How do you make members feel seen and heard in a “big tent” trade association that represents nearly 2,000 members across 29 different company types? That is the challenge that the Mortgage Bankers Association (MBA) faces every day. While this breadth of the membership is the foundation of the association’s strength, it also creates challenges in ensuring every member feels valued—an expectation of today’s members.

One of the greatest benefits of MBA’s diversity is its credibility. The range of perspectives allows MBA to serve as a trusted voice for the real estate finance industry in Washington, DC. Stakeholders recognize that MBA brings the expertise needed to weigh in on significant housing issues.

At the same time, wide representation across the industry presents challenges. The association must balance competing priorities and meet rising expectations for personalized experiences. Uniform approaches often feel generic, and members have become accustomed to personalized services in their everyday lives.

These dynamics prompted MBA to rethink how it supports and engages members. The result was a more intentional investment in building communities based on business models and job functions.

Finding Their People

Creating communities within MBA was not about dividing the membership. It was about making a large association feel more relevant and accessible while facilitating relationships that extend beyond the association.

MBA has long relied on policy committees to develop positions on key issues. These committees are open to all members in good standing, fostering inclusivity and bringing together a wide range of perspectives. In practice, that often meant large, diverse groups of independent mortgage bankers, banks, credit unions, and vendors discussing the same issues in one group.

While those discussions remain valuable and necessary, member feedback made it clear that there was also a need for more focused engagement. Members wanted opportunities to connect with peers who share similar business models and face similar challenges. They wanted space to exchange ideas more candidly and to solve problems with those who approach issues from a similar vantage point.

The difference in perspective can be significant. A conversation about maximizing underwriting efficiency looks very different for a small independent mortgage banker operating in a single state than it does for a large national bank. MBA must serve both and every member in between.

Strategic segmentation helps MBA create conversations that are more targeted, meaningful, and relevant to the members participating in them.

Communities That Feel Personal

Early feedback confirmed that this approach struck a chord with members.

MBA began with two groups—the Independent Mortgage Bankers Network and the Community Bank and Credit Union Network. Each group was led by member chairs and supported by staff who managed the communities part time. Participation was immediate and strong, both in virtual settings and at in-person meetings.

As interest grew, it became clear that these communities could serve as powerful resources for both members and the association. MBA responded by dedicating staff to supporting the network groups more fully.

These staff members are not meeting planners. They are advocates for their communities within MBA. They understand the business models represented in their portfolios and maintain a deep understanding of the policy and business challenges their members face. They actively ensure that member insights are shared across the organization and connect members to relevant MBA resources.

Members feel understood within the context of their business, and MBA is better positioned to anticipate and respond to their needs.

Turning Engagement Into Insight

Intentional, consistent engagement leads to stronger communication and more effective events.

MBA tracks engagement across multiple indicators, including attendance, meeting topics, speakers, feedback ratings, and responses to targeted communications. This data provides insight into what resonates, how participation evolves over time, and where there are opportunities to refine our approach. It also directly informs conference programming and education offerings.

When an issue gains traction within a specific segment, we can respond quickly with targeted content. For example, if a topic has particular relevance to the Community Bank Network, we can offer a focused session or dedicated discussion rather than asking those members to sit through a broader webinar where only a small portion applies to them. This approach makes efficient use of members’ time and increases the value of each interaction.

When the same issue surfaces across multiple segments, it signals a broader industry priority. This allows MBA to elevate the issue and better understand how perspectives may differ depending on business model or role.

This data-driven approach also strengthens communication. MBA keeps members informed about the wide range of issues the organization is advancing in Washington, DC, and across the states. Segmentation allows us to go further by curating information for each network group around the issues most relevant to them.

We also highlight events, education, and research that align with each group’s interests. This creates a more tailored experience for members and provides the membership team with a powerful tool to support recruitment, reinforce value, and engage members more effectively.

A Stronger Advocacy Engine

The team that manages the network groups is housed within the residential policy group and maintains a direct connection to subject matter experts. This structure creates a two-way flow of information that strengthens both member engagement and advocacy.

The value of this approach was especially clear during the pandemic. The industry faced significant uncertainty, and policymakers were moving quickly to address concerns related to market liquidity, forbearance, and potential foreclosures. MBA needed to respond with speed and confidence.

The network groups allowed MBA to quickly convene leaders with decision-making authority and gather real-time insight from across the industry. With a single communication, we could reach heads of warehouse lending businesses, presidents of mortgage companies, and other key stakeholders. Just as important, we received immediate feedback from members across geographies and business models.

Because these structures were already in place, engagement during this period was seamless.

The networks have also surfaced more targeted advocacy opportunities and emerging issues. In one instance, a wholesale lender group raised a time-sensitive issue related to a government system affecting their brokers. That concern may not have gained visibility in a broader forum, but within the network it was clear and urgent. MBA was able to step in quickly and help resolve the issue.

Why It Matters for Recruitment and Retention

Membership value is personal. While MBA works to advance the entire real estate finance industry, members ultimately want to understand what the association is doing for them and their business.

Segmentation helps answer that question.

When prospective members ask if there is a place for their type of company in “the big tent,” the membership team can respond clearly. It also allows staff to point to recent, tangible examples of engagement, including meetings, discussions, and advocacy efforts developed in collaboration with members and tailored to their needs. These moments demonstrate that the association understands their business and is actively delivering value.

At the same time, this approach reinforces that while MBA represents a unified voice for the industry, it also recognizes and values the unique contributions of each member.

The Bigger Impact

Member segmentation has been a transformative strategy for MBA. It allows a relatively small team to deliver highly targeted value at scale:

• Segmentation helps large associations like MBA feel more personal by giving members a clear place to engage and connect.
• Defined communities strengthen advocacy by creating direct channels for meaningful member engagement on key issues.
• Curated content increases value by helping members focus on what matters most to their business.
• Strong engagement drives growth, as members who find value become advocates who bring others into the MBA family.

Driven by member demand, the strategic industry engagement team now supports 12 networks and executive councils. Over the past year, the team has hosted 71 in-person and virtual meetings, engaging more than 9,000 individuals from member companies. Demand continues to grow, and new group requests are evaluated carefully based on member need, staff capacity, and alignment with existing structures.

The value of segmentation can be seen across every aspect of engagement, advocacy, and member experience.