Date and place of Birth: 17 Agosto 1987 Current Role in AIESEC: NST iGIP Company servicing. Nationality: Mexican Telephone: 044 5528905595 Skype ID: atenea.lombardo Contac e-mail: atenea.lombardo@aiesec.net atenea.lombardo@gmail.com Languages: Spanish: Native English: Advanced

General Information

Nadia Atenea Lombardo Ordaz

MC VP ICX GIP Application 2013-2014

Academic Background Bachelor Degree in Industrial Management School: UPIICSA, Instituto Politecnico Nacional time: 2006-2010 Thesis: Implementation of Balanced Scorecard on a Industrial SMEs

Academic Background Bachelor Degree in Industrial Management School: UPIICSA, Instituto Politecnico Nacional time: 2006-2010 Thesis: Implementation of Balanced Scorecard on a Industrial SMEs

AIESEC Background

OC VP ER “CONJUVE and 40th Anniversary of

AIESEC IPN: We achieved 15 companies

participants (Yakult, Mundo Joven, Peñafiel, Turijobs, OCC Mundial,

etc.)

CEEDER expansion of Playa del Carmen and Merida: developed a

interest group on Playa del Carmen, and I got

agreement with Anahuac Mayab´s CEO

in Merida

NST External Relations: 1 partner “Mundo Joven”,

with benefits for all memberships

VP ICX GIP AIESEC IPN: 2 new partners

(CControl and NIHAO), and 2 re-raising with both companies. We achieved 2 Realized.

2011 2012

Motivations and Career

List of 10 most relevant AIESEC conferences attended 2012   Culiacán     Apollo     Delegate    2012   UP     Everest     Delegate    2012   Guanajuato     Congress   Delegate    2012   MTY     CONAL     Delegate  2011   Cuernavaca     NAFTA  Summit   Delegate    2011   Cuernavaca   SMI  (IPN+UNAM+ULSA)   FACI  2011   ITAM     Everest     Delegate    2011   UNAM     Regional  Congress   Delegate    2011   IPN     GLS,  Youth  Forum     Delegate    2011   IPN     CONAL     OCER,  Delegate    

Be a professional on administration and marketing, with strong basis to become a senior manager in those fields, high influence leader beyond the labor field. Having a personal development within global though that includes cultural knowledge.

What´s your career plan?

Year%% Goal% Result%2013%&2014% MCVP%iGIP%% Professional%knowledge%and%development%%2013%March%–May% Go%Canada%for%1%

month%and%a%half%%Develop%my%English%score%to%be%prepared%to%MC%period.%%

2014&2015% AI%or%Internship%% Living%in%another%country%contributing%to%international%AIESEC%or%got%an%AIESEC’s%internship.%

2016&2017% %Apply%of%International%Company%%

Apply%for%a%job%in%a%multinational%company%in%Mexico%or%foreign.%%%%

2016&2018% Master%on%Marketing.%

Start%a%master%while%I’m%working%at%place%I%where.%%

2020&2021% Planning%of%my%business..%be%entrepreneur%

Keep%working%to%being%an%entrepreneur%and%make%my%own%company.%%%

%

Career plan

How will the role you´re applying to reflect into personal gain in 10 years? This role for me represents an important professional growth on my career on Management, I know that’s a big challenge, but I’m willing to work to get it. The role will teach me how to work with a multicultural team on an international administrative platform, getting a national impact where no doubt I’ll learn new planning strategies, measurement tools and above all I’ll learn how to run work on senior management. The role will help me to capitalize my skills on English language for business. Also it will help me to get a strategic position in an international company.

Why did you choose Mexico Instead of another MC opportunity?

Because I love my country, I think we can make the difference to improve the young Mexican people potential and then it became an economic development and growth for the country. I want to see my country in the top of AIESEC International because it can be seeing like Mexican societies reflect. I want to become a Mexican leader that wish to make a change and believe that his country deserve being in a better position and I will contribute Who is a real AIESECer and who isn´t?

A true AIESECer is that who is worried about a sustainable environment, he always is searching to improve his current position, he likes learning and capitalizing that knowledge to get his goals, is unbiased and is constantly searching new opportunities to grow. Is passionate on what he does and enjoy the process. Many people can say “I’m AIESECer “ but if they don’t work day by day to get their dream and make a real contribution to the organization and their environment, they won’t live the true experience of say “I love being an AIESECer”.

Fitting the team What experience do you have that makes you good at…?

a)AIESEC Conference Creation:have participated in the creation of the congress “Conjuve” and in my current job in “Foro Turijobs”. b) Facilitation: I have been a facilitator in AIESEC in some conferences, in my LC and in my current job with BT Group at universities in Turijobs brand positioning.

c) Living with other people: I was living for two months in Playa del Carmen with two guys, one from Monterrey and the other from Colombia, we always were respectful and kind, now the guy from Monterrey is one of my best friends d) Emotional intelligence: know perfectly how to separate professional issues from sentimental issues, I like being a person that respect that line and in my experience in AIESEC and as a professional in the private sector I have been in some situations in which I have been learn how to be. e) Project Management:: My period as VP ICX GIP in AIESEC I made a Project called “Ollin”, it was an strategy to increase the international talent sales on the logistic sector. Also me and my team made the CONJUVE project, it was a congress at IPN to celebrate the AIESEC IPN 40th anniversary. I was involved in the realization of my current job project “travel Shop… el mall de los viajes” it was a success project in the World Trade Center Mexico City.

What have been your biggest failure and your biggest achievement as an AIESECer?

Like AIESECer my biggest achievement was carry up a totally lost area in my committee, the ICX GIP area, giving it an administrative structure and get results, I got 2 partners. My biggest failure was try an accelerated growth, I tried applying as MC VP ER last year, but it doesn’t work, I learnt that all things in live take a process and it need doing step by step to get better results.

Describe your perfect MCP.

The MCP shouldn’t be perfect, nobody is, but he must have some specific characteristics because is a national leader, he must have a strong character and a lot of focus on what he is doing to lead his work team to a common goal, is a reliable person, honest and emotionally mature. He must know perfectly where does he going and how he can get it, know sharing and make his team understand his vision. He must have ability to make through others, and something very important is understand and share AIESEC’s essence as an organization.

Understanding national reality What things has AIESEC Mexico done best and worst in the last year?

Best AIESEC has totally improved because it had get the unification, it has worked with the LCP’s to unify local offices, it improve the organizational culture making all them feeling part of one big team, there is more synergy between committees. Also AIESEC has unify some process like the recruitment and the marketing , and both make have a branding with more influence and better communication to the external people. The LCP’s have learnt planning and make projects and it has a real effect on a iGCDP. Also AIESEC has worked to improve the communication between the MC and the committees, but it could be better.

Worst

AIESEC Mexico hasn’t created new partners that support it, always has seen the same national accounts since I became part of the organization, we have to work hard to get more and big national alliance that stay for long. There is not a marketing area to get into the universities and companies by the best way. We haven’t created a sales strategy to be executed by the LCP’s to get an increase in iGIP, the membership doesn’t have a focus to the client (to the trainee as like to the company

What´s our main bottleneck to achieve relevance as a national association?

AIESEC Mexico, is an excellent organization but is very closed, we focus a lot on the exchanges with companies operation, some social projects, etc. (we have to do that, because that is our principal goal) but to gain relevance as a national organization, we also must focus on the social problems, looking for a good solution by specific and important points to the Mexican society, match our activities with the search of improvement for our country to get being an organization that gives value to the society and produce an important change to the country.

MC VP iGIP Specific Questionnaire Explain in one page a one year action plan proposal to increase quality and quantity of IGIP realizations. Include how many IGIP RA-MA-RE you would forecast

Strategy 2013-2014 AIESEC Mex LCs

The MC VP ICX GIP role will be more proactive, it will search for steering business that give to the LC’s more opportunities to get into big companies.

Ø  Corporate External Relations and International Cooperations: Increasing the corporate exchanges numbers through negotiations with business chambers from specific growth sectors (join the work with MC VP ER). Manage international cooperation with other MCs.

Ø  Communications and Mkt: Communication strategy and marketing that support the local committees to get into big different markets. Each LC must have an accurate strategy to his environment. Join activities with MC VP MKT.

Ø  Creating Project: Projects to introduce international talent, taking advantage of the organization strengths, the existence talent pull, the growth sectors or improvement areas using the international operations,. Teach to the LCs how to develop the project.

- Marketing - International trade.

Ø  Sales Tracking with LC´s: Analyzing the EPs demand on the system, and the international cooperation’s to increase the number. Verify the price strategy, product development, etc. Give a special follow and support to the LCs to take care of the numbers. Any LC can leave the roll with no numbers.

Ø  Operations Management: RA-MA (migration)-RE under control and detailed by coordinator onto the NST of MC VP ICX GIP structure. Improve the process base that Lina has done, establish a macro process and implement improvements.

Ø  Operational Quality: Join the operative process and service process for the companies and trainees, implementing an operative control area looking for a legal certification from an accepted organization. Continue with the internal audits to the LCs that let look over each Q record. La quality should be the same for all committees in AIESEC México.

Ø  Organizational Culture (Customer Focus): Change the organizational culture, having more focus on client and understanding the professional service importance for the companies and the trainees. External relations education and client management.

Explanation

Forecast RA-MA-RE

50% Lina´s period Growth (12-13) + 20% strategy and growth (13-14) = 70% relative growth forecast Efficiency on MA 79.58% Efficiency on RE 93.47.95%

Period     Ra   Abl  Growth     Rel  Growth     Ma   Abl  Growth     Rel  Growth     Re   Abl  Growth     Rel  Growth    2008  -­‐2009   59           54           56          2009-­‐2010   77   18   30.51%   55   1   1.85%   58   2   3.57%  2010-­‐2011   88   11   14.29%   57   2   3.64%   55   -­‐3   -­‐5.17%  2011-­‐2012   113   25   28.41%   79   22   38.60%   74   19   34.55%  2012-­‐2013   170   57   50.44%   119   40   50.63%   111   37   50.00%  Projec<on  2013-­‐2014   221   51   30.91%   146   27   23.68%   134   23   21.00%  

Goals  2013-­‐2014   289   119   70.00%   230   111   93.00%   215   104   80.00%  efficiency       79.58%   93.47%  

What things has AIESEC Mexico done best and worst in the last year?

As MCVP, I see myself making strategies for the increase of the number of ICX GIP, analyzing the offer and demand and searching for opportunities to do international cooperation’s according with the México reality. I see myself giving support to the VP’s ICX GIP checking the numbers they made. Attending meetings with important business chambers to showing them the benefit for the companies that they can get working with AIESEC México to drive the LC to generate more partners. Checking the price strategy and market to sell our product better and support the LCs strategy with this. I see myself in a synergy with the others MCVPs, working and matching the strategy of each one. I see myself very active with my NST team working and enjoying the process.

What would you keep from the current MC strategies for IGIP? What to change?

ü  Add an area that gives sales coach and

following to the LCs to have its growth over control.

ü  A rol l focused to foreign relations and international cooperation’s open the road to the LCs get into new important business niches with international cooperation’s, and guarantee the international talent supply to México.

ü  Implement a standard process for developing projects.

ü  Check LCs sales process and price strategies to give them the tools to get be near the companies.

Follow Lina’s bases, improve them and make some changes let me have bases and continue growing, this period should be capitalized and start checking the growth strategies.

My strategy is follow Lina bases and improve them, I like that she is establishing process and making the base to get AIESEC has a good operations driving. The NTS structure is fine and is well defined by process. What I would change is:

thanks for Reading…

Atenea Lombardo Ordaz

Only those who will risk going too far can possibly find out how far they can go.