The biggest challenge is not being selected to do
something, but being selected and create and built
something strong that might last to next. Is not only about
AIESEC, but taking in consideration what is going to be the
mark you want to left somewhere, that I contributed to
What drives me is sense of purpose. I still continue
because I identify myself with the mission and values.
Purpose to create a better place. My purpose is to create
a positive environment specially when I am talking to
‘localization’. What I mean by localization is the concept of
globalization, but in local perspective. My contribution to
my city, even to my relatives is through that: purpose.
My vision is that I believe anything is possible, not related
to a simple ‘market’ and ‘cliched’ quotation, but in terms
that I saw it happening. How? Through our product that is
unique and simple. We often say to members that we are
the result of what we do, and this result is connected with
what I mean by our product, which is also related to us. We
see that through capacity, which is people, plus resources
we can create a enormous sense of purpose. Giving the
right reasons, generating the right choices for individuals.
Every part of this statement is connected with what I
want to do later on. My dream, to be honest with you, is: to
be responsible in a football department in terms of hires
(players) and marketing. This is what I know I will do later. I
am sure of it, because it is my dream and I will make it
happen, because I studied for it.
But, for that to happen, I need to understand how to
manage change in a Global Association. And AIESEC for me
today is that. Is my platform to build more than my
analytical skills for a short and long term, but that will help
me to take from this experience the vision and the capability
to make it happen in my near future.
W1. hat is driving you to continue in AIESEC? Why have you decided to stand for AIESEC International? And what do you expect to take out of this experience?
W2. hat does aiesec give to the world? Which trends do you see shaping the world in the following years and what opportunities and threats do they represent
Embedded BI begins to emerge
The biggest need nowadays not only for AIESEC
members, but for any organization or entrepreneur is the
capability to embed BI to any kind of “production”, is
something vital. End-users, as we are called, are requiring a
better understanding of our customers data. More action
through information is needed mainly because availability
of information as a must for decision making.
Opportunities I see it in software among data and
management plans and even Seamless Integration.
Everything brings a ‘Expert’ and Professional service for
Customer Success (for a better orientation through that
Threat that I see is the time to deliver it in a year term,
connected to its design for the user, delivering of real
time reports (if not outsourced properly) and the easiness
of integration the APIs with current platforms of any
entity (AI and Mcs).
of our message for our public to take action.
Threat: what I see is more under traditional storytelling,
which is not taken serious and we lose power to convert it
into our programmes. It is related to not use it properly as a
strategic tool for communications and construction of one
identity and a community.
Mobile business intelligence becomes the
The opportunity that I see is that internet is huge part of
youth daily life, and the usage increases if we make it more
interactive, specially when it is about a students
organization that aims to engage more and more young
A threat is improving the experience in mobile
application, and still meeting the needs of the mobile-user,
which nowadays is not patient if something goes wrong or
not in the way they would like to see. So, a very important
step is to be in the way you interact in the 1st visit,
and how you engage them for next visits, creating a real
A friend of mine told me sometime ago: “I just don’t want
to be another mom.” This quote for me was so powerful,
that has clicked on me not what I also thought before by
myself, but made me r a lot that I am making the right
choices. Being 4-5 years in the organization are not a bad
option – at all.
To be honest, after joining AIESEC and being surrounded
by different cultures and backgrounds (which can sound
cliché) it helped me to open my eyes.
I understand that we create leaders, individuals that can
contribute to the society by taking leadership standards,
but further more, AIESEC helps us to understand about
values, attitudes and perceptions.
About trends shaping, with opportunities and threats,
considering it globally I see the three points as below:
Storytelling becomes a priority
It is a way with authenticity, creativity and way to make
emotional and personal connection with the audience you
are dealing with (If students, companies or other
stakeholders). Opportunities: increment of revenue,
W3. ith less than 2 years left of the midterm ambition, how do you see AIESEC 2015 from creation until today. What is needed for the organisation to achieve its
As global entity we deeply changed. And this is
something we aim, year by year. And changes in this case
are the ones needed, we are covering issues, but we are
more connected as global association.
I used to see one organization which was a bit closed, but
with will to open for more people, to new partners and even
to our alumni that contributed so much in the past years
and feel the need to still connect but don’t have clear
Related to the midterm ambition I see six points. For that,
I will explain the needs.
Talent Capacity: for this strategy, the main point behind is
to assure that we unleash a potential in the organization
never noticed before. Everything under TC can be
connected to managing transformations of individuals
(membership) to leverage the operations, and through this,
delivering more experiences developing leadership
globally. Other matters to take in consideration, are the
Sales Development Programme we have, mainly created in
the term 12-13 and before that: attracting, selecting,
engaging, developing and retaining our members. This is
related to Organizational Flow, Team Flow and the
Individual aiming more productivity, more experiences and
more development through GIP and GCDP Growth, making
ef ciency a reality through capacity and learning &
W4. hat, in your opinion, is the most important global strategy or direction of AIESEC International for next year and why? What do you see your contribution
being part of the team?
My father has no bachelor degree. He is a “soils/ground
technician”, responsible to asphalt highways.
Besides that, he serves in this segment for +30 years, but
90% of the time he performed this in the city government,
which doesn’t pay so good, and sometimes doesn’t act with
the right attitudes.
The other 10% that he “has” for free time, he is not
wasting, but working for private companies, in south of
Brazil, for example. Doing it by himself, with help from 1 or 2
workers, that have a contribution, getting a proper pay for
each of their duties (being a tech or a worker).
What we, ‘kids’, always asked my father to do, because he
is very good in what he does, was to set his own business
regarding that, because he is one of the only people in Brazil
doing it the right way, calculating each metric to have the
best pavement in highways or in any kind of road in our
region. His answer back was always: “I don’t see really how,
and I don’t have people enough to help me on that”. His will
was that my brother and me would be with him working on
it, but sometimes in families, kids don’t follow parents’ path,
and it is more than normal.
capacity and learning & development.
Brand & Marketing: the most suitable points for midterm
ambition considering this are under online solutions,
customer orientation and understanding which are able to
help in the creation of strong market campaigns, and to be
aligned with front and back of ce strategies the
importance of synergies, functions: making goals setting
and division of responsibilities clear. Summing up: Having
Branding as a promised delivered and Marketing as the
process responsible to identify, anticipate and satisfy our
customers requirements properly.
Supply & Demand: one of the most important strategies
and ways to make it happen in the organization, it is the
strength of any entity, representing clearly how many
opportunities are available and the demand for that. Acting
fast in S&D is a key solution, bringing fast results
considering the leadership we want to provide. It drives
performance and creates foundation for growth, capacity
and among segments and markets, leveraging
diagnostics and benchmarking among LCs and other
markets, scenario-based strategies and lean principles to
improve operational .
Quality of Experiences: delivering the promess related to
anything ‘we sell’ for me is the most important thing we
need to take care of. Aiming higher for membership
we need to take care of. Aiming higher for membership
development is something that we see in LCs daily, focusing
specially in new skills and even insertion later on in the
labor market. QoE is a subjective measure from any
Customer in any service. While not always numerically
is the most single factor in a real-
world evaluation of the user experience and our way to take
care of it is in daily basis, specially connected to Learning &
Development Initiatives to any area.
Financial Sustainability: Everything under this point
should be able to sustainably enable entities to run its core
programmes/activities without collapse even if there is no
donor from any parts. The strategies that might be taken to
keep it are under developing and maintaining strong
stakeholders relationships, obtaining a range of types of
funding, building nancial reserves, assessing and
managing risks and strategically managing and
Business Intelligence: I believe, which makes us doing
more with fewer resources. BI helps us to understand our
customer needs to make the right decisions in order to have
better processes, in order to really create Customer Centric
Processes. Through that, all analysis can provide “views” for
providing current and predict business operations quickly
through analytical processing.
Please ev5. aluate the impact of AIESEC International 2013/14 in terms of global strategy and implementation in the network. What should be kept and what would
be improvement points for 2014/15?
According to top LCPs globally and talks with some
national entities that I had during my preparation is
implementation, health and innovation (big
entities want more to simplify , which lacks among
membership in LCs and MCs.
When I think about strategies, I foresee that all of them
will continue somehow with small adjustments, because
one of the main roles within AI strategies are transition and
continuity, with some points related to innovation, but in
this case is more about managing what is good to become
(which connects withLeadership in Every Experience
Leadership in our Programmes and AIESEC as the Youth
Leadership provider of the World just need small
adjustments to make it clear for LCs Implementation and
MCs translating it to make it happen.
Ensuring this strategy through clearer steps in global
plan is a improvement for transparency to the network and
also for local entities having it how to do it step-by-step.
The point related to Leadership Provider is also a matter of
showcasing what we already have among alumni
community, even if is a start-up or something.
Grow Like Never Before: Global GCDP Projects; GIP
Growth in Sub-Products; GCDP Growth Based on Issue
Issue Segmentation and Sub-Products are already
implemented globally, specially in top entities who drive
innovation, missing adjustments. The main thing to focus in
a big growth is focused totally in Global GCDP Projects as a
priority and effectiveness is needed to reach organizations
and sponsors to make it happen together with AI, and not in
a long-term perspective, unless we won’t achieve 2015.
Also, the way we deliver GIPs can have small changes,
shortening experiences and delivering quickly as a GCDP
delivering quickly as a GCDP Project.
Talent Capacity for Growth; Fast and Simple
Processes; Listening to our customers.
(Customer Loyalty for Students and Or 21st
Century Information Systems; Business Intelligence for
Growth; Team Programmes Evolution;
Simple processes are connected truly with our platforms
manage.aiesec.org (Global and Opportunities Portal.
For that, all related to CLO and CLS would run smoothly,
because is a consequence of daily work.
The same works related to the new GIS and BI for Growth.
This two last points must continue evolving because Team
Programmes Evolution is only possible if we continue with
the idea of having BIG AIESEC through this platforms,
making us more present online globally, interacting with
Where do I want to get with this story?
For me, connected to everything I mentioned,
understanding about your product is the 1st thing – for that,
micro strategies inside of Talent Management such as Sales
& Development Programme are a key for success. You can’t
be the only individual selling and doing the delivery of a
product by your own: You need Talent Capacity for Growth.
The thing my father believed that was stopping him can’t be
And related to strategy or direction, this is number
one, and something I would take for development and
evolution for the term 14-15.
Adding value to AIESEC International Team 2014-
15 for me is bringing a practical vision and effective. My
contribution for the team towards pr and according to
the vision of the strategy that might continue which I see as
Talent Capacity is very related to my characteristics as a
creative, innovative and focused on results individual.
Points that I learned in my experiences, in AIESEC and in
companies I’ve worked. I have the ability to connect and
interact with people and easily communicate to different
public – independent on the age, and nationality.
I have strong Implementation skills and I’ve had
other experiences in companies, government and I used
to have a company myself. I know how to handle and
implement ideas in a network because I was there as LCVP
and running the programmes in 2 different and big entities
(Brazil and P
Another point to stress as a contribution is the
ability to handle crisis. I used to manage the biggest
portfolio of AIESEC in Brazil, #2 globally, in GCDP OGX in a
period where we faced the biggest strikes of Brazil as
country among public universities, still having growth in the