1. Jul/2010: Gira Mundo Project
Co-creator and first coordinator @SS
Most intense experience in AIESEC. Leading 10
trainees in a summer period when the LC had 11
members. Gira Mundo became a national project
and today is runned by 18 LCs in Brazil.
Outcomes:
Trainees (10), NGOs (5) e sponsor (British Council).
Matching (9 de 10), account, service, auditing.
Part of CISV International and British
Counil’s Global Changemakers network
for social activists
May/2011: National
Manager –
EduAction
NST AIESEC no Brasil
National Matching support for the biggest Project
in AIESEC in Brazil: 20 trainees matched in a short
period.
Visa, auditing and coaching 6 LCs. Throughout this
experience I was possible to understand the
national network.
Feb-Mar/2012: Make
it Possible
Project
AIESEC in Lisbon, Portugal
Intern in the biggest project of AIESEC in
Portugal. Delivering Millennium
Development Goals workshops in the public
schools in Lisbon.
Outcome:
- Biggest volume at the same time ever seeing in
AIESEC in Brazil (61 trainees in July and 78% of overall
quality achievement in evaluation)
- 6 new projects: 3 of them now included in the
national portfolio
- 2 times prized as top #1 LC in national conferences
(CONADE, June for the results of the 1st semester and
CONAL, December for the results in the 2nd semester)
- #2 in RE in IGN region (#1 AIESEC Uninorte, Colombia)
MC VP iGCDP
AIESEC in Brazil
Coaching the network, strategic management and guidelines for over 50 LCs in the network.
Main results achieved: 80% growth in all processes up until now, social projects development
framework based on the Social Business Framework. Matching efficiency and network
engagement for better Delivery Results.
2 times NST: 2012.1 and 2012.2
Educational Program Manager
and Third Sector Manager
GCDP ICX AIESEC in Brazil
Coaching the network
Program development, knowledge information, quality measurement.
National task force Project development: responsible for designing the whole GCDP ICX
projects portfolio for the network in 2013.
Responsible for delivering the strategies for Expansion in GCDPi: CEED program delivered
and concept and training for the Ignite Project.
Responsible for delivering in the 2nd semester the biggest program of AIESEC in Brazil,
training about the Third Sector and how to best improve and explore the NGO potencial in
the cities.
Dec/2012 – June/2013
United Nations Office in Nairobi
Intern in Civil society relationship development with United Nations
Assist in the development, maintenance and regular follow up of communication related
activities within the Branch. Assist UNEP in its preparations 14 Global Major Group
Stakeholders Forum and Governing Council. Assist UNEP in the Rio + 20 Follow Up.
Preparation of an analysis of the GMGSF outcomes, with respect to civil society
positions and achievements. Assist in the development and implementation of
follow up activities such as the designing of new systems for increased public
participation in UNEP, to interact with all Major Groups and support Rio+20 follow
up (including Sustainable Development Goals and post-2015).
Strategic management
(Fin&Legal, Executive Board)
Holistic analysis of the office as a whole, to work in the area of Finance enabled me to
develop a more strategic point of view of processes. Management measurable,
administrative tools and the ability to visualize a design, and also feature a more
strategic and long term plan. Risk management, possible GAPs and MoS.
Operations & External Relations
(GCDP ICX and Public Relations)
Certainly the area that have more experience and affinity. Development of the ability
to plan, execute and pay attention to details regarding a project. Moreover,
developing selling skills (business: financing and non-corporate: RA TN), stakeholder
focus, team management and results orientation.
Areas of main experience
VP GCDP ICX 2012 @SS
RA: 178 (top #1 Brazil) | MA: 132 (top #1 Brazil) | RE: 107
(top #1 Brazil)
MC Echoes 2013-14
Victoria de Mello
victoria.bmfs@aiesec.net /
+55 11 942066504
Skype: victoriabmfs
MCVP iGCDP

2. 1. Who are you? Why
are you standing for
MCP 2014|15 of
AIESEC in Brazil
Once a good friend told me that, in order to
find out who I am, I should discover what
would be my contribution to the world.
What would be the action that moves me,
that take away my sleep and makes me give
the step forward.
Hard as it is, year after year AIESEC gives me
a new challenge, and so on, I find out new
verbs, new reasons, but, in the end, the
passion remains the same.
Victoria was 10 when she discovered she
wanted to change the world.
Joined a theater group with older people and
she learned how makes a difference and feel
like the next 8 years would be full of passion
and commitment within that place. At 14
Victoria found that other people also wanted
to change the world, and feel that, that tickle
in the throat not was not enough, she
needed to feed this anxiety.
Was in school, in History class, when she saw a child crying over the
remains of the Berlin Wall and a new reality rebelling. And she, not as
much as a child, cried, without knowing what she felt. She just did not
understand what she wanted from
that time had but one thing she knew certainty: She wanted to fill this
anxiety, this agony, and feel that the child felt.
At age 16 her world was changed. A trip, a backpack, the world before
her eyes for the first time, the independence flashing in her hair and
new people and discoveries. Since then, life has not been the same.
Who knew Victoria before and after that know what I'm talking about.
Victoria was 18 when she decided he wanted to change himself, so to
change the world, in AIESEC.
I have a long-term perception that makes me realize opportunities
often overwhelmed, I developed in my years of VP a holistic vision
of the organization, which gave me a strong sense of the final
product of AIESEC. Furthermore, during my trajectory in AIESEC I
never failed to see opportunities as external additions and
potential benefits not only for me as professional, but also for the
organization.
I am often considered restless, and my engine is completely driven
by passion and dedication to what I do.
I have a proximal and a simple relationship that benefits the
development of the people I lead. I believe in the power of a good
conversation and I think that professionalism should be in the
everyday relationship.
I have a great sense of implementation and I recognize the work
done by my team as a results-oriented culture, counterbalanced
with a team united and focused, constantly revising processes.
I consider myself a creative visionary, I believe in my potential to
change and acknowledge my career at AIESEC as a proof of my
resilience. I like being in contact with the network, to take
challenges and learn from them.
For sure, the hardest decision I ever had to take, to apply for MCP
is to definitely have a strong a powerful decision upon lives of
thousands, is to finally have the say and the duty to make it
happen. The little girl who crossed the crocky orange door of
AIESEC Salvador never knew that once she’d be standing in front of
everyone she ever admired to fulfill her own promise of
development. If I could come back 4 years ago, I’d say to that little
girl: “It was all worthy, and in the end it ended up pretty good. Life
is exactly like this challenge AIESEC is providing you”.
Changing the world can be pretty simple, and I want for people to understand that.
I am applying for MCP of AIESEC in Brazil because I want AIESEC to be seen not only as a platform for
leadership development but also as a concrete way to put ideas into action. I want for 2014-15 to be
finish as the year that we were able to finally take a stand into what operations are able to do: we have to do
MORE, we have to do better, but with one condition: we have to do it NOW.

3. 2. What is the leadership that
should describe your team,
how would you ensure that
and what kind of leader you
need to be for that?
Brazil needs a value driven
and daring leadership. It is
our individual and
collective values which
guide our actions. Once we
identify a strong set of
values, they can act as an
anchor and at the same
time propel us further to
take risks & try new things
in our journey through this
organization. Why take
risks? AIESEC gives you the
platform to take those
risks, explore those new
opportunities which
progress the individual and
hence the organization
forward. Nowhere else will
we be presented with the
option of doing the kind of
things we do
“AIESEC is about leadership”
We know that, right?
Leadership is the ability to
inspire, produce results and
change realities from a
proactive and focused
attitude. It is the power to
transform a necessity into a
result.
What is the next step that needs to be
given? What we still need to do in order to
make sure in addition to developing the
young Brazilian we will be broadcasting this
development to other young people and so
engaging and developing all young people
on the planet.
Not lacking in tools, not lacking in capacity
and not lacking in engagement we need to
be present in most sectors, in more plural
realities. How to analyze Brazilian society
today and not see youth as a relevant
actor? This is the only way we can create a
MOVEMENT.
3. What is the relevance of youth
leadership in the Brazilian society,
how would you make AIESEC known
for being the “youth leadership
provider of the World”?
“The reasonable man adapts himself to
the world; the unreasonable one persists
in trying to adapt the world to himself
and his beliefs. Therefore, all progress
depends on the unreasonable man.”

4. 5. When would you say
AIESEC in Brazil achieved
2015? What needs to be
done for that?
2015 is simple:
2015 is a breakthrough today that needs to be
understood in a gradual way , 2015 is a clear
landmark and its vision exists today because of
simple actions that were taken and that conditioned
AIESEC in Brazil to what it has become today. 2010
concludes with a simple trend: AIESEC was not
fulfilling its true role and potential, this way 2015
vision showed us that for us to understand the
fullness of our impact we need to gain reach,
relevance and objectivity.
Organizational ambition to challenge risk of
organizational satisfaction of status quo
AIESEC 2015 and BHAG push AIESEC to
provide more and better experiences to
young people being more aggressively
externally and more value-driven internally.
2015 is still far:
2015 is far when we realize how far we are far when
we have experiences being delivered incomplete,
when we still have communication being poorly
made and people having the worst experiences of
their lives due to a lack of alignment and
understanding of our limits .
Key organizational realization is implementation:
We need to understand why we are getting
bigger. It allow us to reconnect and reinforce the
purpose of AIESEC which is giving the whole
organization a key shared value and momentum
for the organization.
AIESEC 2015 pushes the organization to become more
externally oriented as we are pushing our products to the
market, but the only way we can do it is by delivering more
experiences and give back to the market what it is giving to
us.
We need to become even more customer centric!
- It will increase value of in our current products and penetrate
key new markets based on key customer orientation
principles.
- Transform operation behavior to be truly aligned with our
why and our customers need: Constant evolvement of
product improvement, process and delivery improvement and
new product development based on customer feedback.
This way, AIESEC will open up, be more inclusive and remove
barriers of engagement with our purpose and values.
Local relevance through constant product delivery and
improvement to serve the needs in the local marketplace this
way reaching clear and direct societal impact in the world.
Key turning points for 2015 reach and engagement:
- Evolution of ELD products & experience delivery structures on the basis of NPS feedback.
- Improvement of the demand & supply management systems to ensure high volume delivery by
countering differences in numbers of available EPs & TNs globally in different backgrounds.
- Increased accessibility of the AIESEC experience physically & virtually.

5. 6.
What
does
AIESEC
give to
the
world
and
what
does
AIESEC
in
Brazil
give to
Brazil?
“O jovem brasileiro
quer conhecer o
mundo (66%) e ser
feliz no trabalho
(47,9%), além do
desejo de formar
família (38,5%)”
(PUCRS, 2013)
How we’ve missed the chance to change
Brazil’s future
And it’s all unpaid. Isn’t it?
Winter protests has shown us how hard LEADERSHIP is
needed in the country, started out as a strong and cohese
idea, that turned out to become different points of view,
perceptions and wonders altogether. AIESEC tought me
the power of strong and powerful leadership – regardless
its source. AIESEC provides this to the world.
We are naive enough to believe in the power of what year
position, 6 weeks internship and leading a project can do to
our lives, and we do it properly, and we do it because we
care.
The point is: are we doing it right? Are we really giving to
the world what the world need? We believe in leadership
through exchange experiences – living and/or providing it,
and in the moment we run away from this responsability
we are running away from the true reason why AIESEC is
relevant to the world.
If protests in Brazil were held by one million AIESECers,
maybe it would turned out differently, maybe PEC 37 and
Calheiros would be out right now, maybe priviledged
forum for politicians would be over – but the question is:
How can consider changing the world and having a strong
and powerful impact in our country if we are currently not
doing what we are supposed to do.
It's the time of volunteering, for the first time in decades volunteering today
can be recognized as a work activity. Young people now sees volunteering
as a career opportunity and the activity is increasingly identified as
mandatory in selection processes in the labor market.
And before all that, the young Brazilian fits.
We are capable of BIG CHANGES and we shall not run
away from our responsability of making true and strong
changes in the world and specially in our country. Our
product is STRONG and RELEVANT, why don’t we expand
and make it bigger for our people and country?
Since its creation in 1970, AIESEC was shaped into the context of the world,
being faced with different challenges and obstacules – expanding its reach,
AIESEC got into many different contexts, in Brazil it faced Dictatorship, it
survived the Cold War and remain strong and alive throughout the years.
Though, is AIESEC giving to the world what the world has been giving to
AIESEC?
AIESEC provide a strong platform for young people to develop LEADERSHIP,
practical and experimental LEADERSHIP. As simple as it is, by providing this
experience the student is faced with daily challenges that are able to
develop true understanding of life, work and human interaction.
Data from AIESEC IT Consolidation, approximattely from 2002 on.

6. 7. What will AIESEC in Brazil remember about
the 2014|15 term?
Supply & Demand
Development
We are strongly responsible for IGN and we do need
to build ultimate strategies in order to reach our
final goals
Smart marketing
focused on conversion
for ELD
Digital media is reaching people and places never
imagined, AIESEC should take a bold stand and
understand to reach like never before
Customer experience
translated into process
optimization
Making what can be simple, simplified and
complexify whatever had to be complex in order to
deliver meaningful experiences
External connection focused
on institutional
consolidation and ELD
For years we hear: "AIESEC is such a bubble!", we
have a strong product and we know perfectly how to
deliver and understand it - it's time for us to leverage
our reach and make our product wider.
Front and back office
alignment: TC for Growth
Direct societal impact:
GIP and GCDP MoS
Our members have to understand how, what for and
why should they work. Talent Capacity should
continue as a priority and has to be translated into
smart actions
By understanding better what we are doing we are
able to deliver direct societal impact, we are able to
develop leadership in every experience and
sustainable solutions to our partners and
stakeholders.
Key
Milestones
GIPi: 550
GCDPi: 3700
GCDPo: 3500
GIPo: 800
GIP kick-off
and maturity
streghentup by
sales culture
and client
orientation
GCDP Volume
and Customer
Cencricity by
smarting our
financial model,
increasing our
conversion rate
and developing
leadership in every
experience

7. Key principle #1:
Don’t destroy what is
working, evolve based Key principle #2:
Ongoing improvement
on market and
Key principle #3:
process of product
customer need
Strategies to be
strategy and delivery
localized based on local
based on real time
market and customers
customer feedback
Presently our network is in an
needs to ensure local
extremely unbalanced state. While
relevance of products.
entities are reaching maturity and 100
X in 3 years, some are still struggling
Challenges
Next Growth
with organizational and internal
sustaining
Solutions:
Point pointed out:
capacity, this way the holistic network
growth:
development becomes imperative.
8. What are the
next steps for the
network
development path?
Challenges regarding
making growth
happen:
• Innovation and
standardization in
reception/delivery
process and
customer service
• Functional
synergy between
front and back
office
• Sales capacity for
GIP
Key Growth
Driver:
• GCDP Volume
• GIP Accuracy
• Expansion
development
under operations
strategies
• Membership
efficiency and
smarter
operations
• Sales and finance
driving growth
• Improving delivery
process and
customer service
• Talent
management
evolution,
knowledge
management and
internal
communication
• Synergy and
initiative
programs among
different functions
• Finance driving
growth
• Focus on sales for
sustaining GCDP
projects
• New structure and
management of
expansion
• Project managers
empowerment
based on results
achievement
• Supply and
demand solutions
based on Entity
Development
• GIP growth based
on short-term
development
• Financial
sustainability
model
• IT system to
guarantee smart
linkages between
operations and
the market

8. 9. What
will be the
changes
that will
leverage
the volume
of AIESEC in
Brazil ELD
realizations
during the
2014|15
term?
Talent
Capacity
and
Planning
leading HR
measureme
nt for
growth
Purposedrive status
leading into
high
performance
culture
implementati
on
Financial model
for GCDP
Growth and
Sales Capacity
for GIP Maturity
Conferences:
Evolution of Conferences to
drive thought & strategies
Summits & LC visits driving
implementation
Cluster & programme based
summits to drive focused
growth
EB Conferences for Q2-3 and
Q4-1 Delivery
Making
it SMART
1. Loyalty and
expansion of our
key customers:
a. Through the
student market:
GCDPo expansion
with products for
universities and
private colleges
and technical
courses
b. Through
companies and
organizations:
Small and medium
enterprises
leveraging their
results
Expansions
Focus on development of existing expansions
through ELD programme delivery (oGCDP for
university based & iGCDP for city based)
Sales and SU for manpower at LC level for
capitalization.
Cluster & Programme based summits to drive
focused growth
LCs being coached specifically to deliver
expansions
2. Understanding
and measuring
our impact:
a. Showcasing for
GCDP (OGX and ICX:
appearing in media as
a strategy for projects
and EPs GCDPi as
internal and external
marketing for OGX
programs)
b. Reports to partners
to ensure an
understanding of the
processes ensuring
loyalty and opening
our portfolio of
opportunities.
3. Evolution of pilot
productsof EwA and
LLC:
a. Consolidation of a
proposed public
engagement, taking
into account the
enhancement of
operations
b. Structuring the
database and
connectivity of our
products and Alumni
involvement forming a
stronger network
based on the
development of
entrepreneurial
leaders who are
already on the market.
c. Local level
relationship based on
oGIP opportunities and
market.
To EXPAND our reach is
to SMART UP our
operations for FOCUSED
growth in order to
generate a CHANGE
MOVEMENT.
Is very important to understand that we are reaching a level of maturity and
evolution and in a crucial year for reaching 2015 vision everything comes down to na
evolution and an improvement strategy of what is already working well.

9. Leadership in every GCDP Experience:
Relevance:
- Is the product that more easily grows, and it have
to be better sold in order to generate sustainable
growth.
- Ensures that we act directly in the development of
youth in Brazil and in Community Development
- We need to consolidate and operationalize our
processes with QUALITY, to give evolution to
our portfolio making it SUSTAINABLE, ensuring
growth and long-term impact.
We do it by...
- We need to strengthen our impact through
projects and ensure a measure and notoriety of our
work
- Consolidation of the structure of delivery and
monitoring of Hosts as EPs as tools of engagement
- Our trainees are powerful tools for recruiting new
EPs and awareness of the work done by us
- Leadership guaranteed in every GCDP experience
by implementing follow up strategies and
understanding of the impact in co-deliery for EPs.
Making it FOCUSED
Strengths
d. GIP upscale
Relevance:
- Is our most unexplored market
- Brazil needs leadership and driving innovation to
bring vision to leverage our global economy
- Lack sales culture (late RA), little immersion in
suppliers (late MA) thus compromising results
and loyalty of our customers (and EPs TN Takers),
which directly affects the QUALITY of our
product and our delivery.
We do it by…
- Increasing sales culture through a focused
and timely action based on Supply & Demand
in the global network offers MA and ensure
efficiency and ease of approach for RA.
- Incentives for sales people points would
encourage the practice.
- CLO as driver strategy for re-RA and fidelity.
- Ensure the use of XP as international curricular
activity from our approach with universities
b. Maturity of our leadership
Relevance:
- The development of our leaders should be something easily
understood and followed
We do it by..
- Processes defined learning: soft skills / management tools
capabilities and integrated strategies with the market
- Membership flow understanding and tracked taking into
consideration education and knowledge cycle of a member
c. Empowerment of our Enablers
Relevance:
- Achieve student market and corporate sector
- Fundraising for projects (benefits and dream brand)
We do it by...
- Our product as our main promotion strategy and
understanding in a local level
- Institutional Marketing: Action, communication plan for the
operational areas and internal communication
4. Design a SWOT analysis of the
organization
a.
Purpose-driven
membership that
better understand the
Why and puts AIESEC
first
- We are open to
innovation and we
fastly implement
national and
international strategies
Network understands
culture change and the
LCPs are key enablers
for change
GCDP Maturity of
operations and
processes
AIESEC Leadership
development based on
personal development
, AIESEC as the main
source of selfknowledge and inner
strenght
Relatively stable
financial model
Weaknesses
We do not know exactly the way we are impacting
and how we are reaching the world and our
relevance
Members are connect to the WHY but not
connected to the HOW; we still discuss and
question ourselves about quality over quantity or
doing more.
Messages, guidelines and strategies are yet
challenged by our status quo once we try to reach
all of our members. We don’t know how to reach
and forward our messages into our customer.
Strongly unbalanced network with LCs having
similar markets and completely different results
Here’s the deal: we understand, we know focus but
we do not do!
Growth GIP globally: although we are growing in
the program, there is still a great lack of
understanding of our impact through the program
and lack Talent Capacity for selection and
development.
Opportunities
Today we are responsible for new languages ​and
behaviors. We have the power of inspiration, we
can influence both young and older. And besides,
we have a high power consumption overall, being
primarily responsible for increasing the
difference.
In 2015, we want to engage and develop every
young person on the planet. If we think in these
global events and the way that AIESEC propose to
develop young people, have a supportive
environment to indulge in what we propose and
really impact on society. We will be the largest
share of global population and terms in our
hands the primary tool for disseminating ideas,
the Internet.
And us, while Brazil have a key role in the global
scenario, especially before our hermanos. We
need to start leading sustainable development
initiatives for Latin America. As citizens and
AIESECers. Our emphasis on economic
development is not reaching indeed the success of
our neighbors, and this relationship needs to be
prioritized soon, since Brazil to grow and export, is
at risk if you are not on your side also strong allies
Threats
Young acquired critical sense, the young middle
class has changed and grew. We need to monitor
these changes as well. The way we communicate
has gained even more momentum and brought
global village and reinforced the critical sense of
the youth today. Brazilian society is moving faster.
We're really watching the economic growth?
We're really growing as much as we believe?
Many of the biggest challenges the world faces –
ranging from HIV/AIDS, global warming, food crisis
and drought due to overpopulation and scarcity –
require among other things technical solutions
and leadership that is value driven within that.
AIESEC’s relevance in providing leadership to
young people should therefore take this deeply
into consideration.
We are still very sensitivity towards the market,
which ends up creating nuances in our
operations in face of any instability (strike of
federal, European crisis) and to top it off, yet we
are getting into a phase of stagnation of our
growth / convenience for some LCs.

10. GCDPi
11. How will you work together with
the national council (CSN) to fulfill
the potential of AIESEC in Brazil?
Values
- Innovation coming
from LCs
- Connectivity
between Clusters
- Social responsability
towards national
plenary
Governance
- Participation in
decision making
(Steering Team,
Working Groups)
- Transparency
(Monthly, Quartley and
Financial Reports)
- Accountability
(Increasing
participation of SubCommittees in
decision-making
process)
Results
- Market
understanding coming
from the MC to the
LCs
- Growth supported
by national strategies
- Sustainability of
operations worked
upon reaching new
segments
GCDPo
GIPi
GIPo
•Relevance: As an
outreaching growing
country, social projects
become everyday more
needed in the society
•Financial model based
on cross-based
investments and
revenues
•National sales based
on social sustainability
and funds for LCs
•Smart supply agenda
and national matching
focused on issue
segmentation
•Quality and minimum
standarts induction
based on LC capacity
growth model
•Relevance: The middle
class in Brazil is getting
bigger and bigger – yet
while growing,
opportunities for social
responsability and
development are
limited.
•IGN requires Brazilian
knowledge and growth
strategies – yet
becomes mandatory to
understand and
develop the region in
order to potencialize
our results internally
•Smart conversion and
marketing strategies
for potencial reach –
we need to continue
on reaching and
understanding our
public
•Co-delivery role
modeling: it became
fundamental for our
internal growth and
understanding to
professionally deal with
our customers, by also
taking na active role
upon experience
management.
•Relevance: SMEs
(Small and Medium
Enterprises) are the
backbone of all
economies and are the
key source of economic
growth, dynamism and
flexibility in emerging
and developing
economies .
• Sub-product evolution
leaded into market
relevance
understanding leading
into a relevant product
for local needs
•Sales force
improvement based on
education
development of the
member and its
selection
•Sales incentive and
national tracking based
on sub-product
evolution and focus for
LCs
•External training and
production model for
sellers based on local
partners pushing
results
•Relevance: Youth in
Brazi is facing an
everyday challenge:
market competition,
international
environment and
technological change.
To learn from the best,
to understand the
segment gets everyday
more important and
undeniable.
•Market based
segmentation based on
sub-products and
micro-management
efficiency towards
reaching students and
universities unexplored
•IT smart selection
based on student and
company profile based
upon reaching fast
matching process and
targeting its goal.
•Education sub-product
smart supply
development based on
IGN development for
faster approach.
10. What are top 3 strategies
to make sure that all our
programs (GIP, GCDP, TMP,
TLP) grow like never before,
develop leadership for its
participants and creates loyal
customers?
•GIP focus on development of strategies for
sellers and rewards for them
•GCDP induction and back-office alignent
towards ELD goal
•Conference strategic model and induction
minimuns
TMP
•PM induction and fast learning process
with KPIs tracked nationally
•Career plan based on ELD needs for the
focus of the LC
•Internal communication strategies to reach
them strategically
TLP