Recent positions - Higher Education:Executive Director of Enrollment ServicesLife Chiropractic College WestCorporate Director of AdmissionsFlorida Career CollegeDirector European Recruitment and MarketingSchiller International UniversityDirector of Admissions and MarketingCarlos Albizu University

Carlos R. Alicea

Content

General Background

Relevant Experience

CAU Simple Format Case study: Admissions/Marketing

Key Results

International Experience

Management Style

Outside vendors experience

General Personal-Professional Background Bachelor in Music, with Distinction, from Indiana University

MBA from The Wharton School

Six Sigma-Green Belt certification

Harvard Summer Institute on Admissions certification

Extensive domestic and international experience in the areas of sales, management and marketing

Significant P&L experience, $1-10 million budgets

Extensive, successful people management experience (10 to 130 employees)

7 years Higher Education-Director of Enrollment Management experience

+15 years management, sales and marketing experience

Recruitment, Admissions & Marketing

Carlos Albizu University – Simple Case Study

Operational Analysis(key to understand current operations and areas of opportunity)

Historical trends-inquiry/enrollment cycle

Prospects/Inquiry management and conversion

Messaging and communications to prospects

Department’s structure, work flow and accountability within the team

Faculty-Alumni participation in recruitment process

Outreach events and their efficiency/yield

Budget utilization

Key Strategic Issues

Declining New Student Enrollment

Staffing and departmental work flow

No tracking of conversion rates

Team building - staff training

Low staff morale-high staff turn over

Historical late achievement of targets-timing of prospects follow up

Lack of presence in High Schools and Community Colleges

Lack of Alumni-Faculty engagement in enrollment process

Strategic Issues sample ActionsDeclining new student enrollment

2006 results –5% vs. 2005 results

Staffing and departmental work flow

Tracking of conversion rates

Developed plans to solveunderling strategic issues

Staffed against strategy Filled vacant positions Terminated under-performing staff Assigned specific programs to

counselors (cross functional culture) Weekly staff meetings Constant training and monitoring

staff results

Implemented measurement criteria Developed conversion Table: by term

by program with Historical perspective

Shared weekly with full staff and key Management

Conduct one on one audits for timely action as conversion issues arise

SP08/SP07 Trends & new enrollment conversion to date

Sample tableINQ % APP % ADM % Enr Enr %

PROG. 2007* 2008** var. 2007 2008 var 2007 2008 var 2007 2008 Var.

PsyD 180 174 -3% 41 37 -10% 24 25 4% 21 22 5%

MS 175 193 10% 47 59 26% 38 36 -5% 34 36 6%

I/O 32 14 -56% 17 4 -76% 11 3 -73% 9 4 -56%

Bs Psy 199 159 -20% 41 52 27% 27 52 93% 26 53 104%

BA EE 127 146 15% 38 23 -39% 28 20 -29% 28 19 -32%

MS ESE 25 32 28% 9 15 67% 6 11 83% 6 9 50%

MS TESOL 35 30 -14% 13 14 8% 7 12 71% 7 12 71%

BBA 215 171 -20% 43 23 -47% 32 15 -53% 20 14 -30%

MBA 81 80 -1% 13 8 -38% 9 5 -44% 6 5 -17%

ESOL 32 14 -56% 11 9 -18% 6 7 17% 4 6 50%

Non Degree 173 21 -88% 10 1 0% 10 1 -90% 10 1 -90%

1274 1034 -19% 283 245 -13% 198 187 -6% 171 181 6%

* 1/12/2007** 1/15/2008

Conversion by program:INQ/APP % APP/ADM % Enr ADM/ENR %

PROG. 2006 2007 var 2006 2007 var 2006 2007 Var.

PsyD 23% 21% -7% 59% 68% 15% 88% 88% 1%MS 27% 31% 14% 81% 61% -25% 89% 100% 12%I/O 53% 29% -46% 65% 75% 16% 82% 133% 63%Bs Psy 21% 33% 59% 66% 100% 52% 96% 102% 6%BA EE 30% 16% -47% 74% 87% 18% 100% 95% -5%MS ESE 36% 47% 30% 67% 73% 10% 100% 82% -18%MS TESOL 37% 47% 26% 54% 86% n/a 100% 100% 0%BBA 20% 13% -33% 74% 65% -12% 63% 93% 49%MBA 16% 10% -38% 69% 63% -10% 67% 100% 50%ESOL 34% 64% 87% 55% 78% 43% 67% 86% 29%Non Degree 6% 5% 0% 100% 100% 0% 100% 100% 0%

22% 24% 7% 70% 76% 9% 86% 97% 12%

Strengthen relationships with partner institutions

Developed HS specificCollateral

Historical media mix efficiency-yield by source, etc. Competitive use of media Local competitive pricing Implementation of focus groups to asses and establish current branding

benchmarks Current key selling points, call to action as well as clarification of issues

(e.g. accreditation)

Revision of collateral materials for message, consistency and focus Advertising cost per inquiry vs. total cost to recruit Conversion Metrics by program, by term, by vendor Alumni and Faculty participation

Marketing-Advertising Analysis

Marketing Key Strategic issues

No quantitative or qualitative research on consumers (prospect students-current students) Brand Assessment Benchmark

No use of industry benchmarks for cost to recruit Accreditation perception - University’s name:

Hispanic Institution

Institution visibility-validation in mass media CAU-PR and CAU-Miami Branding and collateral

materials disparity

Media committee scrutiny

Strategic Issues Sample Actions

CAU-PR/CAU-MIA branding/collateral materials disparity

Lack of cost to recruit industry benchmark

Accreditation perception-Univ’s name: solely Hispanic institution

Aligned Brand look/feel Developed/sold-in Brand

Standards Proposed updated logo

Use of NAACAC/Noel Levitz cost to recruit studies for performance measurement

Reworked communications Accreditation focused Stronger key selling points Stronger call to action Updated look/brand

character

2005 2007

print advertising

Developed Brand Standards Manual

CAU 2007-08 Key Results

2007 largest new enrollment class in CAU/Miami History +12% over goal

Targets for summer and fall 2007 and thereafter were achieved 100% prior to start of classes First time in 25 year University history

No staff turn over in 1.5 year Cost to recruit, per student: 30% below Industry benchmarks Increased team productivity and ownership development

International Management Experience

- Director European Recruitment and Marketing, Schiller- Regional Director Latin America, BMG/CDNow.com

- Director International Marketing, BMG

Management style: Team- metrics driven: inclusion/ownership model/plans

developed by the team assuring full departmental commitment Establish clear goals Trust environment – open clear communication of goals and

current situation Challenge the established Hands on-Demanding- without micromanaging Team – Management shared vision Mentorship-training Expect success from team -risk taker

“Success is the ability to go from one failure to another with no loss of enthusiasm.”

Sir Winston Churchill

Outside vendors management experience

Media Buyers Lead Vendors Printing Companies Designers TV and New Media production companies PR agencies Legal Counsel

Thanks for your consideration!