[MC 26.27 APPLICATION | now or never]

dear applicant,

I want to speak honestly about the MC experience. Today many people see it as pressure, uncertainty, or sacrifice. And some simply don't understand what MC actually is. But MC is not just another level of AIESEC. It is the team responsible for shaping the future of the organization in our country.


One of the strongest ways AIESEC does this is through ICX. When international young people come to Russia through AIESEC, they bring new perspectives, cultures and ways of thinking. They work with our companies, universities and communities, creating real connections between countries. Through this, our members begin to think beyond local borders. Over time, this becomes something bigger than program delivery. It creates intellectual and institutional influence. Imagine a future where AIESEC contributes to research about youth and leadership, analysis of future skills, or initiatives like a youth leadership index for Russia. When universities, companies and institutions start referring to ideas created inside AIESEC — that is when an organization becomes an institution.


Being in MC means working on that level of thinking. You stop thinking only about your role. You start thinking about how organizations and societies develop. But the most powerful part of MC is not the pressure. It is the team. A group of people who go through the hardest challenges together. Who argue, build, fail, learn and grow side by side. Not a perfect team, but a real one. This year we want to make that experience even stronger. Current MC members will mentor future MC candidates and openly share the real challenges of the role, so that applying to MC is not something you do alone.


If somewhere inside you there is a thought that you could do more for this organization, maybe this is your moment. Not because you are already ready but because you are ready to grow into it.


Grow to make leadership matter for Unbelievable Russia.

AIESECly, MCP 26.27, Anushervonkhoni Akrami

APPLICATION TIMELINE
DDL of application
26th of April 23:59 (GMT+3) (Application sent after deadline will not be accepted)
Application should be in English
LCP Q&A
28th of April (Interview is going to be in English)
selection process
29st - 30th of April (Interview is going to be in Russian for native, In English for externals)
Team Structure
  • MCVP OD
  • MCVP TM & expansion
  • MCVP Marketing
  • MCVP BD & ewa
  • MCVP Finance & legality
  • MCVP oGX
APPLICATION PACKAGE
  1. CV (including numbers and results of your previous experiences);
  2. Questionnaire (includes personal, general and functional questions). You need to answer all questions on the first priority and second priority. The strategies should be attach to both priorities. *20 pages including cover max. You can additionally insert links to strategy and analysis. Don't forget to number all questions.
  3. Three endorsement letters (from someone you led, someone who led you, teammate) *with date and a signature on each endorse;
  4. Motivational video (why is important for you to be a leader of AiR, what drives you to be on this position and where do you want to take AiR as MCVP) *max 3 minutes. Video should be in English.
  5. Biography (a one-page description of who you are. Maximum 1 page).
  6. Attach the test results (16 personalities and Belbin Teamroles);
  7. Blank Paper Challenge (what does “Grow to Make Leadership Matters” mean to you. Maximum 1 page)
  8. Ethics clearance: a letter provided by the ESC of your Home Entity and all the Entities you've been working (in stating you have no opened or lost ethics case) in pdf file. If clearance from a home entity is unattainable, a formal endorsement letter from the receiving entity's Board of Presidents confirming their trust in the candidate and waiving the requirement for a clearance letter from that home entity.
  9. Contact list of leaders you were working with (min 2 people)
  10. Picture: 1 picture of you in jpeg / png format (For announcements)


The whole application has to be sent in google folder format

Send it to anushervonkhoni.akrami3@aiesec.net, air.elections@aiesec.net, alyona.yuryeva@aiesec.net with subject [MCVP Application | Name Surname].


DDL: 26.04 23:59 GMT +3

Applications sent after deadline will not be accepted


Who can apply? Any AIESEC member with EB or MC experience from any national or local committee in the world can apply for the MC position in AIESEC in Russia.

*MC or LCP Experience is necessarily for OD role.

The role and responsibilities of MCVP
  • Representation
    1. Represent AIESEC in Russia at International conferences and to all our stakeholders (Government, business, NGO's, media, universities, etc.)
    2. Building up mutual benefit relationships between AIESEC in Russia and other entities
  • Planning & Review
    1. Setting the national focus areas
    2. Set the strategic direction for AIESEC in Russia
    3. Developing national plan
    4. Developing functional & individual plan for your area
  • LCs & exps couching
    1. Support LCs in planning activities
    2. Follow up on LCs performance in different areas
    3. LC to MC alignment
    4. MC to LC communication
    5. LC visits, attend and support in holding big LC events
    6. Consultancy for LC's general Issues
  • Functional Work
    1. Strategy development and implementation
    2. Commission and Network Management
    3. Innovations and optimisation of work
    4. Synergy helding
  • Information management
    1. Recording GCPs of the country
    2. Gathering GCPs from other countries
    3. Transition guidelines (MC and LC level)
    4. Tracking and saving all the files and materials used
    5. Managing files and archives of the MC
    6. Annual report
  • Team Activities
    1. Take a part in team activities
    2. Create team spaces
    3. Live it fully!
The role and responsibilities of MCVP
  • Agenda
    management
    1. Overall responsible for the conference agenda
    2. Define with MC team the conference objectives
    3. Gather inputs from MC team (especially MC VP TM and MC VP OD&Expansion) for sessions of the Conference and consulting the LCs on these matters
    4. Follow up on the Track managers in coordination the FACI (meetings, session outlines)
  • Conference Management
    1. Coordinate between MC, Chair, FACI and CC
    2. Support the CC in building the conference
    3. The MC link with the CC
    4. Coordinate with CC on the logistical needs
    5. FACI selection (application process, interview, selection)
    6. Tracking of Agenda Manager
    7. Choosing with the MC a proper chair for the conference
    8. Building up the conference timeline and ensure follow-up
    9. Gathering and compiling conference output and ensuring
  • Conference
    Facilitation

    Developing session outlines and delivering functional content related to a specific department and general AIESEC in Russia trends

MC Experience Conditions

MC Experience Benefits

  • The MC office is located in Saint-Petersburg, you should participate physically. If you are studying at a university at the same time or in the event of any extraordinary circumstances, you may be able to consider working remotely for 2-4 weeks per quarter/semester, depending on the academic program.

  • The working hours are flexible. But you must build your work routine based on the fulfillment of functional and team KPIs. Full involvement in preparing national touchpoints (This is sufficient to manage extra calls and part-time tasks).

  • Holidays / days off. Official Russian holidays are weekends (if there are no national touchpoints). In case you need to take additional day off or go to your home city you need to warn MCP in advanced and delegate your functional work to another MC member. (no more than 2 days in a row). Sick leave is granted for a maximum of 7 days (you need to find your replacement).

  • MC Salary. MC members will receive a monthly compensation for living expenses of 25 000 RUB (depending on the number of members of the board and the combination of positions, the salary may be increased). We are ready to consider a salary increase up to 40 000 RUB, but the final amount will be determined with the MCVPe F&L, based on the number of MC members and the budget.

  • Accomodation. The city of residence will be St. Petersburg. Accommodation in MC flat is covered. Be aware that it is needed to share a room with someone. Before you apply, be sure you agree with this scenario.

MC Experience Duties

  • Each MC member is expected to work at least 35 hours per week.

  • Working time is Monday to Friday, weekends are free (except of conferences and other representative duties) and national holidays; Further adjustments may be made based on the needs of the term

  • The MC term officially starts from the 1st of August 2026 till the 1th of August 2027 which is a total period of 12 months.

  • Each MC Member must be available for transition from the moment you are elected (March), after that be ready to share your JD with current MC member for practical experience.

  • Physical presence in Saint-Petersburg is required from 1th of June 2025 for the whole team; Accomodation for that period will be provided.

  • MC2MC transition will be from 2nd to 3rd May 2026 online format and from 6th to 7th June 2026 each MCe members should participate offline.

  • Only 2 MCe members can participate in the RusCo conference in April (from 17-19 of April, Moscow).
Personal guestions
Personal Questions

  1. Who are you? Tell more about your journey in AIESEC and how it has shaped the person you
  2. are today. What is driving you to continue in AIESEC? Why are you standing for MC 26.27 of AIESEC in Russia?
  3. How would you describe your leadership style? What does leadership mean to you? Why do you think leadership is important for AIESEC in Russia?
  4. What are your key strengths and weaknesses? What are your top 3 personal values in your life? What will be your unique contribution and how will they influence your term, the network and the MC team?
  5. What is your expectation towards the MC as a team? What are possible challenges you foresee in your future MC team? What is your plan as a solution and what will be your role for that?
  6. What does “Grow to Make Leadership Matters” mean to you?
general questions
general questions

  1. Considering internal and external current state; make a SWOT analysis of AIESEC in Russia. What is our biggest threat; write down one solution for it. What is our biggest strength; how do you plan to benefit from it while overcoming the weaknesses?
  2. What are your top 2 priorities in your role? Why are they important to you, and how will you bring your unique contribution to each of them? How will your strengths help you develop and drive the success of these priorities?
  3. Describe three main strategies to ensure that AIESEC in Russia will grow in people, exchanges, money. How will be the contribution of 26.27 term? What are the three main bottleneck for each pillars?
  4. Reflect on the visions and directions set by the last three MCs: MC ACTION, MC EVEREST, and MC
  5. REAL. What were the key initiatives these MC teams implemented for AIESEC in Russia? What aspects succeeded, and what areas required further development?
  6. If you could change one thing in AIESEC Russia, what would it be? Explain your reasons.
ORGANIZATION DEVELOPMENT
ORGANIZATION DEVELOPMENT

  1. Analyze the current state of three critical OD processes in AIESEC in Russia. For each process, briefly describe: the main problem, its impact on the network, 3 concrete MC-level actions you would take to fix or significantly improve it during the first quarter of your term. Which of these processes would you prioritize first, and why?
  2. What main core principles should define an updated OD model for LCs? Explore the experience of 1–2 other entities. What one concrete element of their LC support or OD model would you adapt for AIESEC in Russia, and why? How should support formats (MC visits, coaching etc) differ for LCs of different capacity levels? Give one clear example
  3. Identify the main weaknesses in the current Entity timeline management that have caused delays or failures in the past term. Propose a concrete 30-day plan to secure deadlines and transitions for the next MC term, including key steps, stakeholders to involve, and how you will monitor progress. Suggest one systemic mechanism or tool to prevent timeline failures in the future and ensure smooth execution across all LCs.
  4. Currently AIESEC in Russia has a focus on developing the digitalization of our infrastructure through Bitrix. Analyze the current IM project, make a start-stop-continue plan for the next term. Bring 3 new IM initiatives that you would like to in the future, and explain the relevance.
TALENT MANAGEMENT & EXPANSION
TALENT MANAGEMENT & EXPANSION

  1. Analyze the current state of LCs in AIESEC in Russia. Using available data (%RR, #ADV, %MATG, MX), cluster LCs into conditional groups. Identify for each group 1–2 key systemic talent-related challenges. Propose concrete actions on MC level address these challenges and develop LC talent capacity.
  2. Describe your vision of the MC role in building and maintaining national Recruitment and Onboarding standards. Define which elements of the membership cycle (attraction, selection, onboarding, integration) must be standardized nationally, explain what should remain flexible for LCs and why, and propose one concrete MC-level project, tool or framework that would significantly improve the quality of new membership. How should this approach differ for existing LCs and Expansion?
  3. Analyze the key reasons why leadership positions (TLs, VPs, EB) remain uncovered or are filled by underprepared members. Based on this, propose a two-level MC action plan: short-term (first quarter of the term): what concrete actions can MC take to stabilize leadership coverage in the most critical LCs? long-term (systemic): how would you build a sustainable succession planning and leadership pipeline system in LCs so that this challenge does not repeat? Clearly define the role of MC in enabling and maintaining this system.
  4. Successful Expansion depends primarily on people and clear MC support. Answer the following: 1) Describe the key competencies, motivation and profile of an ideal Founder and LiG for a new Expansion. Where and how should MC search for such candidates? 2) Create a high-level roadmap of MC support from the moment an Expansion team is selected until it is upgraded to a full LC. Identify 3 critical points where MC involvement is essential. 3) Based on which data (demographic, academic, ecosystem-related) should MC decide where to open new Expansion? Provide 1–2 example locations and justify your choice.
Outgoing Global exchange
Outgoing Global exchange

  1. Analyze the performance of global products (oGV, oGTa, oGTe) in AIESEC in Russia over the last 3 years. Based on performance trends and market potential, identify one product that should be the absolute growth priority for the next MC term. Define one clear end-of-term goal for each products. Identify the most critical pain point in the Customer Flow of each products. Propose one concrete MC-level change (process, system, standard) that would significantly improve the customer experience at this stage.
  2. Analyze SnD for oGV, oGTa and oGTe. What are our main IR partners, and their performance with us on each phase in the customer flow? Define the top 5 IRs and categorize them based on relevant criteria and define a clear strategies to grow with them. Define the main focus projects.
  3. Propose 3 key criteria to divide LCs into three tiers for oGV, oGTa, oGTe performance planning for the next term. Specify which term or data period you would use for this evaluation. For the lowest-performing tier (struggling LCs), identify two systemic bottlenecks preventing performance (e.g. sales process, capacity, IR access). For each bottleneck, propose one specific MC-level support tool or format.
  4. Analyse regional and global context for exchange performance per products. Who are TOP-players, who grew the most during 25.26, what is the brand of Russia on regional & global plenary in terms of exchanges. Present at least 3 GCP from Global Plenary which we can use to upscale our exchange performance.
Marketing
Marketing

  1. Analyze the development of Marketing in AIESEC in Russia over the past 3 terms, separating your analysis into National level and LCs level. For each level, please identify 3 key takeaways and define what should be taken forward into the next term, considering the current context and future growth of the organization. Based on your analysis, define one main strategic focus for MCVP Marketing for the next term and explain why this focus is critical now.
  2. Low %CR SU–APPL remain one of the main growth challenges. Identify what you see as the main root cause of failure at one critical funnel stage from a marketing perspective Propose one concrete MC-level project, system or mechanism to address this issue Explain how this solution would improve funnel performance across multiple LCs.
  3. What are our main competitors in each products (GTe, GTa, GV and MXP)? Make a competitor analysis and present the results that can be useful in building our attraction strategy: what we should capitalize on? (tool). Explain how you provide one key difference in target audience, and one key difference in core message / value proposition for GTe, GTa, GV and MXP throuth our adapted national "just real" campaign.
  4. Create project for improving UR and answers the question of how we can increase our ground marketing performance for National and LCs level?
Finance & Legality
Finance & legality

  1. Design a financial management system for AIESEC in Russia for the term 26.27. Your answer should include: key financial goals of MC (sustainability, liquidity, profitability), core income streams and cost blocks, decision-making logic (what data is tracked, how often, and how it influences decisions) and a high-level financial timeline for the term.
  2. Propose 3 concrete strategies to increase and stabilize MC income, align MC-LC financial relationships with LC performance and capacity and avoid overloading LCs while ensuring MC sustainability. For each strategy, include: rationale, implementation steps, risks and how you would mitigate them.
  3. Given that most LCs finished the previous term with negative or close-to-zero balance, choose 2 LCs with different capacity levels (e.g. high capacity vs low capacity). For each LC: 1) analyze their current financial model (key income drivers, fixed/variable costs), 2) set a realistic financial target for the next term, 3) explain how they can reach this result step-by-step, based on their existing resources (people, products, operations).
  4. Legality and interaction with the state will be one of the challenges of the next term. Describe key legal and regulatory risks for AIESEC in Russia, how F&L function should work with MC and LCs to manage these risks and what systems, documents, or routines you would implement during the term.
Business Development & Engage with AIESEC
Business Development & Engage with AIESEC

  1. Based on the last 3 years of BD performance in AIESEC in Russia, identify 3 core BD focus areas that should be prioritized in the next term (e.g. revenue growth, strategic partnerships, portfolio focus, account management). For each focus area: explain why it should be a priority now, define a clear expected outcome for the term, describe your personal contribution as MCVP BD & EwA.
  2. Assume that one of the key expectations from BD next term is revenue growth. Design a high-level sales logic for the term: which products / solutions should be prioritized and why, how sales should be structured (pipeline, proposals, account ownership), and how MC and LCs should be involved in delivering results.
  3. Describe how you see the role of EwA next term: which EwA directions (e.g. ELD, EwA initiatives, communities, partners engagement) should be prioritized and why, what value EwA should create for AIESEC, partners, and youth, and how EwA should be connected with BD, but not reduced to it.
  4. Define what “strategic partnership” means for AIESEC in Russia in the context of BD (e.g. commercial, institutional, accreditation-based, ecosystem partners). Describe one type of strategic partner you would prioritize in your term and why. Propose 2 concrete strategies to attract and secure such partnerships. Specify what credibility or visibility gain these partnerships would bring (e.g. accreditation, brand trust, access to markets).
  • MC REAL
    1. Alyona Yureva - MCP (alyoniiy)
    2. Sofya Parshina - MCVP F&L (@s_sp_sp_s)
    3. Anastasia Pleshakova - MCVP OD&TM (@ensomhett)
    4. Ekaterina Abdrazakova - MCVP Marketing (@abdrazakova_kate)
    5. Abhay Singh - MCVP oGT (@Iabhay_singh)
    6. Julia Stalmakova - MCVP oGV (@stalmakova00)
    7. Margarita Pozolotina - MCVP BD&EwA (@mdpoz)
    8. Anushervonkhoni Akrami - MCVP IM&Expansion (@itzshervon)
  • BoP 25.26
    1. Valia Plotnikova - SPUEF (@Valki_ria)
    2. Anna Sulimova - ENGEC-GUAP (@anya_sulimovaa)
    3. Anzhela Devletbieva - Moscow (@Angeliki_8)
    4. Angelina Sukhareva - Tyumen (@dreamange)
    5. Ekaterina Klimantovich - Ekaterinburg (@klimantovichek)
  • bop 26.27
    1. Ekaterina Tsaregorodtseva - SPUEF (@katetsare)
    2. Arina Ivanova - ENGEC-GUAP (@Arina_Iv_a_nova)
    3. Victor Ryakhovskiy - Moscow (@victorryakh)
    4. Milana Mikheyeva - Tyumen (@m_mikheyeva)
    5. Ekaterina Klimantovich - Ekaterinburg (@klimantovichek)
  • LiGs 26.27
    1. Vlad Chernikov - Voronezh (@intlunity)
    2. Ainur Vildanov - Kazan (@F0p3v3p)
    3. David Sultanov - Ufa (@sidpiclu)
    4. Alina Niskoromnykh - Tomsk (@linnstudy)
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