This document provides a summary of Carlos Alicea's professional experience in higher education administration and marketing. He has over 15 years of experience in management, sales, and marketing. Most recently, he served as the Executive Director of Enrollment Services at Life Chiropractic College West. As the Director of Admissions and Marketing at Carlos Albizu University, he implemented strategic initiatives that increased new student enrollment by 12% and achieved enrollment targets 100% prior to the start of classes for the first time in the university's 25-year history. He has extensive international experience and utilizes a metrics-driven management style focused on team inclusion, clear goals, and mentoring staff.

1. Recent positions - Higher Education:
Executive Director of Enrollment Services
Life Chiropractic College West
Corporate Director of Admissions
Florida Career College
Director European Recruitment and Marketing
Schiller International University
Director of Admissions and Marketing
Carlos Albizu University
Carlos R. Alicea

2. Content
 General Background
 Relevant Experience
 CAU Simple Format Case study: Admissions/Marketing
 Key Results
 International Experience
 Management Style
 Outside vendors experience

3. General Personal-Professional Background
 Bachelor in Music, with Distinction, from Indiana University
 MBA from The Wharton School
 Six Sigma-Green Belt certification
 Harvard Summer Institute on Admissions certification
 Extensive domestic and international experience in the areas of
sales, management and marketing
 Significant P&L experience, $1-10 million budgets
 Extensive, successful people management experience (10 to 130
employees)
 7 years Higher Education-Director of Enrollment Management
experience
 +15 years management, sales and marketing experience

4. Recruitment, Admissions & Marketing
Carlos Albizu University – Simple Case Study

5. Operational Analysis
(key to understand current operations and areas of opportunity)
 Historical trends-inquiry/enrollment cycle
 Prospects/Inquiry management and conversion
 Messaging and communications to prospects
 Department’s structure, work flow and accountability within the
team
 Faculty-Alumni participation in recruitment process
 Outreach events and their efficiency/yield
 Budget utilization

6. Key Strategic Issues
 Declining New Student Enrollment
 Staffing and departmental work flow
 No tracking of conversion rates
 Team building - staff training
 Low staff morale-high staff turn over
 Historical late achievement of targets-timing of prospects follow up
 Lack of presence in High Schools and Community Colleges
 Lack of Alumni-Faculty engagement in enrollment process

7. Strategic Issues sample Actions
Declining new student enrollment
•
2006 results –5% vs. 2005 results
Staffing and departmental work
flow
Tracking of conversion rates
Developed plans to solve
underling strategic issues
Staffed against strategy

Filled vacant positions

Terminated under-performing staff

Assigned specific programs to
counselors (cross functional culture)

Weekly staff meetings

Constant training and monitoring
staff results
Implemented measurement
criteria
 Developed conversion Table: by term
by program with Historical
perspective
 Shared weekly with full staff and key
Management
 Conduct one on one audits for timely
action as conversion issues arise

8. SP08/SP07 Trends & new enrollment conversion to date
Sample table
INQ % APP % ADM % Enr Enr %
PROG. 2007* 2008** var. 2007 2008 var 2007 2008 var 2007 2008 Var.
PsyD 180 174 -3% 41 37 -10% 24 25 4% 21 22 5%
MS 175 193 10% 47 59 26% 38 36 -5% 34 36 6%
I/O 32 14 -56% 17 4 -76% 11 3 -73% 9 4 -56%
Bs Psy 199 159 -20% 41 52 27% 27 52 93% 26 53 104%
BA EE 127 146 15% 38 23 -39% 28 20 -29% 28 19 -32%
MS ESE 25 32 28% 9 15 67% 6 11 83% 6 9 50%
MS TESOL 35 30 -14% 13 14 8% 7 12 71% 7 12 71%
BBA 215 171 -20% 43 23 -47% 32 15 -53% 20 14 -30%
MBA 81 80 -1% 13 8 -38% 9 5 -44% 6 5 -17%
ESOL 32 14 -56% 11 9 -18% 6 7 17% 4 6 50%
Non Degree 173 21 -88% 10 1 0% 10 1 -90% 10 1 -90%
1274 1034 -19% 283 245 -13% 198 187 -6% 171 181 6%
* 1/12/2007
** 1/15/2008
Conversion by program:
INQ/APP % APP/ADM % Enr ADM/ENR %
PROG. 2006 2007 var 2006 2007 var 2006 2007 Var.
PsyD 23% 21% -7% 59% 68% 15% 88% 88% 1%
MS 27% 31% 14% 81% 61% -25% 89% 100% 12%
I/O 53% 29% -46% 65% 75% 16% 82% 133% 63%
Bs Psy 21% 33% 59% 66% 100% 52% 96% 102% 6%
BA EE 30% 16% -47% 74% 87% 18% 100% 95% -5%
MS ESE 36% 47% 30% 67% 73% 10% 100% 82% -18%
MS TESOL 37% 47% 26% 54% 86% n/a 100% 100% 0%
BBA 20% 13% -33% 74% 65% -12% 63% 93% 49%
MBA 16% 10% -38% 69% 63% -10% 67% 100% 50%
ESOL 34% 64% 87% 55% 78% 43% 67% 86% 29%
Non Degree 6% 5% 0% 100% 100% 0% 100% 100% 0%
22% 24% 7% 70% 76% 9% 86% 97% 12%

9. Strengthen
relationships
with partner
institutions

10. Developed
HS specific
Collateral

11. 
Historical media mix efficiency-yield by source, etc.

Competitive use of media

Local competitive pricing

Implementation of focus groups to asses and establish current
branding benchmarks

Current key selling points, call to action as well as clarification
of issues (e.g. accreditation)

Revision of collateral materials for message, consistency and
focus

Advertising cost per inquiry vs. total cost to recruit

Conversion Metrics by program, by term, by vendor

Alumni and Faculty participation
Marketing-Advertising Analysis

12. Marketing Key Strategic issues
 No quantitative or qualitative research on consumers
(prospect students-current students)
 Brand Assessment Benchmark
 No use of industry benchmarks for cost to recruit
 Accreditation perception - University’s name: Hispanic
Institution
 Institution visibility-validation in mass media
 CAU-PR and CAU-Miami Branding and collateral materials
disparity
 Media committee scrutiny

13. Strategic Issues Sample Actions
CAU-PR/CAU-MIA
branding/collateral materials
disparity
Lack of cost to recruit industry
benchmark
Accreditation perception-Univ’s
name: solely Hispanic institution
Aligned Brand look/feel

Developed/sold-in Brand
Standards

Proposed updated logo
Use of NAACAC/Noel Levitz cost
to recruit studies for performance
measurement
Reworked communications

Accreditation focused

Stronger key selling points

Stronger call to action

Updated look/brand
character

14. 2005 2007

15. print advertising

18. Developed Brand Standards Manual

21. CAU 2007-08 Key Results
 2007 largest new enrollment class in CAU/Miami History +12%
over goal
 Targets for summer and fall 2007 and thereafter were achieved
100% prior to start of classes
 First time in 25 year University history
 No staff turn over in 1.5 year
 Cost to recruit, per student: 30% below Industry benchmarks
 Increased team productivity and ownership development

22. International Management Experience
- Director European Recruitment and Marketing, Schiller
- Regional Director Latin America, BMG/CDNow.com
- Director International Marketing, BMG

23. Management style:
 Team- metrics driven: inclusion/ownership model/plans
developed by the team assuring full departmental commitment
 Establish clear goals
 Trust environment – open clear communication of goals and
current situation
 Challenge the established
 Hands on-Demanding- without micromanaging
 Team – Management shared vision
 Mentorship-training
 Expect success from team -risk taker
 “Success is the ability to go from one failure to another with no
loss of enthusiasm.”
Sir Winston Churchill

24. Outside vendors management experience
 Media Buyers
 Lead Vendors
 Printing Companies
 Designers
 TV and New Media production companies
 PR agencies
 Legal Counsel

25. Thanks for your
consideration!