Julio Gutiérrez Sánchez

Contact Details:E-Mail: julio.gutierrez@aiesec.netGchat: julito1515@gmail.comMSN: joulsthebestSkype: julito1515Mobile: 3016003824

AIESEC Experience

Position Year

Communicator 2008

CSR Team Member 2008

ER Executive 2008 – I

Internal CommunicationsCoordinator

2008 - II

VP CoMM – EBMember

2009

Conference Role Place/ Date

LDC II Delegate Barranquilla/2007

LDC I Delegate Santa Marta/2008

50th Anniversary Delegate Bogota/2008

NatCo Delegate Cartagena/2008

LDC II Delegate Bucaramanga/2008

NPM Delegate Villeta/2008

LDC I Delegate Barranquilla/2009

NatCo Delegate Medellin/2009

RTC – TtT Delegate Cartagena/2009

Work and Professional ExperiencePosition Employer Date Key learning

Marketing Manager OCI / Uninorte 2007 II Promotion and Marketing

International Student’s Assistant

OCI/ Uninorte 2007 I – 2007 II Client Service and Assistance

Career0 University Date Key learning

International Relations Universidad del Norte 2007 I – Until Now Promotion and Marketing

CAT Results: http://www.myaiesec.net/content/viewfile.do?opern=next&contentid=10100021

1. It is the middle of your term and due to financial restrictions you need to do a cost cutting exercise. How wouldyou do the cost cutting exercise? What would be your approach? Please argument your answer.

In order to do an effective cutting exercise, it is fundamental:

1. To analyze what is generating expenses to the Local Committee.

2. Once we get the analysis it is necessary to eliminate or to reduce outcomes but focusing in thosestrategies and activities, which will increase our incomes in a short-term.

3. Finally along with the EB it will be the time to seek for actions to decrease or to unite the fixedcharges.

With the first action, we aim to identify the outcomes in order to be aware of the situation and to have a solidbase to make decisions. The last two are addressed to maximize resources effectively.

This is an effective way to get over the restrictions because these actions will guarantee later not only oursustainability but also that we can execute the actions we pass away in a mid-term (by being aware of thesituation and reality, our decisions will be more focused during decision-making process), and also Coreactivities, which provide us with enough resources, won’t be affected for those issues, and finally once we getresources we will continue with the normal activities.

2. What, do you think should be the National Focus Areas for AIESEC in Colombia in 2010? Please Argument youranswer.

•Right now we are executing big projects focused on exchanges: 250OGXs for India and Abriendo Caminos - 30 ICXs. Until now, this iswhat we are doing, however as part of our strategies to still increaseour performance we will establish more projects like those ones atnational and at local level. Unfortunately one of our main bottlenecksis the delivery process, and this process is vital in order to ensure thehigh quality of this exchanges

High Quality Exchange Delivery Process

•For the next year, AIESEC in Colombia will generate more exchangesthan ever before, indeed it is our responsability to increase our X+ LR;we can not become only into an exchange machine, our vision as a norganization is the peace and humankind potential and we will getthis thorugh the development of change agents who lives a completeExperience

eXchange + Leadership Experiences Increase

•In 2010 as well as today, we will be living a great evolution as AIESECin Colombia leaders. and we will have high goals to overcome resuls,this situation demands a membership motivated and ready to takenew challenges, thus we must empower AIESEC in Colombiamembers.

Membership Empowerment

Expenses Analysis

Outcomes reduction or elimination

Plan to decrease

fixed charges

3. Please list what you think should be AIESEC Uninorte´s 3 main priorities. Develop strategies

and results expected for each one of this.

Priority Strategies Results

External Relations Focused on Exchange

Growth and Stakeholders Satisfaction

Positioning through 40Th

Anniversary + NatCo Barranquilla.

Smart Capitalization on 100 Xs ERs

Non-Corporate Sector Approach through ICX Projects

PRM and Account Management as ONE

OGX Product Development

Alumni Management & Involvement

University Relationship Management (consolidation)

Barranquilla recognize us as the first option to activate leadership

Increase engagement of Stakeholders

Our Projects manage at least 70 Xs Stakeholders are satisfied with our

work

An increase in the # of enablers and supporters supporting life-changing XPs

High # of Alumni involve in LC activities and supporting them

Strong Relations with university and their dependences

Diversification of revenues.

Internal QualityProcesses Strengthen

Processes Systematization and Standardization

DTs + CEEDership Project (ICX and OGX)

Organizational Management

Talent Allocation and Re-allocation Process Reinforce

(MoF for Everyone)

External Support Groups Conformation and

Consolidation

Knowledge Documented Processes are run effectively

Increase number of exchanges An increase number of challenge LRs

Members are discovering and developing their potential.

High Retention Rate High Quality of @XPs

Smart GrowthManagement

International Cooperation

Membership Investment-Structured Rewards & Recognition Program

Membership Empowerment through Talent Education and Training Process Strengthen

LR + Exchange Program

Increase number of LC-LC, LC-MC Partnerships

Our Projects manage at least 70 Xs Members have a clear organization

understanding and they can transmit it.

High Retention Rate Members are motivated We reach each one of our goals and

get overachievement Increase people who live a complete

life-changing XP (LR+X)

4. How do you think should be the planning and transition of your team? (Please include specific strategies and activities)

Planning and transition for a leadership team are fundamental processes to succeed, in fact firstly transitionshould be both –addressed, what means, Outgoing and Incoming EBs need to be prepared with physicaldocumentation concerning the topics they are going to talk about, for example: Documented Processes byoutgoing – Perceptions about Processes by incoming (as well as on one to one, and team to team).

Secondly, it is necessary to be real; it must happen and it is necessary to understand their importance onactivating a good year and the new leadership team, so there will be a monitor transition in order to gatherall the information. And also should be guided: with the purpose of giving the significance it has, it should beplan, a week for transition with an agenda and specific topics to be discussed.

On the hand of planning, it should be effective and flexible; indeed it is necessary to receive feedback fromexternals and to analyze what will be the most simple way to get what we aim, furthermore Support Areasshould be really involved in the planning of core areas in order to fulfill their function as support areas, andbe able to handle the growth of our Local Committee.

Finally, both processes should be firstly Inclusive, by the side of planning is important to make people feelpart of this, as well they are going to execute the plan and by the side of transition, it is true this happensfrom one to one or team to team, however it will be good begin with an input given by the same LCmembers about what they consider should not be repeated and also to update them about how is thisprocess going (i.e. outputs about every meeting).

Transition

Style

___

Both – Addressed Transition

(One to One and Team to Team)

_______

Inclusive, Real and Guided Transition

Strategies

____

-Minimum Documents Standardization

-Transition Monitor Feedback

-Talent Performance Appraisal Review

____

-Transition Program Development

-LC Members Engagement

-Coaching and Mentoring Program (only during

transition time)

-External Ground and Assessment

Activities

____

Minimum information needed per area Definition (i.e. Action Plan reviewed, Final Area Report, LC

Status etc)

-One to one monitor transition.

-Team members performance review (in each team)

-Feedback to processes documented (outgoing view)

_______

-Agenda for transition creation and implementation

-Constantly update Members about how is transition going

-Outputs released and transition documented after it.

Planning

Style

_________

Inclusive

________

Effective and Flexible

_______

Support Areas focused on Core Areas

Strategies

______

-Local Planning Meeting

-@ Relevance Set Up Campaign During Planning

-NPM Back Home!

____

-Strategical and Tactical Planning

-Planned based on BSC

-External Awareness Vision

_____

-Support Area VPs involved with Core Area VPs (i.e. Goal

Setting even per Q)

Activities

______

Agenda Creation for LPM focused on AIESEC Relevance

and Planning

Inputs per team for planning

______

CSF and KPIs Goals setting

External Trainings

__________

Exchange Day Plan

Talent and ER Day Plan

CoMM and Finances Plan Day

5. Which do you think are the 3 main challenges AIESEC Uninorte will have for the next term? Develop specific strategies and activities to overcome them.

•Smart Capitalization on India Project ERs| PRM Strategy for 100 Xs Stakeholders | Partnership

Management | X + LR Program | CoMM Strategy for OGX Project Results | OGX Product development | EPs Follow up Program

OGX Projects Delivery

•Non-corporate Sector Approach through ICX Projects | PRM and Account Management as ONE | Alumni Management & Involvement | Clear Market Research | ICX Strategy Design

Non-Corporate Sector

Approach

•Rewards & Recognition Program | Talent Allocation and Re-allocation Process Reinforce | Organizational Management | Members Education Cycle | Membership Empowerment through Talent Education and Training Process Strengthen | Marketing Research

High eXchange Performance +

NatCo 2010

LC Trainings

LTT Empowerment

Member educations cycle design

Clear Market definition for different projects

•India Project Partners Data base creation

•Mid-term International Cooperationagreement

•Develop tools to keep in touch with Stakeholders (i.e. newsletters)

Market Analysis and Segmentation

Alumni clusters Development

TOURISM MARKET

Barranquilla Competitiva

Competitive Barranquilla is a Project based onexchanges from AIESEC Uninorte which aims to putBarranquilla on the map at international level as acompetitive and profitable city to invest, due to itsstrategic location and cultural arrangements.

Objectives:

•To make Barranquilla be recognized as a city full of opportunities, where international business managers can make their organizations growth.•To Promote Caribbean’s Culture as a an important element of Colombia•To show Barranquilla as a great place for its inclusiveness to foreigners

SOCIAL MARKET

Inclusión Social

Inclusión Social is a Project from AIESEC Uninortewhich has as purpose strength NGOs in Atlántico, thatare supporting actively to the integral humandevelopment and sustainable economic developmentof the Department (two strategic central themes ofAtlantico’s development plan), through theintegration of these entities, establishment ofnetworks and training in organizational processes.

Objectives:

•To reinforce commitment of NGO in Atlántico, byproviding them with the right tools to increase theirimpact•To decrease social issues arising in the Department•To improve NGOs organizational processes to support their sustainability.

Educational Market

ENGine: ENGine is a project focused on topics concerning about how to make effective international businesses through the learning of English as second language. It is designed for to SMEs CEOs, potential exporters, and everyone interested on

exporting activity.

6. According to Barranquilla and Atlántico’s plans. Which should be the markets (3) AIESEC Uninorte should work with? Develop 1 product per each

Poverty and Vulnerability

Mundo de Papel

Mundo de Papel is a Project from AIESEC Uninorte aroundSocial entrepreneurship which aims to decrease the highpoverty and vulnerability indicators in the Atlantico’schildren population, by making citizenship awareness ofthis problem and working along with government entitiesgathering in the development of strategies to overcomethis issue.

Objectives:To raise awareness about children situation in Atlánticoin the community.To develop and execute strategies, which supports the increase To improve NGOs organizational processes to support their sustainability.

Education on HIV

Prevención

One of the Millennium Goals is to eliminate and to reducethis disease, thus AIESEC Uninorte presents “Prevención” ,a project which seeks for increase the awareness of thisissue through learning environments and social marketingcampaigns to foster the use of mechanism that reduce theindex of mortality for HIV.

Objectives:To make Barranquilla as one of the most importantcontributors for millennium goals through VIHresponsivenessTo design strategies to engage organizations and people in the project.

International Investment

Proyecto Exportar: Barranquilla is the Colombian city who receives more Foreign Investment, due this potential,enterprises internationalization should be a must do, indeed, AIESEC Uninorte has “Proyecto Exportar”, a project whichconsists in the development of export areas within SMEs and Big enterprises.

7. How do you think AIESEC Uninorte could become more relevant, according to Barranquilla’s needs and issues? (3 needs or issues, 1 product per each)