinners. a. Goal for 14.15 term: 700 experiences (75% growth/GAP to achieve 2015: 1.040). b. Growing like never before: · Talent Capacity for oGIP IT Teams, focusing on sales trainings. · Create the need of India in our market through marketing strategies. · Foster and track specific LC2LC cooperation partnerships. c. Leadership in every experience: Make sure every EP is aware of the skills and competencies he has currently, and the ones he will develop. Align expectations during EPIC and offer them the possibility of integration in their host entity/reintegration to their home entity. d. CEM Strategy: Send monthly newsletters for EPs and for parents in order to keep them updated and aware about the projects’ progress and periodically send them surveys asking about their expectations and feedbacks for both the host and home entity.
  • 10. · MC Expansion Manager: product development & CRM execution for universities: Signed agreement with Gran Colombia University incuding COP$12’400.000 approximately + 5 TNs + 6 EP Fees + equipped office. Signed agreement with Sinú University including COP$6’800.000 + 2 iGIP + 10 iGCDP + 25 EP fees + equipped office (involves Montería and Cartagena sites). Signed agreements in Armenia including 5 EP Fees in Quindío University and Humboldt University Corporation. Agreements about to be signed in Armenia including 5 iGCDP + 3 iGIP in EAM university; and in Sincelejo including COP$9’000.000 in CECAR university. In process of negotiation in Sincelejo with Government entities (10 iGCDP each); in Cúcuta to run a pilot with SENA; in Tunja with UPTC (the 3rd biggest university in the country) including COP$6’800.000 + 10 iGCDP + 2 iGIP + 10 EP fees + equipped office; in Neiva with Surcolombiana university including 7 iGIP; in Pasto for logistic support and investment in EP fees and in Javeriana Cali including exchanges. · MC Expansion Manager – Generation of pipeline for the creation of new entities: We passed from 2 extensions to 7. We passed from 0 interest groups to 6. We passed from 13 cities to 21 cities (plus two new entities in Bogotá and one new in Cali). More than 150 new TMP/TLP experiences in the first recruitment of new expansions. · MC Expansion Manager – LCs empowerment to lead expansion in AIESEC in Colombia: 8 LC Partners fully committed to support new entities development (already implementing coaching strategies, operations visits, education cycles and knowledge sharing). LCs encouraged starting their own expansion processes through the implementation of Specialized Units (first generation of LCVPs Expansion 2013 plus processes, tools and guidelines built to ensure SUs execution in 2013). · LCVP ICX - sales empowerment & matching optimization: 23 TNs RE: 109% growth in overall ICX realizations & 190% growth in ICX raising Specifically for IGCDP: 300% growth in DT realizations & 340% growth in DT raising – the best performance for this pool in 2010 Doubled the number of TN Takers Part of the Top LCVPs ICX of the country · Exchange Quality – standardization processes for quality minimums: As LCP, development of transversal strategies (including marketing & finances) for hosting & sustainability of IGCDP (Global Families program). As LCVP ICX, working h&-in-h& with Finances & TM areas to provide a better experience for trainees (GCP) As Local Manager for Abriendo Caminos Project, 100% fulfillment of duties with the interns I was in charge of (logistics, reception & servicing – hosting – involvement with LC – payments) http://www.youtube.com/watch?v=VLlv99Q-7kc&feature=youtu.be

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