Francisco Kilgore

Francisco Kilgore

Application for Member Committee President of AIESEC in the United states

Local/Member Commi/ee: Jordan/USA | Email Address: [email protected] | Phone Number: +17079347024 | NaLonality: USA / Brazil | Birth Date: April 14th 1995 | Address: Al Kursi, Amman, Jordan

mailto:[email protected]

Application for Member Committee President of AIESEC in the United states

franciscokilgore.com/MCP-Applicationyoutu.be/Ghi7PV0KrU8

http://franciscokilgore.com/MCP-Application

https://youtu.be/Ghi7PV0KrU8

Logistics:

Why are you applying for the role of MCP in AIESEC US for the term 2018-2019 and who are you?

With a Brazilian mother and an American father, I have spent my life as a bridge between two languages, two cultures, two countries, and two families. In 2017 and beyond, The United States needs bridges. As a divided country in an ever more divided world, we need to stand again as a symbol of a united planet, and a connected society; bringing people together under the banner of welcome diversity and innovaLon to help drive humanity forward.

Whenever I see a picture of the earth from space, I think of Carl Sagan’s “Pale Blue Dot” -- a reminder that no ma/er our differences, no ma/er the scope of our conflicts or disagreements, we are all together, alone in the vastness of space on a pale blue dot. In many ways, the United States has forgo/en that fact. In popular culture we instead focus on the depth of the gaps between us rather than on how to cross them.

I am applying for MCP because under my leadership, AIESEC US will tackle the ongoing struggle of bridging those gaps, reminding our naLon’s youth of how we can work with each other to drive change. Under my leadership my team and I will engage and inspire the plenary with upliaing messages to remind us that our dreams are possible, while reminding our leadership that nothing good comes without hard work. We will build on the inward focus of the past term to look outward and to see how AIESEC can make a difference as a direct agent of change in our communiLes.

I believe in the power of encouragement. As a former member of the execuLve board in Washington, D.C. and currently as an MCVP in Jordan, the greatest reward I can have is the success of my teammates. As a leader, I bring encouragement, trust, and drive to every team I am a part of. I want to inspire and lia the US towards a be/er future, to connect us through bridges that nurture and heal, and to focus on the strength of our unity, rather than the weakness in our division.

WNC? Yes. IPM? Yes. Can you be CEO? Yes. When can you start? June.

I am applying to be MCP to lead, build, create, and celebrate our membership, bringing a global perspec9ve to driving leadership in our plenary and eleva9ng AIESEC’s impact in the US and around the world.

W. Francisco Kilgore

AIESEC Leadership and Achievement

Youth to Business OCVP Logis9cs (2015)

1. Coordinated with Career Center to host 60 delegates for DCs Youth to Business Forum

LCVP Marke9ng (2016)

1. Redeveloped Partnership with Career Center aaer a yearlong hiatus 2. Led total of 16 members to achieve highest applicaLon and exchange numbers in 2 years and second highest

ever 3. Hosted innovated markeLng events including Culture night (mini global village), 5k for Peace, Banner

painLng and raised brand awareness level from 0 to awareness.

Marke9ng Co-Facilitator, NE Beast ROKS (2016)

1. Set the tone for markeLng achievements in the following semester

Chair -- AIESEC in Lebanon Na9onal Conference (2017)

1. RelaLng message of “0-100 Real Quick” across cultures 2. Inspiring plenary to create ambiLous vision and determined to make a change in Lebanon 3. Moderated conference team meeLngs to ensure smooth processes and collaboraLon

Conference Manager and Faci -- AIESEC in Jordan Na9onal Conference (2017)

1. Set conference tone through fun and achievement, innovated new techniques for teaching AIESEC knowledge

2. Inspiring plenary to move from good to great

MCVP CX for Enablers (BXP, iCX, BD)

1. Led two teams in Jordan to help have highest winter peak iGV openings ever (from 0 --> 26)

2. Managed relaLonships with old and new company/startup partners to create new opportuniLes

3. InnovaLng new recruitment strategies & markeLng

campaign

Describe your relationship with the AIESEC Way and its importance to AIESEC in the US

What is the relevance of youth leadership in US society? How can AIESEC be a youth leadership movement?

AIESEC was created aZer a 9me of deep divisions; now more than ever we need AIESEC’s healing power to bridge communi9es, cultures, and ideas. By connec9ng young people with their purpose, I am confident that our youth can change our country and change our world.

In the United States, AIESEC’s vision has never been more relevant. The AIESEC way is one of the many opportuniLes that young people have to work together despite their differences, but it is one of the few that offers them a way to create change.

When I first joined AIESEC in January of 2015, I thought it would be like everything else I tried out at a new school: an opportunity to meet new people and hopefully to find something I enjoyed. Instead, I found a purpose. I realized that by learning about and sharing new cultures with those around me, we could build connecLons to people thousands of miles away.

In the US and around the world, people have grown increasingly suspicious of others. Last week I was stopped by the Israeli Border Patrol. They saw from my passport that I had visited a neighboring middle eastern country and wanted to know what I had been doing there and what I was planning on doing across the border. Explaining AIESEC to two very serious border guards gave a whole new meaning to the AIESEC way for me -- we do what we do exactly for this reason: to help humanize other cultures and naLonaliLes and to make people curious, not wary, of differences.

Thanks to AIESEC I’ve had the privilege to travel across the US and around the world, meeLng people from over 40 countries. In the age of technology, these cross-border connecLons are part of what humankind’s potenLal means to me. By giving American youth the opportunity to meet people from other countries and to challenge their own perspecLves, we help them leave their own bubbles of comfort and humanize global issues.

To me, the AIESEC way is not simply a series of sentences, but a thesis -- a declara9on of what is possible, and how it can be done. As MCP, I will insLll this reminder across the AIESEC US network and with all the AIESECers I work with and encounter.

AIESEC is a chance for young Americans to connect locally, na9onally, and interna9onally, building a global leadership network that can work together to humanize world problems and to make a difference.

The power of a movement is that it cannot be destroyed. Movements begin with the power of an idea, and can exist for months, years, decades, or even centuries. In the United States, we are lucky to have over 600 young leaders at the head of a new leadership movement. In the aforemenLoned era of divisions, we acLvely seek unity through cross-cultural exchange -- bridging cultures through direct interacLons.

In our US society, we are bound together by an amalgam of American cultures, but equally divided by various interpretaLons of it. As an anthropologist, we learned that culture can take many forms. Culture need not be found in a distant amazon river basin, but can be found in our backyard. AIESEC’s goal here is not only to show our fellow countrymen new parts of the world, but new segments of our naLon to recognize that despite differences we can work together for something greater and for a common good.

By connecLng to each other first, we are capable of further growth. We need young leaders who not only lead in AIESEC, but who can leave the organizaLon to “Bloom where they are planted” -- to make change in their communiLes. Just as on our exchanges we preach that real change is made when they go home, the real impact of an AIESEC experience is once it’s over and they can tell others about their exposure to new cultures, new people, challenging environments, and stepping out of their comfort zone. To be a leader now, one needs to be aware of diverse perspecLves and AIESEC enables young people to discover leadership by bringing these new perspecLves to their lives.

Our goal next year is to conLnually enable our members not only to excel in AIESEC, but to excel as world ci9zens so that they can conLnue to be the leaders we deliver through exchange. If we are to succeed, this change must not be a group of people, but a powerful movement, one that ripples change throughout all aspects of our society.

What will be the most relevant market for each of the AIESEC’s products in 2018-2019? How will you ensure that AIESEC US increases its market share in those markets?

oGXiCXiGV

iGE

iGT

OGV

oGE

oGT

Focus on non-university markets to expand AIESEC’s reach.Building a poraolio of tes9monials from companies and interns will help our image and marketability in the future

UndergraduatesYoung people are looking for opportuniLes to fill their summers. 6 weeks is the perfect amount of Lme for young Americans to go abroad in the summer

By markeLng the impact and relaLng each project to SDGs, GV can be a service learning tool. Partnering with University Service Learning departments and NGOs already working with students to use their markets to our advantage.

Undergraduates/Recent GradsStart-Up experience is perfect for people who eventually want to start their own businesses. By seeing how all aspects of a company are run, they can use their talents as they work together.

MarkeLng & TeachingHaving NaLve English speakers is our biggest advantage. Thousands of corporaLons around the world are looking for naLve english speakers to help with markeLng and teaching. Equally as many young people are looking for work experience abroad. By targeLng the intersecLon of these two markets, we can build long-lasLng relaLonships with opportuniLes around the globe.

NaLonal & InternaLonal NGOsWe’ve had difficult in the past with iGV because of housing and cost of living, but working with Large NGOs naLonally might be the key to unlocking iGV in the United States. By creaLng large partnerships of 100 or more exchanges distributed over 33 LCs, we can use their resources and our network to highlight impact and help in financial sustainability.

Startups & Small CompaniesNew companies need new ideas and experLse. By partnering with incubators, and digital recruiLng platorms, we can access starts looking to broaden their perspecLves with internaLonal talent.

Focusing on companies who seek new perspecLves and ways to break into new markets is the perfect asset. As markets become increasingly global, having first-hand perspecLve on how foreign markets work is an invaluable asset.

Business & IT

Which entities would you like to partner with for each exchange product that, in your opinion, would bring the most purpose/relevance to the US and why?

Provide an analysis on the relationship between AIESEC US and our current entity partners and provide insights into how we can improve and strengthen our entity partnerships.

By purposefully partnering with MEA en99es, we gain the opportunity to change perspec9ves on both sides of the Atlan9c. A con9nued partnership with Mexico does the same with our southern neighbor.

Middle East Problems: Visa issues | Cost of living PotenLal: Other than those two main challenges, everything else is there: Bridge between MEA and US | Cultural exchange | Joint conferences | changing perspecLves | impactul events Specific Countries: UAE, Tunisia, Morocco, Jordan, Lebanon, Egypt,

Mexico Similar to the middle east, our southern neighbor has not go/en the best press in recent Lmes. Already we have begun a fruitul partnership with them that has been tremendously successful, and I think conLnued partnership with them is not only logisLcally logical, but culturally beneficial. That is a bridge that deserves to be reinforced.

inte

rest

accessibility

Argen9naColombiaPeruMexicoBrazil

Greece

RomaniaPoland in

tere

st

TunisiaIndia

accessibility

BrazilMexico

CanadaFrance

Netherlands

oGX iCX Our outgoing exchange parters are mostly aligned with our markets. Customers seem to both want and be able to go on exchange in these areas. Incoming exchange needs work. The partnerships that we made with the top EnLLes from Americas is pre/y understandable and relevant considering the numbers of Applicants. But other enLLes such as Romania , Poland and Netherlands are not as relevant for United States , since they are neither accessible nor do EPs show much interest. In the future, our partnerships should be purposeful, looking at the way in which our exchanges can help foster understanding between the two countries. By downscaling IR relaLonships to the local levels and creaLng nonbusiness relaLonships (through internaLonal LCP buddies and LC-LC communicaLon) these IR partners can have greater impact.

In your opinion, what is the relevance of AIESEC US in the AIESEC Global Network? What will be its contribution to the global network in 2018-2019?

Globally, the United States is seen as a leader, but in AIESEC we sLll have a long way to go. By becoming a local leader in our reality, we can impact the brand recogniLon of AIESEC around the world and push AIESEC through the breaking point to become a global brand.

As we create more incoming talent iniLaLves and partner with organizaLons to transfer skills to our members, we can build associaLons with strong brands to make AIESEC well known in the US business network.

Considering our proximity to world-famous internaLonal corporaLons such as Google, Apple, PwC, Deloi/e,Uber, etc. it should be our job to be global ambassadors for AIESEC to expand our reach and our credibility.

Provide an analysis of the external environment in the US and what trends AIESEC US can capitalize on to grow in 2018-2019. Which products can benefit the most and how?

Young Americans are looking for internships and internaLonal experience to differenLate themselves from the rest of the talent pool. By leveraging oGE and oGV, we can provide both for young graduates and students. Now more than ever, students are looking for opportuniLes to differenLate themselves in the job market. What makes a difference is experience: oaen internaLonal or “real work,” and leadership is a plus. AIESEC happens to be in the business of both.

We are approaching the end of this decade. Companies and NGOs are looking for new and exciLng ways to expand their impacts to place on their reports, to show that they made a difference in the past 10 years. We have a special opportunity to help others grow by helping ourselves, and to reach out to new organizaLons we haven’t yet thought to contact yet. If ever there was a year to be persistent, this is the year.

Provide a holistic analysis of AIESEC US internally. What trends do you see helping the organization grow as well as trends you see holding the organization back in 2018-2019?

aiesecus.org

Membership

Incoming Exchange

Outgoing Exchange

VAMs

Marke9ng

PD

Smaller, JD based recruitment gives us short-term producLve members, but low lifespan and longterm moLvaLon

Partners a re p leased but low partnership expansion rates

A4rac6on con6nues to be the main problem

Focus on Universi6es hasn’t been par6cularly frui>ul. S6ll oversaturated plus low personal interac6on

Huge audience, low engagement. U6l iz ing persona l webs i te for tes6monials and story promo6on

Success with member benefits & GT opportuni6es

Difficulty with leadership pipeline

Only a few LCs have the market, but are focused on other products as well

NOW THENConLnued focus on leadership and member benefits — taking care of our people and they’ll take care of our customers

N a 6 o n a l D o w n s c a l a b l e i G V partnerships

Trying innova6ve tes6monial, event, and virtual promo6ons through new channels

Focus on non-univers i ty suburb popula6ons in relevant markets to find customers in search of opportuni6es

Skill based events to grow member abili6es

Success with member benefits & GT opportuni6es

PromoLng and incenLvizing internaLonal conference opportuniLes

Removing excess product focuses

Events and new virtual promo6onal angles

Too many opLons

We don’t have the resources

I don’t know what to do

I don’t have Lme

Lack of commit-ment

Few tesLmonials from parLcipants and parentsCost of

living is too expensive

Housing is impossible for iGV

We don’t have focus

“It’s not like that here”

We’re afraid to do new things

AIESEC 2020

In every roadblock, there are spaces between the barriers. Growing disrupLvely means proacLvely addressing these roadblocks and finding ways to use the spaces between our challenges as opportuniLes.

I’ve had countless internaLonal AIESECers that tell me that the US has an excuses problem. But I know we don’t. We have a roadblocks problem. But we must stop using these challenges as excuses for our development, instead we must be innovaLve in how to get around them to reach out ulLmate desLnaLon.

What does growing disrup9vely mean to you? What does an AIESEC US that grows disrup9vely look like and What is the AIESEC in the US that you dream to see in 2020?

We are a vision driven youth leadership organizaLon focused on bringing the world together through internaLonal exchange

We are used to seeing success at its end stages. Success comes in many different forms, and we have to take small steps before reaching great new heights.

Giving the plenary tools to be self-sufficient and conLnue leading them to believe achievement is possible

We are not asking members to do 5 hours a week, or 40 hours a week, or 80 hours a week, or 1 hour a week. We’re asking for results, however long it takes

From the beginning, AIESEC should become a habit, something that happens every day. Habits become commitments, and that’s when change happens

TesLmonials come when we implement good debriefing.

Leveraging the experiences we do have to highlight

successes from all angles: youth, enablers and parents

For iGV this is one issue. If we target the right partners both enLLes and enablers, and make opportuniLes int he right places (suburbs with good public transportaLon) we can help reduce costs.

NaLonal partnerships should help. Talking with large NGOs

to sponsor 50 exchanges spread over 33 LCs helps them

raise awareness and us increase our impact

for iGV we must focus naLonally on 1 SDG. Something that is hip, trendy, and means a lot to us as a plenary. This will not only help with markeLng and sales, but eventually could help when we show an impact report at the end.

This is like the Olympics. The US has all the resources, all the Lme, all the right athletes, all the right faciliLes, the right connecLons, the right mindset, the right customers. We have to use what’s special for us to win the gold.

To me, failure represents sLcking your neck out in the hopes of doing something that’s never been done before. We should encourage our members to fail fast, and fail oaen because these experiences are what ulLmately bring us to success.

ci9e

ssuburbs

By expanding on our Virtually Allocated Markets, we can help work with suburbs to enable those outside our university bubbles to go abroad. Many Lmes our exchange products exist in already saturated markets. By moving just outside, we can provide opportuniLes to those that might not otherwise have them.

mem

ber m

ember

By connecLng members to each other, we empower the global network. Enabling communicaLons through naLonal and internaLonal LCP buddies, messages to each other at each RoKS, and HUB challenges, we contribute to a strong local and internaLonal network that drives our growth

inte

rna9

onal local

Even though AIESEC is internaLonal oaen members don’t feel the power of our connecLons. By enhancing current communicaLon channels to include messages from abroad, we realize the impact of our organizaLon and empower each other to connect even further. By building stronger bridges between our exchange partners we can strengthen connecLons and help ensure sustainability.

What is your vision for the term 2018-2019? What naLonal focuses do you propose that compliment your vision for the term 2018-2019? Please Elaborate.

Before, we focused on breaking barriers. Now, we must build bridges.

MC

mem

bers

Each member should know and understand why the MC does what it does and how they can contribute to naLonal iniLaLves through their own ideas and work. ULlizing digital tools like the US and AIESEC Hubs, we can ensure knowledge distribuLon as well as member self-sufficiency to reach their leadership goals.

past

future

AIESEC’s 1 year terms limit allows for fast creaLvity and wild growth, but it can also cause chaos and rapid fluctuaLons in success. By connecLng our past to our future through centralized historical data and effecLve transiLons we can be be/er equipped to build on previous experiences than to start from scratch.

MC 18.19oGV 2400

oGE 600

oGT 200

iGV 250

iGE 300

iGT 300

0

2500

5000

MC Beyond MC Flywheel MC Apollo MC 18.19

icxogx

}

}

• Planning for the next term, not just this one

• Virtual Expansions Framework

• BeauLful Hub

• Working on standards educaLon

• CreaLng be/er naLonal educaLon cycle

• Establishing good communicaLon with the LCPs

• Bridging MC and enLty idenLLes and goals

• oGV as naLonal focus program

• OD model

• Digital MarkeLng EvoluLon

• Started igv • Move towards

purposed products

The previous MCs all focused on establishing digital channels to increase internal and external communicaLon with customers. I plan on developing, advancing, and innovaLng based on previous frameworks to work for our advantage, i n c re a s i n g o p p o r t u n i L e s f o r m e m b e r engagement, leadership, and self promoLon to increase AIESEC membership appeal

• Downscaling naLonal partnerships to upscale incoming exchange

• Expanding VAMs to surrounding communiLes

• Newsle/er access

• Membership leadership training

• More personal and purposeful internaLonal partnerships

GV GE GT

Using the framework of our organizational development model and our membership model what are your goals for entity development? Provide an explanation for your goals and a summary of strategies to achieve them.

Full Members: 3 General Members: 5 Members on Alert: 17 Official Expansions: 9

Full Members: 14 General Members: 8 Members on Alert: 12 Official Expansions: 4

EnLty Development comes when everyone has enough support. By providing each LC with the right tools as well as consistent, deep, friendly communicaLon, as well as connecLng them to each other through facilitated support systems and peer-to-peer learning between regions, each LC is sure to grow.

These are conservative estimates! By no means do I doubt that LCs can make massive comebacks in the next year — in fact I am certain many of them will.

• Shaping the AIESEC US brand around successful leadership -- alumni & EPs

• Showcasing leadership development in exchange and membership

• NaLonal and local partnerships to highlight community impact • I believe every member and their guardians can be an AIESEC advocate. HosLng parents to showcase their experience with other parents. • New EWA events (Embassy tours, UN tour, youth entrepreneurship events -- i.e. youth to business, parent advocacy sessions / adult engagement, AIESEC

graduates posted naLonally, showcasing, hosLng training sessions with business partners - open to the public, storytelling events “how my summer changed my life”)

There is no reason for the United States not to be a top enLty. We are lucky enough to be an amazing NGO with not only a fantasLc product, but an even be/er story. Aaer more than 60 years in the United States, endorsement by more than 3 siyng presidents, and countless achievements, we are MORE than capable of shining on the naLonal and internaLonal stage, and by 2020, we will.

I want AIESEC US to be an example for vision-driven business, youth leadership development, and purposeful interns/internships among businesses and young people.

How would you like to see AIESEC US positioned externally by the end of your term? Provide a summary of strategies to achieve your goal.

Ahrac9on Considera9on Value Delivery Brand Advocacy

Start: Targeted MarkeLng of Purposeful Products

ConLnue: keeping the process simple to applyStart: PosLng occasional project promoLons on facebook

Start: - treaLng people as individuals

Start: - showcase past EPs and tesLmonials Photography lessons before going abroad

Start: looking for scholarhsps and new places to host

Start: showcasing more stories for students and parents

Start: checking up on standards with enLty partners naLonally

Start: uLlizing debrief to gather materials Sending disposable cameras with EPs to get be/er quality photos than phones or giving photography sessions before

Start: naLonally partnering with career centers / showcasing them

Start: co-hosLng events with startups and career centers

Start: keeping in be/er contact with host enLty

Start: hosLng our own networking events with startups and incubators. Panels with EPs & former partners

Start: host events with local Start-ups to share skills and showcase exchange success

Start: Partner tesLmonials, linked promoLon

Start: partnering with transportaLon companies

Start: effecLve pre-departure event to gather materials

Stop: Allowing people to apply to thousands of opportuniLes without guidance (currently avg. of 10 applicaLons per applicant)

Start: showing the benefits of internaLonal experience — partnership panel

Start: partnering with transportaLon companies

Start: debrief for gathering materials and offer to showcase EPs at AIESEC events

Start: Reaching out to companies via linked. ConLnue: A/ending networking events & career fairs

Start: PromoLonal videos and email markeLng

Start: maximum intern integraLon into local LC

Start: uLlize personal website to highlight tesLmonials

iGV

iGE

iGT

OGV

oGE

oGT

Putting yourself in the shoes of our customers in each of our current products, what would you start, stop, and continue to improve their experience/ (Answers based on the customer flow).

OGV

iGET

oGE

oGT

Fin & L

OD

PM

PD/PR

BXP

I am looking for teammates who lead by example, who push themselves before pushing others, and who take risks for the benefit of the team.

I want my teammates to put their team before themselves, and to make developing each member their focus.

Explain your initially proposed MC structure and what skills and attitudes you will be looking for in your team.

What kind of leadership does AIESEC US need in the 2018-2019 term? How would you describe your leadership style and how will you use that to lead your team and AIESEC US in 2018-2019

My leadership style is one of inspira9on, enthusiasm, trust, and passion for excellence, helping my fellow AIESEC members be at their very best.

AIESEC is a youth leadership movement. We must focus on our youth and uLlize our creaLvity, our agility, and our willingness to try new things as a means for unprecedented achievement. Aaer the lowest membership year ever we need to focus inwards on our youth before we can focus on our markets and our exchange. We need to promote empatheLc leaders who recognize bo/lenecks and help their teammates to find soluLons. We need drivers of change who communicate well and encourage others to succeed. We need personal relaLonships between every team, and a focus on each other as catalysts for exchange.

As a leader I create an environment of trust where people can admit that they don’t know something, and we can work together to create soluLons. By building people into our plans, I remind my team of what needs to happen and I lay out a framework for what needs to be done, but I always leave it up to them for how to do it. If there’s a problem, I give Lme and energy to help them discover the soluLon. I believe in the power of people, that if you give anyone the right tools, they can become leaders. As MCP I will listen to understand, and strive to develop the best tools for every member to ensure they are on the right path towards leadership.

Each team leader must make their team feel safe, comfortable, and content. They must know the people who work for them to help enable them rather than push them. Our results are only as good as our team.

Numbers may run the world, b u t p e o p l e make it

AIESEC is about people. No maher how many or how few exchanges we do, in the end it’s about the people we impact — both members and exchange par9cipants. I believe deeply that if we take care of the people around us, if we inspire them to realize their dreams, and if we give them our 9me, numbers will come. AIESEC is about leadership and about enabling our members to develop their leadership poten9al. Our members are our greatest assets, our greatest strength, and our greatest advocates. Only if we place our confidence, our resources, and our trust in them will we be successful. If we start with US, we will be even more successful at crea9ng leaders out of our exchange par9cipants. So let’s start! One person at a 9me.

W. Francisco Kilgore AlKursi, Amman, Jordan

+1 707-934-7024 [email protected]

Education

The George Washington University, Washington, D.C. January 2017 BA of Anthropology Summa Cum Laude, Minor in Music

Macalester College, St. Paul, Minnesota August 2013 - May 2014

Experience

Tesla, Washington, D.C. January 2017-June 2017 Customer Experience Specialist • Top Lead Generator for February • Led customers through sales process generating +$300k of sales • Enthusiastically educating all customers and fans about the Tesla brand • Provided high quality customer service to new and existing Tesla owners

GMR Rio 2016 Olympics Hospitality Team August 2016 VISA Hospitality Floor • Welcomed international guests to their VISA olympic hospitality experience by offering suggestions for their stay in Rio,

and informing them about program details • On-boarded and checked-in +1,000 guests efficiently in Spanish, French, Portuguese and English to minimize wait time

and ensure customer comfort • Translated for and collaborated with GMR, Quantum and VISA team-members to quickly solve customer issues

regarding wearable payment devices while maintaining a calm and friendly composure • Troubleshot with VISA technical support to discover and fix check-in database issues

AIESEC in Washington, D.C. January 2015-January 2017 Vice President of Marketing • Leading 9 person team to create and manage events, media campaigns and company partnerships that further our goal

of student exchanges • Meeting with GW and local university departments and D.C. business-people to negotiate sponsorships, event

coordination, and career fair registrations • Formulating team structure, coordinating outreach logistics, and overseeing 150+ person Culture Night to highlight

cultural organizations from GW • Interacting with students, professors, business people and thought leaders to best inform them about AIESEC’s mission,

goals, and actions. Director of Logistics for Youth to Business Forum and Marketing Team Member January 2015-December 2016 • Oversaw speaker and guest registration, food & beverage, and marketing logistics of an AIESEC Forum with 100+

attendees from the D.C. Area • Communicated with professors, business leaders, and academic departments to promote AIESEC’s business-focused

programs and increase total internship exchanges

Websight Design, Sausalito, California January 2014 & June 2015 Intern • Analyzed client site-visit statistics with Google Analytics to suggest customer reach maximization • Researched and wrote about relevant IT topics to supplement bi-weekly company blog

Awards & Honors

Phi Beta Kappa May 2017 Jane B. Hart Award for Academic Excellence May 2017 Skills

Technical: iLife, iPhoto, iOS, Microsoft Office, Google Analytics, Adobe Photoshop, Illustrator Language: Portuguese (Bilingual Proficiency), Spanish (Professional Working Proficiency), French (Professional Working Proficiency), Arabic (Intermediate Proficiency)

Activities

GW Students Against Sexual Assault September 2014 - January 2017

November 28th, 2017

Dear AIESEC United States,

It is with great excitement that I am writing this letter to endorse the candidacy of William Francisco Kilgore for the position of Member Committee President for the term 2018-2019.

I first met Francisco in the fall of 2015 when I joined AIESEC DC. I remember how he went out of his way to immediately make me feel welcome and comfortable in a new environment. This interaction is the perfect way to sum up Francisco’s character, always working to create an inclusive environment in order to make everyone feel valued. Somehow, Francisco weaves warmth and comfort into every conversation he has, giving everyone the space to be their most authentic self.

I had the privilege of collaborating closely with him while on the executive board in 2016, as he was VP Marketing when I was VP oGV. Working with Francisco over these past couple years has been an absolute pleasure. Through my roles as a general member and VP of AIESEC in Washington D.C., Francisco has been a consistent source of guidance, friendship, and motivation. For as long as I’ve known him, Francisco has been devoted to the improvement of AIESEC by working tirelessly to bring innovation and impact to the organization, while never sacrificing his diligent care for the development of AIESEC members such as myself.

As Francisco’s peer, mentee, coworker and friend, I can confidently speak to his outstanding qualifications. Francisco’s commitment to growth and development can be seen through his results as LCVP of Marketing of AIESEC in Washington D.C. Francisco led his team to push past turbulent university relations and develop meaningful partnerships with our Center for Career Services for the first time in over a decade. Francisco personally worked to broaden AIESEC in Washington D.C’s university reach by conducting unique partnership meetings with Deans, Professors, and the Center for Student Engagement. Francisco’s devotion to strong brand alignment, and creative marketing campaigns helped our outgoing exchange program grow by over 120% from 2015 to 2016.

Furthermore, he demonstrates many innate attributes that are critical to successfully leading a team. These include perseverance, attention to detail, curiosity, outstanding problem solving abilities, and a brilliantly innovative mind. I can confidently affirm that Francisco embodies the values that we strive to have as AIESECers. He is proof that living AIESEC's values develops leadership. He is respected and admired by those around him, always leading by example. I have never met someone as genuine and true to themselves as Francisco.

It is through many experiences working with Francisco over the last two and a half years that I confidently endorse him to be AIESEC United States next MCP. If you have any questions on my endorsement of Francisco Kilgore, please feel free to contact me via my information below. Thank you.

Sincerely,

Camilla Kummen Local Committee President 18.19 AIESEC in Washington, DC [email protected]

26th November 2017

To Whom it may concern;

I’m Cris4na Viale, current Member Commi;ee President of AIESEC in Jordan, and I’m officially endorsing Francisco Kilgore as MCP of AIESEC in the US for the term 2018-19.

Francisco is current MCVP Customer Experience for Enablers in my team, rarely in my AIESEC experience I’ve seen a member of the organiza4on grow so fast, bringing fresh perspec4ves, challenging the current status of the opera4ons and ac4vi4es, showing humbleness and a proac4ve learning aTtude.

I recommend him without any doubts for the following reasons:

Listening approach and humbleness Francisco is a person that always finds 4me to listen to the people around him. He has the ability to show different perspec4ves, giving insights. Thank to his family’s educa4on and learning aTtude, Francisco is always looking for new input to improve and grow. Francisco is never arrogant but instead shows a very open aTtude and humble approach.

Crea5vity and disrup5ve approach Francisco has shown a disrup4ve approach throughout this MC experience, he always challenges different ideas, presen4ng new possible solu4ons based on theory or previous experience outside the organiza4on. This crea4ve approach has unlocked several situa4ons inside the MC team of AIESEC in Jordan.

Communica5on and mediator skills Francisco has great communica4on skills, he has a good understanding of different communica4on styles, and he especially able to interpret different styles based on culture. This gives him the ability to be a good mediator during any discussion space.

External Relevance Thanks to his AIESEC experience in the external department Francisco knows how to represent AIESEC in the best way, connec4ng the organiza4on purpose to the external world and capitalizing on external opportuni4es.

World ci5zen Since childhood, Francisco has lived the importance of cultural understanding, thanks to his family environment. In daily life and work his high understanding and tolerance of different cultures stands out. This aTtude enables Francisco to have a deeper understanding, rather than judgement, of the different behaviours. Thanks to these skills he is able to explore differences in cultures and capitalize on them as new opportuni4es rather than as barriers to success.

For these reasons and for many others, I think that Francisco Kilgore would be an amazing MCP for AIESEC in US for the term 2018/19.

Sincerely,

For any further ques4ons don’t hesitate to contact me:

E-mail: [email protected]

WhatsApp: +39 3403526014

AIESEC جمعية تنمية مهارات الشباب القياديةPO Box 841148 | Amman 11181 | Jordan | aiesecjo.org | [email protected]

Francisco Kilgore

Documents

Transcript of Francisco Kilgore