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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:
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Trainers Preparation Seminar – Bogotá, 2013
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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