The

only limit to your impact is your commitment and imagination ~ Anthony Robbins

To the National Plenary of AIESEC New Zealand,

I want to thank you for considering my application for your Member Committee for the 2015/2016 term. I am truly honoured to be a
part of the selection process and I am very excited to announce my candidacy for MCVP of BD and ICX to continue my path of
development in AIESEC.
I have been a member of AIESEC since May 2012, when I first embarked on a life-changing GCDP in Greece. Since then, I have engaged in
various experiences within the organization such as TL, LCVP, FACI and NST. I am addicted to this platform for positive impact and
leadership development, and I am looking to further challenge myself in an MC role within New Zealand. I believe that we are set up for
success; what we need is a commitment to the purpose of the organization and to believe we are the generation that is going to impact
New Zealand to reach remarkable heights.
2015 is an important year for AIESEC as it is the final year of our organizations mid-term vision and we will be facing some major
changes. This is the turning point for us, as the next year will set the direction for Vision 2020 and the leaders involved will be defining
the new status quo. Taking the bold decision of applying to lead the generation that will be responsible for the biggest change in the last
five years is probably the biggest and most challenging decision I have made in my life. I truly believe that I have what it takes to be one
of these leaders and that this entity has the potential to achieve the greatness and relevance that we envision.
My experiences as an LCVP and NST TL reflect that I am a passionate and capable leader who will work hard to evolve BD and ICX in a
sustainable way. MC One has done an incredible job this term setting a strong foundation, and what we need to focus on now is building
on it by determining what AIESEC New Zealands unique value proposition is for stakeholders. My goal is to see AIESEC New Zealand
stop being complacent and start taking risks to grow BD and ICX to increase the amount of quality experiences we deliver annually. I
envision one united AIESEC New Zealand that is a collaborative, transparent and positive environment.

I would love to have your support in the upcoming year to elevate AIESEC New
Zealand from mediocrity to greatness.

Yours truly,
Anchal Dhingra

Nationality
Email
Skype
Phone
number
Academics

Languages

Canadian
Anchal.d@aiesec.co.uk
Anchal.dhingra
+1 519-722-1305
Bachelor of Business Administration-
specializing in Marketing and
Entrepreneurship (4th year to graduate April
2015)
English (Native), Hindi (Fluent), French
(Intermediate), Spanish (Beginner)

Conference and
Duration
Global LEAD Conference:
5 days

Month,
Year
November
2014

Czech Republics Fall

Conference: 1 week

November
2014

iGIP and - How to adapt to a completely

Simulation unfamiliar entity
Facilitator - How to change mindsets

UKs MAXIS Conference

and National Sales
Program: 5 days

November
2014

iGIP
Facilitator

- How to create agenda and content

for sales programs and different
tracks
- Motivating burnt-out VPs

International Train the

Trainers Vienna: 1 week

September
2014

Advanced
Track
Facilitator

- How to adapt content to meet

different needs of delegates
- How to improvise effectively

Canadas National
Leadership Development
Conference: 5 days

May 2013

Delegate

Entity

Role and Duration

United
Kingdom

NST Team Leader of

New Sales (6 months)

Role

Learnings

Delegate

- How to implement LEAD touch

points in every AIESEC experience
- Thinking unconventionally

- Importance of my role as VP
- How to manage my team

Responsibilities, Learnings, Achievements

-
-
-

Managed a team of 4 coaches from 4 different parts of the world

o Learned how to manage people with different backgrounds and sets of experiences effectively
o iGIP coaches were voted as some of the best NST in the network
Co-created and implemented sales evolution
o Learned how to adapt to a different entity and create a strategy according to needs
o Implemented BCPs from Canada that are integrating well with the UK reality
Co-delivered 2 successful sales programs at summit and national conference

Canada

NST National Trainer

(4 months)

Facilitated two successful regional Train-the-Trainers conferences

o Standardized content across Canada and developed tracking system for certified members
o Certified 75% of the delegates of which 100% delivered trainings afterwards

Canada

VP Corporate
Relations, Alumni
Relations and Incoming
Exchange (1 year)

-
-

Managed a team of 8 members with 2 team leaders

Hosted first-ever Corporate Networking Event
o Attracted 50 leads, raised 1 TN and created 2 new partnerships ($1000 total)
Increased sales activity by 300% from 2012, providing 2 new account signings, 1 resign, and 2 strong leads that were signed within the
first month after my term
Learned how to deal with difficult people, how to manage a team, how to balance priorities and how to communicate with various
stakeholders
Improved sales culture within my LC

-
-
-

Canada

TL Incoming Exchange
(4 months)

-
-

Managed a team of 4 members

Handled the delivery of 1 account and was able to resign during my VP term

What will be the unique contribution you could bring to 15.16 team in
What is your personal motivation to applying to be part of AIESEC New
AIESEC New Zealand?

Zealands MC team?
AIESEC New Zealand has had many internationals on their MC team
AIESEC has a lot to do with the person I am today and its incredible to reflect on how
throughout the years, and I truly believe there is much benefit in this.
much I have grown. Ive had the intention to apply for an MC position for a while now
People from different countries have different sets of experiences and

because
I truly believe I can excel at the national level and am capable of creating
different ways of thinking, which can provide more innovative and diverse
further impact. If I am elected, I want to be able to make my mark and be satisfied by

solutions to problems. I believe my diverse experiences both within and
the end of my term. I would want to improve current exchange numbers and I would
outside of AIESEC will help me contribute new strategies, ideas and

want everything I implement to be both effective and sustainable. Personally, I would
solutions to AIESEC New Zealand. In addition to providing a fresh

like
to further develop my strategic, management and sales skills in addition to
perspective to the entity, I will be able to share BCPs from Canada as well
growing
my global network and building strong relationships. New Zealand is an

as other entities I have worked with in the past. Being both action-
attractive entity to me because every AIESECer I have met from there has inspired me.
oriented and a big idea person, I believe I can be a change agent to help
I believe reaching potential has everything to do with the people, and the people of
AIESEC New Zealand reach new heights in ICX.
AIESEC New Zealand are very friendly, hardworking and intelligent. I am also drawn to


New
Zealand as it is quite different from any entity Ive worked with in the past in Identify 3 key
trends from the sectors mentioned below and explain how AIESEC
terms of ICX, and I am curious to see how I can help evolve BD and ICX numbers and
can
b
est
c
apitalize
on them:

processes to new heights.


IT Talent Gap

What kind of leadership does AIESEC New Zealand require moving
Opportunity to connect NZ tech firms with the right global talent
(iGIP)
forward? How have you demonstrated these qualities in your

Growing
SME and start-up market
AIESEC or other experiences? (Give examples)
I believe AIESEC New Zealand requires leaders who are committed to the
purpose of our organization. This will not only help engage members, but will
keep them wanting to contribute to organizational goals intrinsically. There have
been two times now where I came close to quitting AIESEC- a low point during
my LCVP term, and when I ran for LCP but wasnt elected. I decided to continue in
AIESEC because I have lived the AIESEC exchange experience and truly believe in
the value of this organization and its purpose. AIESEC New Zealand requires non-
complacent leadership to help break through limits and achieve greatness and
relevance that lies in its potential. In my NST role in the UK as well as during a
FACI experience in Czech Republic, I was able to contribute to changing the
mindset of members. Once members truly believed that they are capable of
making AIESEC great and relevant, activity skyrocketed through the roofs and
unity was in the air.

Business and
Economy

Students and
Youth

Employer emphasis on non-formal education

Opportunity to provide developmental experiences for NZ youth
(oGIP and oGCDP)
Youth account for a third of unemployment (oGIP)
Increase in international student presence in NZ
creates multicultural environment and results in students being
open minded to other cultures and to the idea of going abroad

AIESEC is most relevant for this market and there is an

opportunity to capitalize by highlighting our cost effective value
proposition (iGIP)
Economy dependent on international trade
Opportunity to capitalize on prominent tourism industry through
iGIP

Universi7es

Diversity of opportunities available for students within NZ

Increases both self-awareness and cultural-awareness and can
be capitalized on through OGX (oGIP and oGCDP)
Increasing number of students pursuing higher level formal
education
larger market for TMP, TLP, and OGX programs
High quality of university education in NZ
Can leverage highly skilled students to create entity
partnerships and increase OGX numbers

Analyze AIESEC NZs LC development strategy (LC

linking/coaching). What would you do to improve it?

How can AIESEC be more relevant in New Zealand?

Although New Zealand is quite a developed country, some of the

issues remain similar to developing nations such as gender
inequality, poverty, and youth unemployment. According to the
World Economic Forum, the three essentials for leaders in the
new context of the world are business frameworks, conceptual
skills and human skills. The Forum established that developing
the leadership the world needs requires individuals need to be
placed in a challenging environment and also go through a learn-
by-doing experience with reflection and value generation. This
just so happens to be what we do in AIESEC. AIESEC remains to be
relevant in the Kiwi society as it develops leaders who not only
possess these skill sets, but also are working to create positive
impact in the world. I believe we can be more relevant by focusing
on quality in every experience we deliver.

Currently,
AIESEC NZ uses the Greiner
curve
for
coaching. Each LC has an
S
assigned MC coach who represents

the main touch point for the EBs. One
thing that is great with the current
system is that the MC is flexible with
coaching depending on what the
needs of the LC are, and I would
definitely
continue
with
this
flexibility. In terms of improving this
model I would suggest grouping LCs
with similar realities together and
creating an exchange focus area for
each cluster. This way, MC members
can co-create strategy with the EB. I
would also suggest an accountability
system of having a monthly coaching
call with the LCP and respective LCVP
and potentially giving more coaching
responsibility to NST.

In your opinion, what is the role of the MC?

The Member Committee exists for various functions, and should always be the main
driver for financial sustainability and program development. In order to develop AIESEC
New Zealand, the MC must provide direction, guidance and motivation. The Member
Committee serves as the organizations most experienced and strongest leaders, which
understand the current needs and direction of the organization. It is important for the MC
to consider the realities of each of the LCs when creating the national vision and goals. A
Member Committee is only as strong as their local committees, and the LCs are the
entities that sell our programs directly and bring in our program revenues. If our LCs are
unsuccessful, the sustainability of our organization is jeopardized, hence the MCs role is
to support and direct our LCs towards continued growth by providing strategies and
training material to encourage member development.

Analyze the current portfolio of AIESEC New Zealand BD Team and identify
key improvements that shall be done for the next term.

The 14/15 BD team focused on building a strong foundation for future growth and
improving AIESECs brand reputation in the New Zealand community. Currently,
AIESEC New Zealand is poised for growth, but there are still a lot of improvements that
need to be made. AIESEC New Zealand has not identified what their unique value
proposition is for companies regarding BD, and this bottleneck stems from a lack of
direction in the past. For the next term, I would focus on driving iGIP through BD at the
national level and solidifying more formal partnerships with the relationships that
were improved this term (ex/ with the government).

What is the role of the MCVP BD and how does it differ from the other
functions in the MC?
The MCVP BDs role is to have a clear strategy on supporting sales within their
entity. After defining potential markets within New Zealand, BD acts to develop a
regular relationship with key companies. An MCVP BD must have selling
expertise and create long-term value for the entity from customers, markets and
relationships. This role differs from other functions in the MC as it is the role that
ensures financial stability within the MC by bringing in revenue through either
ICX program offerings or by leveraging relationships in other ways such as the
creation of partnerships. It is also the role that represents the external face of
AIESEC, which is important to build a strong brand reputation among the entity.

What will be your 4 strategies for BD and ICX coaching ensuring

sustainability for MC and growth for the LCs?

1.
-
-
-

Implement a Sales Education Program

To create pipeline for future implementation of LC iGIP
Share BCPs that have been successful in Canada and the UK
Build on the NSP for Auckland and grow it organically by creating a pre-
conference program for new members before a National Conference
- Important to grow ICX numbers and eventually get LCs to do sales activity
2. Splitting Subproduct Focus
- Selling IT in the north and engineering in the south due to the earthquake
- Important to make AIESEC relevant for all communities within NZ
3. Capitalize on BD/OGX synergies
- Leverage OGX as a value proposition when packaging subproducts to
companies
- Important because there is no clear value proposition at the moment
- This will increase AIESECs relevance for companies in NZ

Crea7ng a strong sales pipeline

Member retenDon is an issue that aects New Zealand severely. Currently there is no pipeline
for the NaDonal Sales Force. I want to work with TM to create a strong and sustainable sales
pipeline.

Crea7ng a sales educa7on cycle for members

In order to grow ICX numbers, we need to implement a sales educaDon program. As the LCs do
not currently contribute to ICX, this will be important for future implementaDon of LC iGIP.

Leveraging senior sellers

Members who have done the NSP should be leveraged to train the next generaDon to make
NSF transiDon sustainable.

Build the Na7onal Sales Force

The NSF should eventually be split into New Sales and Account Management and should focus
on delivering sales trainings in order to build a strong sales pipeline. The MCVP should work
with TM to build a rewards and recogniDon system for ICX members to increase moDvaDon.

Choose and explain 3 key focus for your term as VP BD.

Describe sales in 350 words maximum

I believe sales is the most important function in any organization. Regardless of how
good of a product or service exists, it cannot succeed with poor sales. Sales is the act of
convincing stakeholders to buy into an idea by understanding their needs which
results in a transaction between two parties. It is important to strive for mutual benefit
in sales and the best deal is when both parties walk away from the table equally
satisfied. Sales involves doing market research to see which industries are out there
for your service/product, profiling the companies that would be a good fit with your
organization and then prospecting those companies by contacting them. Sales in
AIESEC represents getting a company to buy into our organization by taking on a
global intern through our iGIP or iGCDP programs. More importantly, each sale in
AIESEC is tied to a persons life, and the ultimate goal that we strive for is to change
this persons life. In order to succeed in sales, one must be familiar with the
product/service, be confident during the process of selling, be able to overcome
objections, and understand the importance of the follow-up.

DVENTUROUS
ORM-CHALLENGER
REATIVE
APPY
MBITIOUS
OVING

To the National Plenary,

It is with great pleasure that I endorse Anchal Dhingra, for the position of Member Committee Vice
President for AIESEC New Zealand for the 2015 2016 term.
AIESEC New Zealand is an entity whose exchange growth has stagnated for the past few terms and I
personally believe that this country needs something new and innovative to rejuvenate itself.
Anchals large amount of overseas experiences can really benefit the country by providing a whole
new perspective to the way operations are conducted. Anchal has shown great leadership capacity
and success from the number of roles shes been placed in which just shows her immense
commitment to the organisation. As a person Anchal is an extremely hardworking and passionate
individual who will go to great lengths to achieve her goals and has a clear vision for AIESEC New
Zealand.
Given the aforementioned reasons, I would like to endorse Anchal Dhingra as Member Committee
Vice President for the 2015-2016 term. I believe that under her leadership AIESEC New Zealand has
the ability to realise its potential and grow exponentially.
Yours Sincerely,

Shantanu Padhye
Local Committee President of AIESEC Auckland 14|15
AIESEC New Zealand

To the National Plenary of AIESEC in New Zealand,

I have had to pleasure to work alongside Anchal in various roles
throughout my tenure in AIESEC. Starting our work together in
AIESEC in Canada, I was over joyed to work with someone so
passionate, caring and hardworking. My first opportunity to work
with Anchal was at our Southern Ontario Sub-Regional Conference,
where she was able to inspire and empower a fresh crowd of
members from our region, I still remember her session as moving and
impactful.
Throughout Anchals term on the NST of AIESEC in the United
Kingdom, she has excelled and brought new perspectives to our
entity. Coming into a new reality with a whole set of new challenges,
Anchal was determined to help co-create a change in our network.
Anchal went beyond her role and truly helped push a new direction
for our Incoming Global Internship Program. Not only coaching and
supporting our members, however assisting and adapting to the
national direction, innovation & empowerment of our national sales
force. The qualities I see in Anchal are those that I would recommend
any MCVP to hold.
In my time of working with Anchal, she has certainly grown to
become a strong leader in our network who does not disappoint. She
is highly determined, intelligent and refreshing to work with.
If there are any concerns or questions regarding this
endorsement, please reach me at david@aiesec.co.uk or +44 07596
709471.

Sincerely,

David Morgan
National Vice-President of Sales Development
AIESEC in the United Kingdom

To the plenary of AIESEC in New Zealand,

As a proud alumnus of this organization, it is my pleasure to endorse Anchal Dhingra to
be part of the next Member Committee of AIESEC in New Zealand.
Anchal began her journey with AIESEC as an exchange participant that I recruited
during my VP OGX term at AIESEC Laurier in Canada, 2012. After a memorable GCDP
in Greece, she returned ecstatic and ready to make a huge impact in our LC. Because I
saw massive potential in her, I selected Anchal as my VP of Incoming Exchange during
my LCP term in 2013.
During her time in AIESEC Laurier, Anchal always motivated her team to achieve high
results and to think outside of the box, which led to a growing amount of marketing
meetings as the year went by. She proved innovation by pioneering our LCs first ever
Corporate Networking event, which has since become a staple in AIESEC Laurier, with
back-to-back successful external events being held by the committee.
Anchal has not slowed down in her AIESEC experience since departing at the local level
by taking on national support roles for AIESEC in Canada and the UK, and multiple FACI
roles where she has been able to inspire and develop the leaders we create in AIESEC.
It is clear she still has so much to offer for this organization and her track record on the
local, national, and international level speaks for itself.
AIESECly yours,

Michael Fragiskatos
Local Committee President 2013, AIESEC Laurier

Anchal Dhingra
208 Northwood Drive, Toronto, ON M2M 2K4
SKILLS
Outgoing and creative team player with numerous experiences in a leadership role
Takes criticism and feedback well and works towards self-improvement
Proficient in Microsoft Office, iWork, Nielsen Answers, Salesforce, Podio, Adobe
Photoshop and Adobe Illustrator

WORK EXPERIENCE
Procter and Gamble, Toronto, ON, January 2014-May 2014
Assistant Brand Manager (Intern)
Challenged with 4 projects across 5 CPG brands
Conducted thorough data analysis to provide enticing solutions to operational issues
Responsible for a 10-million dollar budget for brand operations project and acted as the
main liaison with marketing agencies
CrossChasm Technologies, Waterloo, ON, April 2013-August 2013
Product Manager
Worked directly under the CEOa to generate leads and manage clients
Responsible for system optimization and product improvement
Was able to improve product usage among clients by 15%
Developed social media presence on various platforms and metrics tracking system
eGroup Play, Toronto, ON, September 2012-April 2013
Marketing Analyst
Conducted detailed market research and industry analysis for a start-up company
Developed a complete business plan for potential investors to use
SXEDIA STIN POLI, Thessaloniki, Greece, May 2012-June 2012 (6 weeks)
Marketing Intern
Selected through a competitive process to represent Laurier as a Global Community
Development Program participant through AIESEC
Worked for an NGO who focused their efforts on dealing with children and disabled
adults
Promoted events through social media, updated website, created a blog, and had
articles published in local newspaper
TAMWOOD INTERNATIONAL CAMPS, Vancouver, BC, Summer 2010 & 2011
General Camp Counselor
Had role of live-in leader for groups of international ESL students (ages 7-18)
Supervised children, organized and led activities and excursions
Showed enthusiasm and promoted camp spirit

ANCHAL DHINGRA

ADDITIONAL EXPERIENCE
AIESEC United Kingdom, Toronto, ON, January 2014-Present
National Team Leader of New Sales
Managing a team of 4 sales coaches
Providing coaching and support for the 3 top performing committees
Facilitating sales education at summits and conferences
AIESEC Canada, Toronto, ON, January 2014-June 2014
National Trainer
Responsible for leading two facilitation training conferences for members in the Toronto
and Halifax region
AIESEC Laurier, Waterloo, ON, September 2012-December 2013
Vice-President of Corporate Relations
Researched and prospected leads for internship opportunities in the KitchenerWaterloo region
Managed a sales team, including the matching and integration processes of incoming
interns and corporate servicing

EDUCATION
Wilfrid Laurier University, Waterloo, ON, 2011-Present
Honours Bachelor of Business Administration with Co-op Option
Bayview Secondary School, Richmond Hill, ON, 2007-2011
Ontario Secondary School Diploma
International Baccalaureate Certificate Program

AWARDS AND ACHIEVEMENTS

Laurier International Outstanding Student Award, December 2013
North American Culture Show Champion, February 2012
Student Leadership Award, Bayview Secondary School, June 2011
Duke of Edinburg Silver Achievement, May 2011
4th place in DECA Provincial Written Competition, February 2011

ACTIVITIES
Mentor for Incoming Exchange Students, Laurier International
Mentor, SBESS Mentorship Program
Member, Laurier Salsa Club
Waterloo-Laurier Competitive Dance Team Member, East Meets West
Floor Representative, House Council
Intramural Volleyball