16 Leadership 16 BREAKING THE REVENUE MOLD APMP’s Rick Harris on Creative Growth Strategies By KiKi L’Italien Picture this: A national championship belt, gleaming under arena lights, worn proudly by... a nail-driving champion? If this sounds unexpected, that’s exactly the point. In the world of association leadership according to Rick Harris, CEO of the Association of Proposal Management Professionals (APMP), the unexpected is where the magic happens. “People love to compete,” Harris explains, leaning forward with the enthusiasm of someone about to share a treasured secret. And he should know. Before transforming APMP into a powerhouse of innovation and growth, Harris orchestrated what might seem like an unlikely hit: the National Nail Driving Championships for the National Association of Home Builders. What started in a small room with 150 participants evolved into a million-dollar sponsored event complete with qualifying tournaments and those coveted championship belts that competitors prized more than the cash awards. This is a story about a successful event as much as it’s a masterclass in association innovation and revenue generation. And Harris shares this as a leader who has consistently achieved 10% or higher membership growth in 12 out of his 13 years at APMP’s helm. In an era where many associations still cling to the “breakeven” mindset of decades past, Harris offers a bold alternative vision. The Art of Strategic Fun “When you introduce fun into an association, you’ll get noticed, you’ll get press coverage, you’ll get more members, and you’ll be able to do more,” Harris asserts. But there’s method to this apparent madness. Before his association career, Harris spent 13 years in radio and television, where quarterly ratings determined survival. This background instilled a relentless focus on measurable results that he’s carried into the association world. His approach combines creative thinking with strategic execution. Take APMP’s transformation from what Harris describes as a “stodgy old academic” organization into a dynamic, business-focused community. The key? Understanding your business landscape and your members’ tolerance for change. The Partnership Paradigm Shift Harris’s perspective on partnerships might raise eyebrows among traditional association executives. He actively avoids the common trap of reciprocal agreements with other associations to split revenue. Instead, he focuses on strategic partnerships with companies that can provide unique value to members while contributing to the bottom line. “Just this last year, APMP has partnered with three companies and we’ve driven in over $100,000 in revenue off of those partnerships,” Harris reveals. His advice? Look either inside your membership or target companies you want to bring into your community. APMP’s partnership with Microsoft exemplifies this approach, bringing a major industry player into their membership while creating valuable opportunities for both organizations. The Innovation Lifecycle Perhaps most striking is Harris’s philosophy on knowing when to end successful programs. “When you’ve ridden the horse and you feel it tire, get off the horse and go find a new one,” he advises. This might seem counterintuitive, but Harris insists that ending programs at their peak creates space for fresh innovation and conditions your audience to anticipate what’s next. For new association executives looking to drive innovation while navigating organizational dynamics, Harris recommends starting with one or two signature initiatives rather than overwhelming the organization with change. “Map it to the ideas and words that the board has,” he suggests, “and show how you’re going to help meet that strategic goal.” The Growth Mindset Under Harris’s leadership, APMP has grown from one full-time employee (himself) and two part-timers to a team of 14, with plans for further expansion. He attributes this success to what he calls the “money tree” philosophy: “There are two types of association people... those who just look at the money tree and think it regenerates every year, and those who plant many, many money trees. Those are the people I want on my team.”
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