Joined AIESEC almost 4 years ago. Since my very first AIESEC conference I dreamedwith a worldwide known organization. We keep in our hands the global solution for ourcurrent reality. We keep that spark that everyday ignites thousands of young peoplearound the world. We keep that great thing that brings us all hope; hope for betterpeople for a better world. I hope for a better me for a better us. We daily hope forchange and what´s truly impressive about all this is that change is just around thecorner. We can feel it every single day of our lives with.

Between the reasons I have to run for President I can stand out the following:I. My ambition and how AIESEC connects to my future plans. AIESEC is not the end

of the journey, it´s the very beginning. I´m getting as prepared as possible toachieve the unremarkable in this leadership school.

II. The promise of change. I can sense how my daily hard work contributes tounleash the potential of thousands! I want to increase my impact range to thewhole national entity.

III. My diverse background. I´ve served as a Leader for iGIP, I've traveled and metdifferent perspectives and different ways to increase our impact. I´ve served asthe Leader of one of the strongest local entities and now I want to serve yousharing everything I´ve learned and everything I´ve seen.

But most importantly... I´m recruiting! Yes, I´m recruiting that amazing team of individualsthat share my dreams of unifying Latin America politically & economically whileenabling a new economic system based on resources. I want this team to strive for aNobel Peace Prize before 2048, AIESEC´s 100th anniversary. We´re UNITED FOR PEACEand everything begins with our actions!

“I'm not interested in preserving the status quo; I want to overthrow it.”-Niccolo Machiavelli

I. Achieving the TOP 1 LC in IGN, the Global TOP 10 LC, 134 Exchanges inAbsolute growth, 77% in Relative and being the first LC in IGN crossing the300 exchanges makes us proud. Leading UNINORTE in 2012 as the LCP,empowering a new generation successfully is the biggest achievement!

II. Due to our successful “Go to Market” strategy we were able to achieve over26 Raises with 14 TN Takers. We enhanced our international cooperationtools and properly managed our TN Taker accounts in order to get 22 iGIPTNs Realized achieving a 100% Growth in 2011 being the TOP 1 LC in iGIP inColombia that year. Best LCVP iGIP 2011.

III. In 2013 AIESEC in Colombia received the AIESEC International CustomerCentric certification at IC 2013 Egypt due to our efforts in building anoutstanding CEM Strategy and driving its execution.

IV. As MCVP, we activated a new educational cycle for our entity: TheOperational Excellence Summits! We delivered three powerful conferencesin each region where we empowered over 300 middle managers andreached a sustainable strategy.

V. As Global CEEDer for AI´s BD Team I had the opportunity to fulfill one of theglobal needs, The Global Prospect List which has 500 companies and a 200target within our most attractive sectors.

Position: Student Instructor for Entrepreneurship 2010-II & 2011-IEmployer: Universidad del Norte Deliver Entrepreneurship courses to 120 students divided into 4 classes. Assist & evaluate 24 students group Entrepreneurship projects. Organize UNINORTE´s Entrepreneurship Fair 2010

I´ve been to IC twice, in Egypt and in Russia. I´ve been to Euroxpro twice, in Greeceand in Turkey and before the latter I was a Faci at WENALDS in the Netherlands. Myfirst international Faci experience was in the USA’s WNC were I prepared as much asI can for my LCP term. All this takes me to my very first international meeting: ILCPuerto Rico, my first time abroad. I have a passport because of AIESEC, I´ve met over3000 young people because of this conferences and I´ve experience how those 100+countries tastes like. Diversity is my religion and because of my encounter with it I´vebecame who I am.

During my MC experience I’ve learned a lot of things. One of them is to be evenmore careful with our environment. Do you know that the first plastic bag made 90years ago has not degraded yet? Since knowing this I try to avoid any single plasticpurchase from straws to plastic bags at the store. This of course needs to go further.We all know how abused our resources are… Therefore, I want to foster a neweconomic model proposal called “Resource Based Economy” which invites the worldto be fair with our resources distribution while calling for a replacement for money.

My father is the ONLY Colombian granted with a permission to build a Hotel in theTayrona Reserves at the north of the country and so he did. He built MendihuacaCaribbean Resort in the year 1994. Almost 20 years ago. The thing is this area wasinfested with the Colombian Guerrilla and he was constantly threatened to supportfinancially the movement or face the consequences. He never did. He never yieldeda single centimeter. He was a man of value and never betrayed himself. The onlyway to teach values is by example and this is the strongest lesson I´ve ever received.In your memory I won´t either, dad.

We have a responsibility to Awe. Awe means to make an outstanding impressionwith anything you do. If it´s not Excellence then what? If it´s not Excellence now thenwhen? Don´t you dare to deliver the 50% of your capabilities, it´s not fair with the world.It isn´t fair with yourself. Set incredible goals and achieve them. I was part of twoLocal Executive Board, as VP and as LCP and both teams were recognized as theGreatest Entity of the Iberoamerican region. Out of 13.000 students in UNINORTE Iwas recognized as The Leader of the Year 2012 for my outstanding performancewithin the school.

The day I stop loving what I do I will stop doing it. I´m truly passionate about everysingle thing I do. I don´t wake up early in my mornings tired or indisposed to go outand achieve greatness. I don´t see AIESEC as my work, I see it as my life style andthat´s why I don´t matter investing my weekends or my long nights for any pendingactivity or any invitation as long as I find it fun. My daily fuel are those meaningfulconversations I can get out of any Newbie or any Alumnus, any space I can reachthe network, whatever Roll call comes, whatever shout I hear – I´m in love with theAIESEC culture.

I was a Team Leader for iGIP Sales. I started alone my “team experience” but afterour local conference I received 9 amazing individuals. We had no clue on how togrow iGIP but I was pretty sure we were going to find our way! Out of this team, threewere selected as Team Leaders for the next term and one was the OCP of our localconference. Out of my Team Leaders when I was LCVP three were selected for theEB 2012 and out of that EB when I was LCP, three were selected for the MC, besidesme, and one was elected as LCP. Our true Measurement of Success is what youcan unleash inside every individual!

I´ve been to IC twice, to Egypt and to Russia. I´ve been to Euroxpro twice as well, inGreece and in Turkey and before the latter I was a Faci at WENALDS in TheNetherlands. My first international Faci experience was at the USA´s WNC where Iprepared as much as I could for my LCP experience. All this takes me to my firstinternational meeting: ILC Puerto Rico, my first time abroad. I have a passport becauseof AIESEC, I´ve met over 3000 people because of this conferences and I´veencounter how this +100 countries tastes like. Diversity is my religion and because ofmy contact with it, I´ve become who I am.

It´s all linked. This BSC you are looking at, connects talent capacity through our internal processes into our operations in order to reach Leadership for a Positive Impact onSociety. That´s how we can perfectly align every recruitment, every sales team & every single innovation activity to our vision. That´s why we are not afraid of saying that wegenerate leaders that wake up every day feeling determined of carrying this strong message of peace and development as freedom for all nations, unity and equality as acollective mantra, a fast growing global economy towards real needs coverage. Striving for what makes life worthwhile. For making somebody else´s life better. These positiveimpact seekers are called change agents and that´s what AIESEC gives to Colombia. To the world! Fulfilling this promise is our daily wake up call!

Innovation: We have reached the natural

state in many processes. That´s why entities slow down. We need

to unleash Open Innovation through our customer’s feedback.

GCDP: With +580 experiences RE, we are the top 8th globally. Our growth acceleration is low compared to previous

years.

GIP: With +200 experiences RE in this MC term. We are

the top 6th globally. It´s our national focus, yet, our LCs are not aligned.

Planning & Review: We are working on stronger

planning processes. Our LC´s follow up is still too weak. Driving our

planning through a BSC like this one and a Master Track is imperative.

Infrastructure: We are working on plenty of platforms at MC level for LC’s

development. From educational platforms to online tracking tools and matching engines. Yet they

aren't released.

Talent Education: The Sales development program is well

planned. Yet, its implementation is still slow and needs to be more professional. We are building a

Learning Center for self education

Managing Talent The administration of our talent isn´t effective. Our retention rate is low. Yet the first steps of our newbies are clear enough to perform as

expected.

Managing Information: Our internal communications are still too weak. We are not clear in some messages and we could be more simple when communicating our

strategies.

Governance & Accountability: The supervisory group only plays a

role of consultants. The Auditing processes has improved tons since the selection of the NAT & the Int.

Auditor.

Market Approach: Our sales teams are getting stronger. Yet, we need to reach unexplored markets as long as these are attractive to us and AIESEC is competitive enough

for them.

TMP:We are realizing our first

testing of the winter recruitment strategy. This

will provide LCs with talent earlier.

TLP: TMP/TLP minimums surveys provide LC

leaders with feedback on their management for key

points of improvement.

Stakeholders: We are sending satisfaction surveys to the 123 Organizations we

partnered with in the last three years.

This is the BSC proposed for AIESEC in Colombia. Please check every CSF carefully for its proper understanding. Above you have the current state of each CSF. This are evaluated from different MC

perspectives and it´s based on perceptions since we are currently not holding a BSC.

Product Service: Delivery for ICX can´t be learned by

doing, we need to get well prepared for our peaks. In addition, CSI is building and implementing

Firefighting efficiently.

Customer Loyalty: Our current NPS score is 46

where 56% of our customers are Promoters

and only 12% are detractors.

Awareness: We are increasing our brand´s positioning through the great job PR is currently

doing at events & ceremonies.

Financial Sustainability:We are ending November

with 4.3 Months of Reserves. This will increase to 5.6 by

December.

Drivers*1. Customer Experience Management2. Organizational Leverage3. Global Youth Voice

*Drivers are explained in the Executive Summary Page

StrengthsI. Public Relations & Business DevelopmentII. Sub product knowledgeIII. iGCDP product packaging strategy. Volume Management.IV. Membership EmpowermentV. National Education Cycle – National ConferencesVI. Promotion & branding processes standardizationVII. Present in 21 cities in Colombia. VIII. oGIP S&D alignment. Clear IT focus and execution. IX. oGCDP processes and high volume of applicants.X. Financial organization and standardization.

WeaknessesI. Front Office & Back Office Synergy ManagementII. Centralized Legal Processes in our National OfficeIII. Impact Recognition & ShowcasingIV. Internal Communications. V. Lack of a Risk Management Plan. VI. Expansion entities strengtheningVII. Planning & Review. Following up our plans. VIII. iGIP Visa Processes & LC RaisingIX. Alumni Management. Strong network, yet not capitalized. X. Coaching Strategy. Not effective enough to impact growth.

Opportunities SO StrategiesI. High Volume GCDP projects within the Social Innovation

sector in Colombia. We need to recover our alliance with DPS,, now, striving for 1000 trainees and oGCDP.

II. SENA as our main oGCDP partner. Taking advantage of their welfare projects.

III. SENA as main Expansion partner. SENA is present in 33 Colombian territories.

IV. SCI (Sociedad Colombiana de Ingenerios) participating in our GYV and vice versa. Our PR positioning our IT GIP opportunities in their conferences.

V. BID has invested over 26 Billions in social issues. We need to start applying for their grants to develop our own national iGCDP projects.

VI. ANDI bridging us to the entire guild through strong GCDP projects.

VII. Understanding our ROI (Return on Investment) per project and areas to decide whether using this opportunities or not.

WO StrategiesI. One of the countries that doesn´t ask for visa to

Colombians is Jamaica which is part of our current expansion strategy. Stronger focus in its execution.

II. Reaching 80.000 Colombians through IT, isn´t easy at all. Taking advantage of our IT Global focus we can propose a collaboration project with the MinTics.

III. Strengthen our Growth Network: IGN through financial & talent investments in order to take advantage of geographic convenience and no visas required.

IV. Re investing efforts in the Colciencias project now that the institution is back on track. This project consists of strengthening our SMEs through IT Trainees and Colombian MTs.

V. SNIES as a communication channel to reach the entire Colombian Market with our exchange sub products

VI. Replicate the Secretary of Education in Bogota´s project with the Educational Ministry for LC Raising.

ThreatsI. Exchange for Students Organizations as IAESTE. We

are not alone.II. Organizations cutting budget for the next term

because of the fear for a new crisis. III. Detractors because of GCDP/GIP programs. IV. Brand perception due to TN Takers with poor quality

experiences. V. World Cup happening in Brazil. Cost of the tickets.

ST Strategies or ConsequencesI. S: Diversify our destinations for next summer. Ethiopian

Airlines is part of Star Alliance since this year. Tickets to Africa are way cheaper. Other destinations are in CEE.

II. C: The lack of a competitive analysis makes us lose portions of the student market. We need to be clear on our advantages and differentiators.

WT Strategies or ConsequencesI. C: Possibility of losing partnerships because of Innovation

Budget cutting. II. C: Our lack of positioning raises the possibility of trusting our

detractors about poor quality processes. III. S: Creating a Detractors management plan to convert as

much as possible into promoters. This happens when our Detractors issues are solved.

IV. S: Customer Loyalty for Organizations is a must.

I. SNIES as an information bank to understand better Colombia´s student market – GO!

II. DPS Partnership, Cross Cultural national projectsGO!III. CCONG in order to reach over 850 ONGs. –GO!IV. MEN supporting cultural education projects. -GO!V. BID investing in Educational non for profits - GO!VI. ANDI del Futuro, a special entrepreneurship program

supporting the most innovative projects. GO!VII. Colfuturo’s labor intermediation program to support

its beneficiaries with professional opportunities.–GO!VIII. SCI Database & events with +500 assistants. GO!IX. SENA’s service of employment accessing young

professionals and student’s welfare project. GO!X. No visa requirements for 29 countries. –GO!XI. +880 national services reaching +80.000 Colombians

in 2012 with MinTIC’s Gobierno en Línea project.–GO!XII. Colciencias recovering its financial muscle in order to

open new calls for companies. !

Our Greatest Achievements Our Pending Assignments

MC LIVE2010.2011

MC START2011.2012

MC BOOST2012.2013

MC THRIVE2013.2014

2015

I. Our Global Headquarters needs to continue boldingInnovation in order to create game-changingstrategies for the entire network.

II. Manage our S&D information to keep the networkupdated and based on its forecast, prepared fornew trends.

III. Evolve our B2C Customer Gage service to B2B aswell in order to get a complete overview of ourclients experiences.

IV.Bring the replacement of Myaiesec.net, The GlobalInformation System [GIS], right away.

V. Perfect the Opportunity Portal. It´s a great initiative,we just need to polish it.

VI.Clear understanding of impact. Maybe IT as a GIPfocus is not the answer. I believe ET & MT couldenhance our SMEs while fostering bilingualism.

I. Rethink our customer´s experience in every singletouch point. I´m convinced it´s not only about sellingmore - it´s about making every single experience asmeaningful as possible.

II. Ensure Implementation of our strategies, the nextterm needs to focus not in creation but in makingour directions happen. We have really good ideasbut knowing and not doing is not knowing.

III. Create a clear growth path for our entities from itsbirth to the achievement of 600 exchanges.

IV.Drive innovation. Innovation happens at local leveland it´s the MC’s responsibility to bring it all togetherand unleash it to the network.

V. Setting our stand in Colombia. The country needs toknow we are here. Global Youth Voice.

I. OGX Strategy & Growth.II. Business Development and the Account

Management & Delivery. III. Financial Model´s change management to

increase the MC´s financial liquidity. IV.Accomplishment of financial goals.

I. A proper coaching system for Local Entities. II. Concrete expansion initiatives. III. ICX performance. We decreased in the

program during this term.

I. iGCDP Growth through product packaging into high volume projects.

II. Functional coaching strategy. III. Business DevelopmentIV.START Platform creation and

implementation. V. Global UBS Award

I. Strategic & Savvy marketing for exchange development.

II. Clear understanding of the Expansion Strategy.

III. Middle Performance LCs support and strategy creation.

IV. Increase our Financial Reserves.

I. Expansion strategy for entity creation. II. Audit Process Initiatives.III. iGCDP Process Standardization. IV.oGIP IT Matching – Global GCP. V. Regional UBS Award

I. Talent Management processes and understanding at local level.

II. Proper Organizational Understanding tool. A better BSC.

III. Financial processes control & revisionIV.Strong LCs support.

I. Internal Audit process consolidation. II. Changing our bank to Bancolombia. III. National BD projects with the government. IV. PR´s brand positioning. V. Customer Centric Certification at IC.

I. Internal Communications to download properly our strategies.

II. Expansion entities strengthening. III. Strong educational programs to foster self

education.

Date: July 12th 2015Congress: NatCo 2015Place: San AndrésSession: MC 1415 Report

Dear AIESECer,The adventure is concluding. Our organizational ambition is coming to an end and weare proud to announce what has happened till this point. Back in 2010 we werebroadcasting LIVE our dreams and strongest desires. We were getting prepared toSTART in 2011 a revolution in our entity’s mindsets, structures & perspectives which endup BOOSTing our operations in 2012. In 2013 we interiorized an excellence concept, aDO more way of thinking and a Behaviors-building culture. This mixed together madeAIESEC in Colombia THRIVE to where its never been.We didn´t started out of nothing and we need to be grateful with our previousgenerations. We are all together making AIESEC 2015 possible! Your MC 1415 is proudof fulfilling it´s following promises:

I. A customer centric organization. Our customers satisfaction has increased35%.

II. A national known organization. We are present in the media and we arerecognized across the sectors. We are the true youth voice!

III. We consolidated all our 30 entities as LCs ensuring their financial &operations sustainability.

IV. Our exchange programs are contributing directly to our Country’sDevelopment. We´re managing 5 Governmental Projects.

V. We´re growing throughout collaborative exchange projects.VI. Our Talent Efficiency rate increased to 1,5 Exchanges per member. 60% of

our membership is Integrated Experienced.We are 5 months away of reaching AIESEC 2015’s Twilight. We did what we had to. wemade the right decisions, we reached for the stars and we´ve landed the moon. Wedelivered our promises.

At your service, MC 1415

Financial Education: LCs financially empowered and capable

of doing smart investments. LCs will never need to make a loan with the MC to cover any urgency – only to invest in exchange projects which is fine and we

have a fund for it.

Growth through Collaboration:But let´s talk about exchanges! Let´s talk about shared projects between LCs like

“Discover Colombia”. The MC can support this projects in its development phase. Further on, the tracking and the

execution runs entirely by these entities.

Modify LC-MC mindset:The relationship between the LCs and the MC shouldn´t be entirely tracking. The possibility of guiding direct impact

on Colombia´s focus should be included in our agenda. These initiatives

should come partly from the LCs.

LCs fostering Innovation:True innovation comes from the LCs.

During MC planning, the most innovative ideas come out from what the MCVPs

lived and observed during their LC experience. LCs are the original

laboratories and we need to encourage them to bring new ideas constantly!

Legal Decentralization: I believe we are not ready for this

nowadays. Our responsibility as MC 1415 is to get the LCs prepared for this

change and not just keep saying it´s necessary. The idea is great but without

further preparation this will be an epic fail.

Regional Development: One of the proposals for the next

structure is to hold Regional Chairs to ensure implementation, expansion &

education. These chairs need to evaluate the LCs restrictions from become

independent and bring the inputs to the MC in order to create accurate strategies.

Throughout GIP we can hit directly the mostundeveloped Driver of our country: Innovation.This is the future in SMEs development, yet weonly invested in 2012 0.05% of our GDP inInnovation. If we want to be close to ourcountry´s focus we can’t step back, we need tobe more present on this lines while trusting whythis is our power unit. There´s people who gaveup, there are ones moving forward, let´s thrivewith them!

National Goal Local Committee Cluster 3 Local Committee Cluster 2 Local Committee Cluster 1

iGCDP1550

oGCDP1800

iGIP500

oGIP650

LCs are learning to sale GCDP NGOs & Educational Organizations. Reaching the first

50Xs takes discipline, hard work & focus. Growing through the national sub products is the best kick off for their learning curve.

I. Conversations: We need to be close to ourOrganizations. Doesn´t matter they aren´t currentpartners. A weekly call and a monthly visit willtotally make a difference in TRUST.

II. Satisfaction Surveys: We need to understandwhat we are good at and what we are not inorder to improve ourselves as Organization.

III. Co-planning: It´s not only about sales anymore, it´sabout planning our years together and evolvethe key points in the partnership.

I. CSI-Customer Solutions & Innovation:Embracing firefighting at all levels while bringingconstant education to our LCs.

II. Incentives for Response Rate: Give incentives toour Customers to respond the NPS survey.

III. Process Improvement: Translate our customer´sfeedback into better operations.

IV.Communications: Clear channels to spread ourinformation to every single EP Abroad andevery single Trainee in Colombia.

We need real entrepreneurs to lift off 40 exchanges. We need to be smart enough to run perfectly an on going recruitment FIRST in our most suitable market place.

Selling professional internships takes time and preparation, Managing the national sub products into our market needs increases our possibilities of raising TNs. Education

carried by externals is a must. LCs at 10Xs.

Which is the market I am going to focus on? Focusing on IT at the very beginning is a

good move. Learning how to recruit these profiles and how to manager their needs is

essential. LCs running 12Xs at this level.

When striving for 100 iGCDP Xs, LCs fundraising strategies must be as clear and focused as possible. The sales plans must

be perfectly executed. Invest and get prepared as possible to run Delivery.

After LCs reach 70Xs we need to start diversifying our markets through agreements with universities. LCPs & LCVPs oGCDP as

“Senior Management” sellers to obtain sponsorships.

LCs growing from account management. Public Relations strategies as Corporate

breakfasts takes place to reach as much organizations as possible while diversifying our sales channels to take LCs to 20Xs.

Our account management becomes professional offering specialized services to our EPs. The key for matching is follow up

and our first ER initiatives happen at this level. We are reaching 25Xs.

At this point LCs need to be able to generate enough financial resources to foster their

own 170Xs sustainable projects throughout CSR solutions, governmental support and

special grants.

The GREAT next step for 200Xs is to manage with an Umbrella structure. LCs

managing multiple Specialized Units running faster & effective processes. Conversion

Rate reaches its highest point. LCs having BoAs specifically for ER. Project management and development driving our product packaging into the market reaching

35Xs. Customer Loyalty Organizations becomes a habit doubling our re raises.

At this level, growth through collaboration with other organizations is imperative.

Partners co branding our products into the professional market realizing 45Xs. Enabling LC to LC cooperation for a faster Matching.

Goal Main Strategies

TMP7500

TLP3000

Regional Chairs: Responsible for Education, Expansion& coaching in each Region. Theyare in charge of pushing our Growth Networks as far as possible ensuring theimplementation of the MC Driving Strategies.I don´t believe our structure needs to open space for more positions besides theRegional Chairs. We need to make our structure more dynamic as a Matrix whileavoiding a hierarchy. Making our structure truly focused in our core business, synergywill be ensured. We are not supposed to be good doing what we should not.

As LCP 2012 and representative at the general assembly I identified the following keypoints for improvement:

I. Steering Team as driver of Innovation during the whole year. Not onlyduring meetings.

II. Stronger connection between LCPs & MC through SCs working time.III. LCPs dreaming the MC term as well. A feedback call is not enough.IV. Proper communication channels.V. Culture of service – servicing habits.

Profile based recruitment in order to enhance our operations. First we determine our market target based on competitiveness & our supply. We recruit that specific profile that will sell our

sub product, provide them with the proper Practical Induction based on exchanges during their first month and subscribe them to a strong

Sales Development Program.

We can improve way better our LEAD program. We need to prepare Transformational Leaders for the changes in our Country, Leaders aware not only about management but also about

Global Issues and how AIESEC directly impacts them. LEAD is not only a program, it´s the window for the leaders of the future to

understand their way through.

AIESEC is and organization that holds a value proposition which claims that wedevelop Leadership for a Positive Impact through international exchanges. As a resultwe generate leaders with an advanced cultural understanding and unlimitedpossibilities & opportunities. If we´re clear on this then we need to agree thatIntegrated Experiences are not only one strategy. IXPs are the turning point need tofulfill our promise of global citizens. We need leaders that know what an exchangeexperiences feels like and how powerful it is in order to sell it properly, in order to tellit properly. If we want to generate Leadership in Every Experience, we need to aimfor a 70% Integrated Experienced Membershi´p.