What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

ASAE has played an important role in my professional journey, and serving on the Board is an opportunity to give back to a community that has given so much to me. I am especially inspired by the opportunity to help shape the future of our profession alongside leaders who bring different experiences and perspectives to the table. As a CEO and credentialing executive, I hope to contribute a perspective grounded in governance, organizational transformation, workforce development and the belief that our strongest solutions are created with people, not for them.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I am most excited about our opportunity to turn the strategic framework into a catalyst for what comes next not only for ASAE, but for the broader association community. Our profession is navigating tremendous change, from AI and new workforce expectations to evolving business models and member needs. ASAE has an opportunity to help association professionals anticipate what is ahead and experiment with new approaches that will position associations to be ready for the future. Most importantly, we can do that together by tapping into the collective intelligence of our members and volunteers.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Always stay curious, especially when you think you know the answer. Some of the most important leadership moments begin with questioning assumptions we have accepted as fact and creating space for perspectives different from our own. Leadership is not about having all the answers. It’s about asking better questions. It’s about listening deeply and having the courage to act on what you learn.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

I came to association management from industry with a multidisciplinary background in HR, operations, communications, and public affairs roles in the steel industry. When I became CEO of the Steel Manufacturers Association in 2013, I quickly discovered that the association community was something different: a place where leaders genuinely invest in each other's success and in the elevation of the profession itself.

That sense of shared purpose is what drew me deeper into ASAE. Earning the CAE and then having the opportunity to serve on the Finance Committee deepened my appreciation for just how much ASAE does, and how it responsibly stewards member resources and pursues its mission on behalf of a remarkably diverse set of stakeholders.

What I plan to contribute as we move into FY27 is a perspective rooted in advocacy, member value, and pragmatism. I work with steel companies navigating complex issues such as trade policy, energy costs, workforce challenges, and the global push toward sustainability, all at the same time. Running a manufacturing trade association in Washington means I spend a lot of time making the case for the value steel producers provide to policymakers, to the press, the public and to our own members. This type of experience translates directly to ASAE's work of championing the broader association community. I am eager to boldly make that case.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

The strategic framework approved by our Board in August is genuinely exciting. It is something we should be incredibly proud of. The process that produced it, shaped by more than 500 volunteer leaders, members, and partners, is exactly the kind of inclusive, community-driven work that distinguishes the association sector.

The opportunity I am most personally energized by is the Trust Associations campaign. As we know from advocacy work, a single victory is simply a single victory. Building lasting understanding and acknowledgment of what associations actually do for their industries, professions, causes, workforce, and the public matters. It requires playing the long game.

At SMA, I've testified before Congress, appeared on local, national, and international media outlets, represented the U.S. steel industry on the international stage and worked directly with Democratic and Republican administrations on trade policy, energy, manufacturing, safety, workforce development, and steelmaking technology. As a 35-year industry veteran, I have seen firsthand what happens when an industry goes under communicated, under recognized and underappreciated for its expertise and wisdom. I believe The Trust Associations campaign is an investment in making sure the association community never finds itself in that position. I think ASAE does extraordinary work that most policymakers and opinion leaders simply do not understand. Changing that is a mission I care deeply about.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Access and respect are not entitlements. They must be earned. I said something close to that at a global steel conference about trade policy and it applies just as much to association leadership. Whether you are seeking a seat at a congressional hearing, a place at the table in a regulatory conversation, or simply the trust of your membership, none of it is given. It is built through consistent credibility, visible advocacy, and a willingness to show up over and over even when the environment is difficult.

In my years leading SMA, I've watched the association community rise to enormous challenges: a global pandemic, domestic unrest, major workforce disruptions, rapid technological change, and a geopolitical environment that has rarely been more volatile. The associations that navigate these moments best are the ones that have a clear vision and mission and are invested in relationships, in their own credibility, and clearly articulating their value before the crisis arrives.

My advice to fellow ASAE members is this: do not wait for urgency to make the case for who you are and what you stand for. Build that foundation now. Make it clear. The CAE credential matters. Your presence at ASAE meetings and events matters. Your visible commitment to the profession via donations to the PAC and ASAE Foundation matters. Because when the moment comes (and it will come) the people and organizations that invest early in building the necessary capabilities are the ones that lead the way.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

After years of receiving so much from my community of peers and ASAE, I felt board service would be the most meaningful way to contribute to the same community. As this will be my last year and seventh year on the board, I hope to offer guidance or mentorship to new board members, as well as continuing to encourage authentic conversation around our most consequential topics.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I'm most inspired by the commitment to engage the membership in co-creation around our body of work. We have a cohort of younger professionals and many other volunteers looking to make a mark on their profession and inside the ASAE ecosystem, and I want to see the connective tissue strengthen between their work and the board's work.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Everyone has something to contribute. A room full of association executives can feel intimidating, as though others have more experience or knowledge than you. The truth is - no matter where you are on the career ladder or how long you've been doing this - everyone has a unique experience that can be helpful to others. My advice is to share and engage.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

12 years ago, when I took on the CPSE CEO role, I knew I needed a professional network. I was also new to the DC area, and I instantly found connection with the ASAE community. Following earning my CAE, I decided to give back and volunteered for five years with the ASAE Research Committee. As I was finishing my committee chair service, I knew I wanted to remain connected to ASAE and share my experience. ASAE’s programs and services have been instrumental to my success as an association executive and are valuable to my board and staff.

I was drawn to service on the ASAE Board for the opportunities to engage in strategic and generative discussions that would help my fellow association executives as they navigated their careers. CPSE is a medium-sized complex accreditation/credentialing association that is constantly evolving while being intertwined with our fire and emergency service partner associations. The perspective of an association executive that works in a dynamic association within an interconnected industry is unique and one I hope to continue to contribute.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

Associations are more than just nonprofits serving an industry; they are invaluable social impact organizations that bolster industries and by extension society. I am most excited about the “Grow Influence & Impact” strategic pillar combined with the foundational commitment to co-create with our members. This will allow ASAE to champion the association profession while deeply understanding members’ needs.

I look forward to continuing to see ASAE bring representative members of the association community together to focus on what matters now and in the future. Engaging more than 500 volunteer leaders in co-creating our new strategic framework is a perfect example of how we accomplish more together.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Take time to learn the “DNA” of an organization. From the outside, stepping into a new staff or volunteer role with an association, you may feel you understand the organization. An organization’s DNA is a mix of their strategy, culture, programs, services, people, failures, hopes, and aspirations. Respecting this complexity and taking time to learn it will make you more effective. Also, you can’t change DNA, but you can make organizations stronger and faster. Focus on how to work with what you find rather than throwing it out. Otherwise, you could end up throwing out the good with the bad.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

What inspires me is the moment we are in. ASAE has just adopted a new strategic framework at a time when the association community itself is being challenged to rethink long held assumptions about membership, business models, talent and governance.

I am particularly energized by the governance piece. I have become increasingly interested in how boards can move beyond oversight and become better stewards of strategy, asking harder questions, making thoughtful choices about risk and investment, and building the trust with chief executives that allows organizations to navigate change.

There is something exciting about joining the Board at the beginning of that work. We have an opportunity to help ASAE model the kind of governance and leadership our members will need for what comes next, and I am excited to be part of it.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

What excites me most is the opportunity to shorten the distance between insight and action.

ASAE has tremendous intellectual capital across its research, programs and, most importantly, its members. The new strategic framework creates an opportunity to put more of that collective knowledge to work. I would love to see us become even better at taking what we learn from one another and turning it into practical approaches that members can use to strengthen their organizations.

That is also what excites me about the emphasis on co-creation in the new framework. The answers do not have to come from ASAE alone. Some of the best ideas are already being tested across our community. ASAE can bring those ideas together, help us learn from one another and make what works more accessible to everyone.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Listen before you lead.

Some of the most important decisions I have made as a leader began with resisting the urge to have the answer. Listen to the people closest to the work, understand the history that brought the organization to this moment, invite perspectives that challenge your own, and then have the courage to make a decision.

Leadership does not require knowing everything. It requires creating enough trust that people will tell you what you need to know, including when it is something you may not want to hear.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

What inspired me most was the opportunity to be a voice for those who historically haven’t been or may not yet be represented by this governing body. To open doors and save a seat for them as well.

I also find myself in a unique place in my own career: I straddle the perspective of the next generation of association leaders while also serving as an established chief staff executive for my association. I think there is real value in bringing both of those perspectives to the table, particularly when the Board’s role is to look ahead, ask big questions, and help set the stage for the future of our profession.

Serving on the ASAE Board gives me the chance to use this unique perspective and the voices around me to help serve our profession by thinking not only about what the association world needs today, but what it could look like 10, 20, or even 50 years from now, and how ASAE can help us prepare for it.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I’m most excited about the opportunity to meet association professionals and executives where they are and connect them to where they want to be. That could mean established leaders in their own continual learning journey, professionals working toward their known next step, or people looking to deepen their expertise and lead from exactly where they are today. There isn’t one path to leadership nor one title that defines who is a leader, and this framework better enables ASAE to recognize and support these different paths.

What excites me about the new strategic framework is that it gives ASAE the ability to act quickly while expanding the voices and perspectives that inform how and where we act. Considering the size and complexity of both ASAE and the association community it serves, that is an incredible opportunity. I’ve already seen the ASAE team begin moving the framework into action, which gives me confidence that there will be many exciting ways to see it come to life and to be part of making that happen.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Embrace who you are and the unique perspective you bring, especially when it looks different from those around you. Recognizing that every leader has their own superpowers, leadership becomes much more powerful when we stop trying to replicate the idea of someone else’s and start recognizing and building our own.

And if you don’t know what your superpowers are yet, trust that they’re in there. Give yourself the opportunity to discover them, strengthen them, and put them to work.

Just as important is having the self-awareness to recognize where you need to grow and where the strengths of others can complement your own, and where yours can complement theirs. Leadership doesn’t require being great at everything; it requires understanding of what you bring to the table, where you need others around you, and how those strengths can come together to make you, your team, your association, and our broader association community stronger.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

Leading an association management company (AMC) means I get a front-row seat to over 25 different associations at once, watching what makes some excel and helping others find their footing. That vantage point has shown me that our profession's strength is not any single organization's success; it's the shared knowledge, models, and innovation that move the whole community forward. Serving on the ASAE Board is my chance to bring that cross- organizational perspective to the table.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I am most excited about the Enrich Talent and Organizational Readiness pillar of our new strategic framework. Individuals no longer “fall into” association management. It has become an attractive profession for those motivated by mission-based organizations. The new framework will guide ASAE to build career pathways and modernize credentials to elevate the industry as a whole and, most importantly, the professionals that will lead us into the future.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Have an open mind and raise your hand whenever opportunities arise. This profession offers a multitude of pathways, and you never know which may be right for you. I thought I was heading for a career in public accounting and instead secured a staff accounting position at Bostrom. Little did I know at the time that I was opening a door into the association management profession where I would find a home for life!

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

I joined the board because of the leadership from Michelle Mason. Before she arrived, ASAE treated DMO's (suppliers) as organizations that were not a priority for the organizations which subsequently led to us pulling out of many ASAE-related events. What I bring to the table is my industry experience and leadership as former chair of USTA and Brand USA.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I appreciate ASAE recognizing that they have to focus on a few things that they can accomplish versus trying to boil the ocean. In addition, I am all for "strategic framework" versus an unrealistic long-term strategy as we should have all learned since 2020 that we have to react to disruptors and other variables that become the priority.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Invest in people and culture and remain nimble out of necessity.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

I was inspired to serve because associations play an essential role in bringing people together, advancing industries and strengthening communities. From the supplier side, I’ve seen firsthand how strong partnerships between associations, their members and business partners can create meaningful experiences and lasting value. Representing Hyatt, I hope to contribute a perspective grounded in hospitality, customer engagement, global business and the power of convening people in person. I also look forward to listening, learning and helping ensure that ASAE continues to reflect the evolving needs of the full association ecosystem.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I’m most excited about the opportunity to turn collaboration and innovation into tangible value for association professionals and the members they serve.

Associations are navigating rapid change in technology, workforce expectations, business models and engagement preferences. ASAE can help lead this transformation by creating opportunities to share ideas, build partnerships and translate emerging trends into practical solutions. I’m especially enthusiastic about advancing the role of purposeful gatherings and experiences as tools for connection, learning and belonging.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

One lesson I’ve learned is that leadership begins with listening. The best solutions rarely come from having the loudest voice in the room; they emerge when leaders create the conditions for diverse perspectives, thoughtful debate and shared ownership. My advice is to stay curious, lead with generosity and focus on building trust. When people feel heard and valued, they are more willing to innovate, collaborate and move forward together.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

ASAE is an important educator and convener for our profession and the opportunity to give back to our community while continuing to learn and engage with peers makes board service something I’m very much looking forward to. I’ve worked in the private sector and served as a volunteer leader and chair of my association, worked for an AMC overseeing many types and sizes of associations, and now serve as a chief staff executive for a medium-sized trade association. I hope to draw on this diversity of experience to contribute uniquely to the board in crafting ASAE’s future strategic direction.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I have always been a raving fan of the ASAE Research Foundation’s work and believe it is under-utilized. I also believe strongly in the CAE program and would like to see more CEO’s prioritize hiring and promoting CAE’s. Helping to spread the word and increase engagement in the many excellent programs we already offer is an area I hope to lean into.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

When confronted with a new challenge, embrace your tribe! Association professionals by the nature of our work collaborate instead of compete and uplift one another!

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

As I became more involved with ASAE's committees and councils, I found that I was always learning and growing alongside my fellow association peers. I also knew I wanted to continue to build that bridge between our members and the association leadership, so applying to serve my peers on the board was a natural next step in my own leadership journey.

I am one of a few that knew associations were my career path, thanks to my involvement in FCCLA in high school. I believe my experience in navigating associations as a degree and career path give me a unique advantage. As a small, now medium-sized staff, I bring a perspective to the board that represents the majority of ASAE's membership. I don't take this responsibility lightly and want my fellow members to share their experiences with me so I can represent them well on the board.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I have been so grateful for all of the voices that have contributed to this plan. I feel that we will all work together to achieve the plan because we all worked together to build it. Our community is eager to grow and build greatness, and that to me is the most exciting.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

When I was interviewing for my first executive director role, I called a former ED of mine to ask his advice. He told me two things: make sure the Financials are good and know that you will be lonely. I don’t disagree with him at all, and I’m thankful for the heads up on the lonely part, but what I have found is that my community has, and continues, to show up for me when I needed them most. ASAE has given me an extensive peer group that brings me diverse thought, understands the challenges I am facing, but also brings me joy and friendship. I am forever grateful to them and hope they know that I am their biggest cheerleader as they advance in their own journeys.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

My values include service, justice and courage – which led me to consider serving on the ASAE Board of Directors. I am passionate about association management and have worked throughout my career to create a space for all voices. I hope to bring that passion to my board service.

Associations are fundamentally about belonging, connecting people and building community. Early on, I felt like an outsider at ASAE. As an Asian woman, I rarely saw leaders who looked like me. This led me to help found the ASAE Asian American Native Hawaiian Pacific Islander Association Community to change that. I have built an intentional practice of inviting people and welcoming those who may feel like outsiders. I view the ASAE Board as another opportunity to seek out the voices that are not in the room but need to be heard.

During these turbulent times, it will be critical for ASAE to be a leader; to exercise measured discernment and take bold action. Whether it is DEI, tax status, workforce, immigration or other emergent issues, I have the ability to ask difficult questions that move deliberation forward in productive and inclusive ways. I feel called to bring my voice to the ASAE Board at this time to speak truth, seek understanding and help balance perspectives.

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I am excited by the new ASAE Strategic Framework and the way it spans the field. As a former VP of Membership, I am naturally drawn to the pillar around the member experience. As recent chair of the ASAE Research Foundation’s Research Committee – I have followed the recently completed Association Innovation Impact Study. This study demonstrated that innovation is a differentiator and leads to member retention. Innovation drives member value and organizational impact.

Surprisingly, innovation was not found to be linked to budget size, which creates an important message as we aim to reach a broad spectrum of association professionals. As someone who worked in a small association, an AMC as well as a large association – I find the budget agnostic approach to innovation creates powerful opportunities to deliver value across the spectrum. During these uncertain times, the idea that innovation is well within reach even in environments of scarcity is inspiring and transformative.

What resonated with me as a membership leader is that the most innovative associations co-create with members – which is the foundational footprint for ASAE Labs. I am pleased to learn more about the ASAE Labs – and look forward to piloting, assessing and scaling this work that will help set a pathway for other associations.

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Early in my career, I was considering applying for a new position. However, I was scared about the new responsibilities and whether or not I brought the experience and knowledge required. I remember speaking to my mentor at the time, Merri Dee, who served as the Director of Community Relations for WGN-TV. She said, “that if I wasn’t scared – then I wasn’t learning and growing.”

Her words continue to guide me today; being afraid isn’t a signal to retreat but to stretch. Because I said “yes” to things that scare me, I will be serving on the ASAE Board. I encourage others to lean into this uncomfortable and scary place, to use fear as a compass. It means we may step into roles before we feel fully ready – because this is how we grow and where our best contributions begin. This matters especially now, when our field faces uncertainty and needs people willing to lead before a path is clear.

Merri gave me permission to be scared and do it anyway. I want to be that voice for others – to encourage and inspire colleagues. When a colleague questions whether they belong in the room, I want to be the one who tells them to walk in because they are more ready than they feel.

What inspired you to serve on the ASAE Board, and what perspective or experience do you hope to contribute?

I have been fortunate to be part of the association community for 37 years now, and have benefited from many mentors and experiences over the years that I felt it was time to give back to the community I have learned so much from and have helped me grow into the leader I am! I also recognize that I have more to learn (I am a huge believer in continuous improvement), and being able to serve alongside the amazing group of leaders that are on the ASAE Board I know will only help me further strengthen my own leadership skills as well as allow me to bring back important lessons for ReMA. Lastly, I have been impressed by ASAER’s growth and focus over the last 5 years and want to be part of that energy!

As ASAE begins translating its new strategic framework into action, what opportunity are you most excited about for the association community?

I am excited about several aspects of ASAE’s new strategic framework, including –

• Enrich Talent & Organizational Readiness: Over the last several years talent has become a much larger issue for all of us – how to retain and recruit into our workforces, how to address AI and other rapidly evolving technologies that will fundamentally change how we work and the skills required, and even how to structure our organizations and workplaces for the continuing evolving hybrid model of work.
• ASAE Labs, which will help provide some practical solutions for all of us in the association community as we grapple with emerging challenges to the business of associations

What is one lesson from your leadership journey, or one piece of advice, you would share with fellow association professionals?

Always be curious and always be open to learning from others. As I mentioned above, I am a huge believer in continuous improvement – as individuals and organizations we are continuously evolving as the challenges and opportunities around us continue to change. Thus, it is critical to always have an open mind, be open to the experiences and the guidance of others and realize that you are never too old or too experienced to stop your learning journey.