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my past positions held july 2010 december 2011 incumbent lcp formed and lead a great eb to bring the lc from 39 to 108 exchanges per year from 24th in ign to 5th and from global top 187 to top 28 developed 2 expansions sfe and cem and hosted everest national conference january 2010 ­ june 2010 national training team chair formed faci selection and evaluation processes standards and national member education cycle march 2010 ­ june 2010 er national task force generated sales materials for the country august 2009 ­ june 2010 vper collaborated with 8 members and 2 other vp s er to increase tn raising 40 from previous term june 2009 ­ july 2009 tm ceed lc oregon usa recruited 30 members and 10 ep s and trained them in all exchange processes to kickstart the lc october 2008 ­ may 2009 nst tm realized 6 national campaigns and coached 3 lc s in tm processes june 2008 ­ may 2009 vptm recruited 40 members and ran 12 tm processes successfully march 2008 ­ june 2008 tm coordinator underwent most pd processes in the lc november 2007 ­ march 2008 account manager managed a 6 trainees and $400k partnership with mcgraw-hill interamericana august 2007 ­ october 2007 ogx member executed a pocket recruitment for economics students ep raising january 2007 ­ january 2008 projects manager at soluciones integrables s.a managed budget and hr allocation for 9 projects of this it consultancy sme personal information born october 24th 1987 in mexico city currently president of aiesec itam nationality proudly mexican contact me really home number 56331085 mobile number 55 3224 2869 skype id aldoche.israel|bb 216d0497 e-mail aldo.perez@aiesec.net academics bachelors in economics itam august 2005 to may 2011 mexico city specialty in political economy masters courses in macroeconometrics game theory numeric calculus and mathematical analysis languages native spanish excellent english spoken written and oral and written understanding basic french top aiesec conferences ic kenya august 2011 delegate jump panama july 2011 facilitator ilc pto rico march 2011 delegate ic india august 2010 delegate snc detroit august 2010 facilitator ilc peru march 2010 delegate

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my areas of expertise outgoing exchange ·200 growth of this area in my lc during my term has led me to understand a big amount of ogx s core my expertise goes further than operations and goes onto strategy and gcp s and deep knowledge of the global tn pool ·what did we do differently we focused on the massification of each ogx process with a priority on the quality of the information and promotion we delivered to our ep s also we managed correct expectations and organized a great 120 ep s outgoing preparation seminar also we spent a good deal of money in recruitment which is not normally done external relations ·i believe that my background in delivering aiesec experiences and my understanding of the market and internally our organization qualifies me for designing products and doing corporate sales i also have acquired the external representation abilities during my term as an lcp to undergo all er operations besides having being a vper ·the efforts of my team and our er abilities have improved the relations with itam as a support partner and our boa alumni leading to raise 7 tn s with alumni during my term and as well getting an office with double the size in the university also my direct relationship with the dean of itam raised more than $165,000 pesos in support above the normal budget aiesec has in itam talent management ·after my lcvp ceed and nst experiences i have the certainty that i understand profoundly the connection of tm and the rest of aiesec s core beyond theory for me tm is a constant for team management ·despite difficult external situations with tm s leadership in our last semester itam has achieved fantastic tm measures of success a very healthy ~70 year-retention-rate 15 middlemanagement positions and 15 applicants for eb 2012 in the first round which is 600 more than the last term allocation and re-allocation processes were not centralized but were consistent during the year my acquired abilities ability level excellent evidence as an lcp we had a budget in place for most projects and areas most projects have been financially sustainable and generated revenue i led a 150-delegates 3-days 2-agendas conference locally i participated as an lc host president for a 360-delegate 5-day national conference everest i led 2 more 80-delegates 2-days local conferences i also facilitated 2 times internationally and 6 times nationally/locally i understand conference management very well i have formed lc partnerships for ogx and icx products signed learning partners and obtained sponsorships for events like $50,000.00 pesos for ipm 2011 in mexico and $60,00.00 pesos for everest i have also sold tn s i have managed projects in the lc also have led teams to it one lc project generated $27,000 pesos in turnover and 7 icx realizations as an lcp i ve had performance assessments on my vp s as well i ve tracked them all year understanding the connections among kpi s and i had gcp tracking tools as vper for my members i had 12 eb positions open during the year we re-structured three times the eb and generated 20 middle-management positions i understood he implications of these movements and i can lead lcp s to them very well i had little operational work in exchange though i believe that my experience in managing exchangers for 24 icx and 96 ogx during 1.5 excellent good excellent excellent excellent good

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good good excellent excellent good years is evidence to show that i comprehend exchange management i was deeply involved in organizing a national congress re-structuring the national financial model as part of the financial sub-committee and i had coaching with the ai vpfnz for finance during ic kenya besides my lc has had great financial performance during my term and i know the operational quirks of the area nonetheless i have never officially operated in finance and can learn more in the future developing others is one of my strengths all my eb but 3 members had less than 6 months when they started their vp roles which i helped them execute well i have been in leadership roles for 3.5 years now i managed arguably the largest lc in aiesec mexico for a 1.5 year period i ve facilitated nationally 3 times and internationally twice and i m appointed to facilitate nationally in the us again in december with excellent feedback after the system change we ve all had a hard time catching up but i attended ic kenya so i understand what is yet to come from the system and i m an avid user of our platform i can say that my 3 semester strategy for the lc s development worked nicely focusing first on the people then on processes and education and last on transition and mass positioning after the theory acquired in conferences and put into practice for 3.5 years in team management i have confidence in this ability i ve coached as nst as ceed and as lcp i attended a ttt where i deeply understood the difference between coaching training and facilitating i also attended several coaching seminars in itam i ve had several virtual roles and have consistently worked virtually with the lcp network other lc s for exchange development and the national network for execution excellent excellent excellent good why are you applying for mcp what will be your contribution and what do you expect to learn from the experience for 4 years now aiesec has been a hugely life-changing experience and i feel very lucky i can have this opportunity today to come and stand in front of more than one thousand young bright and energetic mexicans and be certain that you can offer them your best is an amazing honor and privilege i am applying for mcp because i believe this is the best decision i can take right now for my professional and personal life because i am sure that by being mcp i can learn and grow much more as a person professional and human being i m applying because this year is the right moment for me to do it because i am ready for it and i can do a great job i am applying because the mcp position is where i can contribute best for many other young people to live an experience as good as or better than the one i am having and because i feel it is what i want the most right now.

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what is leadership for you evaluate yourself as a leader and describe a situation where you had to lead others saying what happened and the results of your leadership for me leadership has no formula no quote is 100 certain different contexts require different abilities in leaders but i m sure leadership requires in most cases at least some elements no matter the situation i believe leadership requires these conditions my most quotable example as a leader is my last 1.5 years as an lcp after starting in july 2010 with 13 active members i had to get the most of my leadership to re-engineer it reactivate it and improve on my predecessor who was no small leader i had the fortune to have 1.5 years to do it and in the end we did it as a team we shaped an amazing lc and had the time of our lives in the meantime of course i ve had failures as an lcp and i now can see them on hindsight i could have been stricter at some points track better my team be more communicative and sometimes more creative what mattered is that i learned from this and will be able to avoid it in the future thank you eb 2011 you re my source of inspiration describe one of your strengths in team management and provide a specific example on how you demonstrated this strength how will this help you become a great mcp i had to remove from my eb 2 people add 4 and switch 1 person s position during its 1.5 year duration and each time the eb had to change the harmony improved it became a stronger and higher performing team each time and i can confidently say today it is an amazingly smooth-working group with no ruptures or internal problems at all but all the opposite i don t expect my mc to have any changes at all during its duration it won t however it is precisely this experience in harmonizing teams that will enable me to foresee future failures in team coherence and how to fix them on time describe one of your weaknesses in team management what have you done to ensure this does not impact your year as mcp one of my vp s was not in our university in fact his university is quite far away which meant that he would attend less eb meetings and be less present during decision-making we corrected that this semester changing the time and day of the meetings so he could attend i hope that managing an mc that is close-together living in the same apartment and working in the same office will help me correct this weakness;

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a vision for aiesec in mexico 2012-2013 by the end of the 2012-2013 term aiesec in mexico is an entity in the global network renowned for its innovation great membership and global leadership it s an entity that all aiesec countries would like to cooperate with want to receive ep s from and dream of traveling to for their internship it s a reliable partner for companies and pride for our alumni most importantly it s an entity where all its members are satisfied and feel lucky for being part of such an amazing organization its members understand the great difference their work makes and how aiesec makes them better we are not burnt out by focusing on operations and making numbers because we are enjoying the experience what to keep from the last 4 years of aiesec in mexico how to improve on it expansions ·we did very well to expand to 11 new entities in the last 4 years eleven ·we must improve in our service for them to make it easier for new entities to enter aiesec mexico and grow immediately ogx performance ·in all 2007 we sent 75 ep s abroad in 2011 we are already above 270 260 growth but in 4 years that s a lot of time ·in 2011 we have raised 489 forms which brings our matching rate to 56 nationwide this is not good as those are undelivered promises failed experiences conference improvement ·every time more lc s are executing better local regional and national conferences the quality is improving every time ·however it is not enough we should not be afraid of having larger national conferences with better external positioning would you imagine the president addressing 700 mexican aiesecers in conal 2013 3 main directions of working with nicaragua talent provision ·we can make sure to send successful mexican aiesecers to nicaragua this is an amazing initiative ·we must ensure that the expansion s leaders are the correct ones external support ·find support of embassies alumni government promexico chambers of commerce etc ·generate a tn raising strategy for nicaraguan companies in mexico and mexican companies with presence in nicaragua financial support ·ensure financial sustainability of the project for aiesec in mexico by supervising in what we re investing and a consistent return on invested capital roic

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how do i see aiesec in mexico today strengths ·we have a healthy talent pipeline lots of capable people willing to do a great job ·great number of potential high performing lc s in amazing cities and universities that we recently expanded to or that we have been there for a while we can soon have 25 performing lc s ·alumni support in the national level and local level we have 50 years of alumni so much more than many other successful countries ·legality and financial strength as compared to other national entities this includes tax deductibility ·ogx local expertise to take to the next level weaknesses ·uneven distribution of performance among lc s ·corporate sales culture in most entities including account management and company servicing ·lack of positioning efforts from the national level ·lc2lc cooperation culture we have barely scratched the surface of this potential source of exchanges ·retention rate and returnee rate for ep s many members exit aiesec too soon taking their experience away to do something somewhere else opportunities ·unexplored partnerships with other youth government and private organizations ·even more support from alumni base willing to help us in ways yet to discover ·soon to come 50th anniversary of the national association ·external positioning in mass media yet to unlock ·huge amount of countries in the global network that would love to do exchange with aiesec mexico ·world-class it market mexico is a regional leader in information technology threats ·potentially losing our tax deductibility for not submiting the fiscal dictamination on time during 2011 ·2012 economic forecasts are dim but this brings opportunity ·immigration law recent changes and being under revision as aiesec mexico inside inmi ·ever increasing external perception of mexico as an unsafe place to travel to therefore i would propose these 3 national drivers ogx to the next level what if we intensely looked for gcp s to copy from lc s in mexico and elsewhere to increase gip sales what if we weren t afraid of aiming for mass media to position ourselves in the private sector what if we invested aggressively and polished our external positioning to duplicate our ogx numbers within one term with a huge roic what if our lc s had more and more experienced returnees to bring gcp s from abroad new organizational development strategy increasing sales culture what if we improved our talent selection for sales members what if we provided them accelerated training what if we improved the tracking from the mc/lcp s what if we truly leveraged our alumni network even more during 50th anniversary to find hot leads what if we built exchange partnerships with top tn providers to move up to top 10th in one term what if we invested in our current lc expansions to grow faster what if the mc and the lc s provided resources intensely for them to top-perform within 3 months what if tracking and education for all lc s didn t have to come from the mc but came from intense lc-lc interaction within mexico what if we foster regional collaboration what if we industrialize the process of lc expansions to start up as many new initiatives as possible without burning out our other operations how can we mobilize financial resources and invest in our own business model we re currently the 29th gcdp tn provider and the 21st gip tn provider in the world we re currently 21st gcdp ep provider and the 13th gip ep provider in the world we are ranked 21st on total exchanges provided.

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what to do to fully implement all the programs of aiesec 2015 the organizational culture of aiesec in mexico people might be wrongly motivated by being better than the other i think we should just believe in the power of what we do and the marvelous impact of our exchanges and our tmp and tlp experiences this will drive motivation collaboration innovation and excellence this will stop frustration what to do if we love what we do then exchanges come naturally we must of course track teach and coach but what really moves us 2 we must have a balance between how much content on operations we have and how much on developing true globally minded change agents i pose you the question are you building managers or change agents 3 what if your mc vp s and mcp organized more collaborative activities among lc s what if ipn and itam were brought together to discuss their language projects for example 1 how do i rank the responsibilities of the mcp our 2012 lcp line-up is very good with more experience compared to 2011 and 2010 years aiesec in mexico for 2012 has healthy local operations in most entities we are increasingly positioned the potential for more results is more latent than ever and aiesec 2015 demands us to be a global youth voice glocal community developmentprogramme team leader programme ·ensure all are truly team experiences and not only tasks to get done ·jd s are clear organized and time-bound ·ensure they are enriching and fulfulling with a full team and a clear objective ·enable tlp s to see the power of their roles tracking their growth through peer evaluations ·make sure the tn s we offer add true social positive impact and not only donkey work ·make sure it does provide positive personal growth ·ensure gips provide professional growth ·partner with companies in the complete sense of the word not only source cheap talent to companies team member programme global internship programme

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first most important managing the lcp team ·the lcp s drive results they get things done ·they are our most important link to understand and communicate to the local level which is the most important ·they should have top priority in the mcp s agenda for orientation and advice as well as a unifying liaison second mc team management ·the mc team must be the top performing team in the national network a role-model hence they need an harmonizing leader ·the mc team drives innovation and strategy and the mcp must understand and supervise it at all times ·however they are not the operational hands as lcp s are third national strategy ·the lcp s mcvp s and lcvp s have probably a more important role in defining specific strategy ·however the mcp should be able to negotiate the big picture make decisions and persuade people when strategy is a compromise inside the national plenary or inside the mc team ·also as the mcp choses the mc team he has a key role in defining the strategy for the term so he must understand it all well and have the strategy make sense fourth governance and accountability ·the mcp should be the first example of setting transparency and clarity in all procedures of legality finance and others ·the governance depends largely on the mcp s leadership in the national plenary as a wise and considerate decision-maker ·this is a top priority but doesn t take much of the mcp s time fifth external representation ·the mcp is the maximum representative of the association his link to alumni boa supervisory group is key to success ·nonetheless his time devoted to make public relations cannot be too much as others as the mcvper and lcp s link the country with the external environment sixth international representation ·the mcp is the strongest voice in the global network aiesec mexico s interests should be understood and represented by him ·nonetheless most of the mcp s time is devoted in the internal work not in the international side seventh public relations and networking ·i believe that mexico has a high level of operations so this role has to be trickled down to the mcvper mcvp comm and the lcp s very strongly eighth account management and sales ·this task is more operational and ideally the mcp shouldn t take part of this however if possible and convenient the mcp can find time to do this by linking external opportunities to the relevant operational positions as lcvp s er and mcvp er what do i see for aiesec mexico and my role as mcp in the global network for 2012-2013 the mcp will be the first to connect his lcp s to other relevant lcp s to raise exchange collaborations share gcp s and generate projects together what if nafta sales came first from mexico what if we could import national partnerships from other ign countries our lcp s and eb s must have more international interaction in conferences in ilc and other national conferences like natco in brazil and colombia and as ceeds abroad and bring more people to ceed inside what if mexico proposed a financially sustainable strategy for cross-ceeding in ign and usa-canada the mcp is the voice of the country and should address the most important elements of the 2015 vision raising necessary questions and posing a leadership position in the network a timeline of main activities and priorities of the mcp that was the question right month mcp activities mc focus or activities feb-12 ipm may-12 jun-12 jul-12 everest ago-12 ic sep-12 execute execute oct-12 xm re-plan strategy nov-12 mc team days execute mc transition set goals finish transition know the lc s deeply

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lcp s first coaching focus find ic companions ensure they can lead ensure they can execute coach track on stress legislation results processes elections month mcp activities mc focus or activities lcp s first coaching focus dic-12 execute execute know new lcp s ene-13 conal re-set goals re-plan local processes feb-13 ipm execute legislation mar-13 ilc abr-13 elc may-13 jun-13 jul-13 everest mc transition mc re-plan give team execute set goals strategy transition days coach prepare track on mc legislation results stress successors processes what must be changed in the national plenary lcp s must be oriented to command financial reports from the mc including detailed reports on expenditures and executed and programmed budget this does not happen currently how do we make sure our resources are spent wisely in the mc and in each lc lcp s as a plenary must understand propose and legislate improvements in the financial model we recently changed the financial structure of the country but maybe there are more improvements to make are all lc s satisfied with its current state how can the plenary address fairness agility and liquidity for all lc s mc and expansions a unified body that a plenary is should understand that more entities imply less financial burden on each lc to support the mc currently the plenary is not aware of what it can do to enhance expansion strategy what requirements do we have for expansions to go on to be local committees how is our membership model designed to boost expansion performance exchange plays a key role in our legality lcp s must understand fully what implications exchange policies mean for us as an organization also they have to balance this with how much can policies enable or limit us to increase our performance capitalizing our 50th anniversary external positioning ·mass media houses invited use our network to plug into the most relevant media possible ·partner with as many companies as possible with 1.5 years in advance for a massive event ·generate a series of events before the final big one ·celebrate with our current and previous partners to re-connect in business connecting to reach undiscovered alumni ·ensure we can map from mc s lcp s to eb s from 1943 to today 80 goal possible ·collaborate with amea and our closer alumni to reach as many former aiesecers as possible ·prepare our showcase of success to present a fresh professional aiesec in mexico leveraging on the event ·the event must yield tangible results mcvper and er manager focused in 2013 to followup and don t lose contact with so many new alumni mapped ·follow hot-lead strategy to raise tn s and new partnerships ·enjoy the motivation and pride this anniversary brings.

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and more what ifs sometimes applications don t leave space for concrete action i would like to use one final page to suggest minor ideas i have had along these 4 years in aiesec what if the mc enabled online payments for ep s nationwide to simplify our ogx operations what if the mc helped us build truly quality sales materials instead of having each lc do one different what if the mc centralized and provided national official documents in a public easy-access dropbox what if the mc got the best media partnerships with top houses as televisa tv azteca major radio broadcasters newspapers and magazines instead of waiting and seeing the lc s do it what if the mc had an inventory of projectors printers livestream cameras professional photography cameras screens laptops microphones and radios for our local and national conferences what if the mc really made an effort to contact rafael rangel sostmann former national boa to build a partnership with tec de monterrey that supported aiesec mexico to the next level what if the mc enabled a website that truly helped us recruit ep s and raise tn s what if the mcp called the lcp s twice a month even more with free phone calls what if we focused on evolving our operations instead of focusing in increasing our results what if our national plenary re-engineered our complex and obsolete national compendium what if the mc strived for having more lcp s in ic russia and more lcvp s and middle-managers in ilc chile and euroxpro in greece as colombia and brazil have been doing for years?

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