Frank Talk

Association Adviser: Tell us a little about your background and how you came to your current role.

Edwards: I started as a newspaper reporter covering government and politics for a city daily. I was lured to work on Capitol Hill, and my plan was to use that experience as a springboard back into journalism. But, I ended up staying on the Hill for 12 years, serving as a chief of staff in both the House of Representatives and the Senate. From there I worked in two presidential administrations before a stint at a major Washington, D.C., consulting firm. In 1997, I had the opportunity to join the staff of the National Stone Association as head of communications. In 2000, the National Stone Association and the National Aggregates Association merged to become NSSGA, and I continued in the communications slot until 2008, when I became executive vice president.

Cervarich: I’ve always had a background in communications, marketing and public affairs. Before coming to NAPA in 1996, I held several communications and public affairs positions, including running my own firm, which had a number of clients in the transportation industry.

Henry: I graduated from Georgetown University with degrees in economics and computer science, but was really hell-bent on becoming a lawyer. However, after graduation I landed a job in the consulting division of (accounting firm) Coopers & Lybrand and got to see firsthand the power of information. That experience led me to a position at a strategic planning firm before starting my own technology consulting firm with a partner (Henry, Kinnelly & Associates). It was there that we developed an association management software (AMS) product. From there, I held senior technology roles at several other associations before becoming CIO as ASAE. I guess you could say I’ve been working with (or for) non-profit organizations since 1985.

Chamberlain: I’m your classic PR and marketing guy. I was director of communications for the Gannett Company during the launch phase of the Nation’s Newspaper—USA TODAY—and began my career in Washington working in the press office of the Carter/Mondale presidential campaign. I’ve also managed accounts for two public relations firms. I’ve been with BOMA since 1985 and held a variety of roles until being promoted to president in 2001.

Kavanagh: I have both an entrepreneurial and not-for-profit background, and this job lets me take advantage of that mix. I’ve been the president here since 2005, but was a GSAE board member first. It gave me the opportunity to really know the organization and what it stands for—helping members connect, advance and achieve—before I took the job. Earlier, I founded and ran an association management company called Tessera Association Management.

How would you describe your leadership style?

Edwards: It’s more or less laissez-faire. The people we have on staff are seasoned professionals and experts in their fields. I respect them because they know their jobs and do them well, so there’s not much need for me to interfere. I do like to challenge them from time to time—and they like to be tested—so when a sticky or seemingly insoluble issue arises, I encourage them to astonish me with their ingenuity. And they do.

Chamberlain: People watch you by the example you set and how you build and nurture your team. I’m a big believer in continuous learning and the continuous training of our staff. You can’t do it all alone. You have to have a staff who’s going to help you figure out what’s coming next and how your organization is going to be the one that gets there first.

Aside from the economy, what other key challenges ARE your organization facing?

Heinze: We’re information organizations at our core. The Internet has commoditized the two things that we used to have all to ourselves—professional networking and reliable industry information. We had those markets cornered for so long. Now we all have to evolve.

Chamberlain: I agree. Like many associations, what used to be part of our unique value proposition is now offered free on the Web. For example, anyone can find lots of free information about things like payback periods, property life cycles, tax credits and the like. They don’t necessarily need us for that. The information isn’t all reliable and carefully vetted, but it’s out there free to the public. Associations really have had to shift to a new business model.

Kavanagh: It would have to be information overload. We’re very sensitive about over-communicating with our members. We want to be very strategic about how often and when we touch them. Our philosophy is basically: We respect how busy you [members] are. So when we send you something, please pay attention to what we say—we’re not going to keep re-sending it to you.

Edwards: Regulation. We’re constantly challenged by federal, state and local regulators. Ours may be the most heavily regulated industry in the nation. We’re subject to stringent safety and health rules and constant inspections; we are required to meet strict environmental requirements set by virtually all levels of government, and we fall under the jurisdiction of some major federal laws, such as the Clean Air Act, the Clean Water Act and others.

How do your advocacy efforts fit into this picture?

Cervarich: Many people aren’t aware that asphalt is America’s most recycled material. The asphalt cement in the reclaimed pavement is reactivated to become an integral part of the new pavement. The recycled asphalt cement replaces part of the new asphalt cement that’s required for the pavement, thus reducing costs for road agencies and conserving precious natural resources.

Briggs: One of the biggest misconceptions we fight is that people think LOGA members are similar to ExxonMobil, Shell and BP—massive global organizations that are doing only a small amount of domestic exploration and drilling. Our members are primarily small independents doing the majority of domestic exploration. Everyone’s anger toward the big oil companies shouldn’t be directed at us. We’ve helped keep oil prices down so that in the U.S, we’re only the 100th least expensive gas in the world.

Edwards: Nearly 60 percent of NSSGA’s budget is allocated to advocacy. Our Government Affairs Division staff and our Environment, Safety and Health Division staff are constantly present on Capitol Hill, in the halls of the regulatory agencies and the White House to advocate on behalf of the aggregates industry. Also, we don’t hesitate to use the courts if necessary to defend the industry against unreasonable or burdensome regulations.