CEO Forum EXECUTIVE DIRECTOR What we must become David L. Winton Phone: (909) 659-0789 • Fax: (949) 240-4844 his will be my last message as CEO of APMP. For the past E-mail:
[email protected] four years, I have been either CEO or COO, which affords Web site: http://www.apmp.org Tme a rather unique view of what we need to do to continue our evolution as a professional association. So bear with me while BOARD OF DIRECTORS I once again express some hard opinions based on experience, analysis, and stubbornness. CHIEF EXECUTIVE OFFICER If I leave the membership of APMP with anything of value, it is Eric Gregory, CACI, Inc. •
[email protected] this: We must become the professional association of choice for new business acquisition experts. Why do I say this? CHIEF OPERATING OFFICER One of the key things we need at APMP as a part of our long- Karen Shaw, BAE Systems term strategic plan is growth. Although a nonprofit organization, we are not much different from
[email protected] a business. Growth is good; stagnation and contraction are bad. There is not much to argue about there. Growth in membership provides additional revenue through dues and conference atten- SECRETARY dance and becomes a constant source of new ideas and leadership necessary to propel the organ- Nancy L. Cottle ization to a solid place among professional associations. But our source of members among those
[email protected] who consider themselves exclusively proposal management professionals is a much smaller domain than that which touches the full cycle of new business acquisition activities.