Choosing an AMS or CRM is one of those decisions that quietly shapes almost everything an association does, from member engagement to internal efficiency, and even how teams feel about their day-to-day work.

AuSAE’s Demo Day brought that reality into focus, showcasing seven platforms alongside practical, grounded insights into what actually matters when making this kind of decision.

The day was built around structure and clarity - short, focused education followed by live vendor demonstrations that showed how systems work in real environments.

The day opened with Toni Brearley from AuSAE, before Nikki Hauser set the tone with her session, How to choose an AMS (or CRM) for your Association. Instead of focusing on features or trends, she went straight to the heart of the challenge: what really determines success or failure - implementation, adoption, and whether the system genuinely fits how an association works day to day.

The point where most associations start

Nikki made a simple but accurate observation: most organisations don’t begin with “we need new software.”

They start with friction. Systems that don’t talk to each other. Manual workarounds that have quietly become part of daily operations. Reporting that takes too long. Member experiences that feel disconnected.

And from there, the decision-making journey usually follows a familiar path:

Frustration → exploration → shortlisting → decision → implementation → adoption.

The important reminder wasn’t the framework itself; it was the honesty behind it. Most organisations spend their energy on choosing a system, while the real challenge sits firmly in what comes after.

AMS vs CRM — and why the distinction still matters

One of the clearest parts of the session was simply unpacking language that often gets blurred.

An AMS (Association Management System) is typically the operational backbone for many organisations; membership management, events, CPD tracking, finance integration, communications, and communities.

A CRM (Customer Relationship Management system), on the other hand, is more focused on relationship tracking, workflow automation, segmentation, and reporting depth.

Nikki pointed out that most modern platforms sit somewhere in between. The question isn’t “which category is better,” but “what does your organisation actually need to run well, and what will your team actually use?”

Size changes everything

A strong theme throughout was that there is no universal “best system.” It’s about organisational maturity and complexity.

• Smaller associations often benefit from simpler, integrated, all-in-one systems that reduce complexity and keep teams moving.
• Mid-sized associations start needing more flexibility and integration capability, systems that can connect without becoming overly fragmented.
• Larger associations tend to require highly configurable platforms that can support complex workflows, multiple member segments, and deeper reporting structures.

The message was straightforward: context matters more than features.

Implementation is where projects are won or lost

If there was a moment where the room seemed to collectively nod, it was implementation readiness.

Nikki was clear. Successful implementation doesn’t start with the vendor. It starts internally.

Before anything goes live, organisations need to be honest about:

• Whether their data is clean
• Whether their processes are documented or still sitting in people’s heads
• Whether the internal team has capacity (not just enthusiasm)
• Whether change management is planned or assumed

And then there’s budget.

A eminder to allow at least 20% contingency. Not as a “nice to have,” but because implementation rarely follows a straight line.

It’s never just the license fee

Another practical point that resonated was total cost of ownership.

The real cost of a system stretches well beyond licensing and implementation. It includes:

• Internal staff time
• Data cleansing (almost always underestimated)
• Training and adoption effort
• Ongoing enhancements after go-live

And that last one matters. The first implementation is never the finished version. It’s the starting point.

Evaluating platforms properly (not just ticking boxes)

The evaluation framework brought structure to what can otherwise become an overwhelming process. Nikki encouraged organisations to look across six dimensions, not just price and features:

• Business fit
• Technical fit
• User experience
• Total cost of ownership
• Future-proofing
• Partnership quality

One of the more honest observations was that user experience and vendor partnership are often underweighted, even though they tend to have the biggest impact once the system is in daily use.

Demos from the day

The real value of Demo Day came through in seeing platforms side by side, responding to similar challenges in different ways.

If you missed it or would like to rewatch, here are the sessions from the day:

• Opening presentation – Nikki Hauser - Watch here
• iMIS - Watch demo
• Causeis Launchpad - Watch demo
• Membes - Watch demo
• Glue Up - Watch demo
• Wave CRM -  Watch demo
• Higher Logic -  Watch demo
• Zentso - Watch demo

More useful resources and information, can be found here: ausae.org.au/demo-day

What stays with you after a day like this

The most consistent message across the day wasn’t about any single platform.

It was this: no system solves arrives fully formed. Not on day one, and not even close.

The associations that get the most value are the ones that treat their AMS or CRM as something that evolves. They involve their teams early. They prioritise usability over feature lists. They accept that improvement doesn’t stop at go-live.

And they stay realistic about the fact that the “perfect system” doesn’t exist.

What does exist is a system people use, staff can rely on, and your organisation is willing to keep improving over time.

That’s where the real value shows up.

For more resources from Demo Day, visit ausae.org.au/demo-day

With thanks to our vendors

A big thank you to all the vendors who took part in AuSAE’s Demo Day and shared their platforms openly with the community:

iMIS, Causeis Launchpad, Membes, Glue Up, Wave CRM, Higher Logic, and Zentso.

Your openness and willingness to demonstrate your systems in a real-world setting is what makes this kind of day so valuable for associations.

We’ve been holding onto this announcement for a little while — Julius Solaris is coming to Brisbane to open ACE 2026 – AuSAE’s Conference & Exhibition.

If you work in events, marketing, associations, or member engagement, chances are you’ve come across his work already. Julius has been one of the most influential voices shaping the global events industry for years — recognised by BizBash as the most influential person in events over the past 25 years, and inducted into the Event Industry Council Hall of Leaders in 2024. He’s known for challenging assumptions, cutting through trends, and pushing the sector to think differently about what events are really for.

This will be his first appearance in Australia.

He’ll open ACE 2026 on Wednesday 26 August with a standalone keynote, before joining delegates at the ACE 2026 Welcome Reception that evening. It sets the tone for what ACE is really about — not just a program of sessions, but a shared starting point for the conversations, ideas, and collaborations that follow.

ACE 2026 is on 26–28 August at the Brisbane Convention & Exhibition Centre, and this year's theme - Driving Impact - sits at the heart of why association professionals do what they do.

Every decision you make, every program you deliver, every member you support all contributes to something bigger. And this year, we're putting that front and centre: what it means to lead with purpose, focus on what matters, and create genuine, measurable impact for the industries and communities your association serves.

In a sector that rarely slows down, ACE is designed to create something different; space to step back, reflect, and reconnect with the bigger picture. Not just what’s happening now, but what needs to change next.

Registrations are now open.

You can register for the full ACE 2026 conference experience, or choose to attend the Special Event: Industry Conversation with Julius Solaris as a standalone session. Register and explore more here: ausae.org.au/ace

We hope to see you there.

The pressures facing associations are real, and they are intensifying.

Economic instability. Rising costs. Talent shortages. Pressure on membership fees. Changing member expectations. Different forms of engagement from younger generations.

None of that is particularly surprising.

What is more useful than another trends summary is practical evidence of what leaders are actually doing in response.

That is exactly why I created the Mission and Margin white paper series. Across three volumes and 15 case studies, it was designed to give association and NFP leaders grounded examples they can learn from, adapt, and use.

These insights are drawn from interviews with association and NFP leaders in Australia and internationally, as well as Mayvin Global’s work with associations over the past eight years across commercial strategy, financial sustainability, membership modelling, sponsorship strategy and revenue diversification.

Looking across the series, three things stand out.

1. Revenue, risk and innovation need to be led together

Too often, organisations still treat these as separate conversations.

Associations know they need to diversify revenue, but that responsibility does not always sit neatly with one person. In many organisations, it rests with the CEO, because the questions are broader than budgets. They are questions about business model, capability, culture, pricing, partnerships, member value proposition, and where future growth will come from.

Innovation, meanwhile, can get pushed to a strategy day or handed to one department, instead of being built into the culture of the organisation. Yet the strongest organisations are the ones that keep asking: Can this perform better? Why are we doing it this way? Is there a better way to deliver value or deliver on our mission? What should we stop doing?

That theme ran strongly through all three volumes.

In Volume One, one of the clearest lessons was the value of a board and executive having a shared growth mindset. There are many ways to diversify revenue. What often makes the difference is an organisation’s willingness to understand how growth happens, why it matters, what it costs, what risks come with it, how long it may take to see a return, and what capabilities are needed to support it.

In Volume Two, the associations we featured did not avoid risk. They understood it, discussed it, and brought people with them. They recognised that refusing to act because there is risk involved can be just as dangerous as the risk itself.

In Volume Three, innovation came through not as a side conversation, but as part of the leadership discipline required to remain relevant and sustainable.

The point is simple: better decisions are made when revenue, risk and innovation are treated as connected leadership disciplines, not separate conversations.

2. Relevance cannot be assumed. It has to be continually relearned

Relevance is not something associations earn once and keep forever.

It has to be tested, refreshed and, in many cases, rebuilt in the eyes of members and stakeholders.

Associations cannot assume that because they have history, they automatically have relevance. They cannot assume that because a program, service or product worked well in the past, it will continue to land in the same way. Nor can they assume that younger generations will value the same things, in the same format, at the same price point, simply because previous cohorts did.

That does not mean associations are losing their value. Far from it.

But it does mean value has to be sharper, more visible, better communicated, and in many cases redesigned.

This is where the case studies are useful. They show what it looks like to translate member value into real decisions about pricing, programs, partnerships, publishing, events, education and brand. They also show that innovation is rarely abstract. More often, it requires leaders to question old assumptions and make deliberate choices about what needs to change.

In some organisations, that meant rethinking a membership proposition. In others, it meant reshaping a partnership model, building new education pathways, revisiting international growth, or challenging whether the existing operating model would remain fit for purpose.

Associations are under increasing pressure to justify membership fees, value and relevance in a more contested environment. Relevance, therefore, cannot be treated as a legacy asset. It has to be continually relearned.

3. The organisations making progress are the ones willing to act before they have perfect certainty

This may be the biggest lesson of all.

In associations, there is often a strong instinct to wait. Wait for more certainty. Wait for more data. Wait until the board is fully comfortable. Wait until the team has more capacity. Wait until the environment settles. Wait.

Of course, discipline matters. Governance matters. Evidence matters.

But one of the clearest lessons from this series is that doing nothing is also a decision.

Sometimes the greater risk is not moving too early. It is moving too late.

The organisations making progress were not reckless. But they were willing to ask uncomfortable questions early. Is this model still fit for purpose? Are we too reliant on too few revenue streams? Are we investing enough in capability? Are we valuing our brand or giving it away? Do we support a culture of learning from failure and creative thinking? What do we need to stop doing?

These are not easy questions, nor an exhaustive list. But avoiding them does not reduce risk. It often compounds it.

PROFIT IS NOT A DIRTY WORD

There is one more point I believe association and NFP leaders need to become more confident about. Profit is not a dirty word.

Profit is not about abandoning purpose. It is what helps fund mission or purpose.

During the interviews for this series, I was continually surprised by comments such as: “Please don’t include profit,” or “Don’t use the word commercial - that won’t go down well.” That mindset deserves to be challenged.

Profit enables investment in member programs, digital capability, good people, better services, advocacy, research and resilience when conditions tighten.

Commercial thinking should not be seen as sitting in tension with purpose. Strong associations should be unapologetic about linking financial strength to member value, impact and long-term sustainability.

THE REAL LEADERSHIP TASK

If there is one message I would leave with association and NFP leaders, it is this:

Financial sustainability is not separate from purpose. It is what helps protect it.

Associations cannot afford to stand still. They need to keep testing relevance, building financial sustainability and commercial strength, and making deliberate choices about where to invest, where to adapt, and where to let go of old assumptions.

In a more complex environment, confident leadership is not about having all the answers. It is about being willing to act, to learn and to keep evolving.

That is exactly what the Mission and Margin series is designed to support. The 15 case studies are practical tools for association and NFP leaders: grounded examples, real decisions and leaders whose experience can help others navigate similar challenges.

Download the Mission and Margin white paper series here and use it as a practical resource for your board, executive and leadership team.

It started with a visit.

The team from SWIM Coaches & Teachers Australia were spending time at a smaller swim school - the kind of operation many of us in the association world know well. One person doing a bit of everything. The owner and manager wore every hat in the business — leader, teacher, administrator, marketer and problem solver... all of it.

On paper, things were ticking along. But in conversation, something else came through.

That day, she was tired. Not physically, but emotionally. She felt isolated and unsure of her next step. The challenges of staffing pressures, parent expectations, compliance and cash flow. The constant juggle. It been building for a while, and it was starting to feel heavy.

She told us she often reached out to us during these moments. But this time, she hesitated.

What stood out wasn't just the challenges - it was the hesitation.

She didn't want to be "that person" who was reaching out too much.
She didn’t want to feel like a burden.
And she didn’t know who else she could speak to.

Local swim schools were direct competitors and opening up to them didn’t feel comfortable. What she needed was someone who understood her world, the unique pressures of leading a swim school - without judgement, without risk.

That visit stick. We left thinking deeply about how we could better support members like her.

The Birth of SWIM Meetups - Where the idea came from

Out of that reflection came SWIM Meetups.

Each month, we now host a one-hour virtual meetup exclusively for swim school owners and managers. It is a members-only benefit designed to create a safe, confidential and supportive environment.

There are no “silly” questions.
There is no competition.
There is no judgement.

Just honest conversations between peers who truly understand the challenges of running a swim school.

Some members are comfortable raising their questions live. Others prefer to submit them beforehand so they can remain anonymous. Both options are welcomed and respected.

Some months we have more than 40 people on the call. Other months, it may be three. It depends entirely on what is happening in their world at the time. But whether the group is large or small, the impact is the same — meaningful connection.

Peer Support across Australia

What makes SWIM Meetups so powerful is the diversity of experience across Australia.

A challenge that feels overwhelming to one swim school may have already been solved by another in a different state. Members share what has worked, what hasn’t, and the practical steps they have taken.

Some sessions flow so naturally that we barely need to guide the discussion — members lead it themselves. That is exactly what we hoped for.

On occasion, questions arise that we do not immediately have the answer to. When that happens, we take the question on notice and follow up with research and practical guidance after the session.

At times, discussions highlight clear gaps in training or resources. This has allowed us to identify areas where we can develop new support materials or education opportunities for the broader membership.

More Than a Meeting

SWIM Meetups have quickly become more than just a monthly online session.

They are:

• A sounding board
• A problem-solving space
• A leadership support network
• A relationship-building tool

They reinforce that no matter the size of a swim school — big or small — you are not alone.

As a members-only benefit, we have already welcomed three new swim schools who joined specifically to participate in these sessions. That speaks volumes about the value of connection in our industry.

Why It Matters

Running a swim school can be isolating. Owners and managers carry significant responsibility. Having a trusted network of peers who understand those pressures can make an enormous difference.

It comes back to a simple truth:

A problem shared really is a problem halved.

SWIM Meetups have strengthened our relationships with members and deepened their connection to each other. Most importantly, they remind every owner and manager that support is always within reach.

And sometimes, all someone needs is a safe space to talk.

About SWIM Coaches & Teachers Australia (SWIM)

SWIM Coaches & Teachers Australia (SWIM) is the peak body for swimming Coaches, Teachers and Swim Schools in Australia.

We have a range of priorities for the further development of our learn-to-swim programs, the swim safety industry and the sport of swimming. SWIM Coaches & Teachers Australia is a corporate entity with business objectives and is a not for profit special interest group dedicated to providing service to its Members and acting as an advocate on their behalf.

SWIM Coaches & Teachers Australia is dedicated to developing world leading practises in the education, licencing, professional development and ongoing support for swimming Coaches and swimming and water safety Teachers, as well as developing and empowering our swim school network through the delivery of world’s best practice guidelines, professional development programs, growth opportunities and business support.

Whilst our core business is based in Australia, SWIM Coaches & Teachers Australia has members throughout the world and delivers conferences, resources, courses and services overseas.

SWIM Coaches & Teachers Australia also is an active member of both the World Swimming Coaches Association and the International Federation of Swimming Teachers Associations.

AuSAE, the peak body for association professionals in Australia and New Zealand, in partnership with Causeis, is thrilled to announce the recipients of the Causeis Leadership Advancement Scholarships, supporting attendance at the 2026 Women in Association Leadership (#WIAL) Retreat in Christchurch, New Zealand, 5–8 May 2026.

The scholarship program recognises exceptional women leaders in the association sector who are committed to expanding their leadership skills and making a positive impact within their organisations.

• Nicola Anstice, Optometry Australia – Director, Education and Research
• Rachael Corby, CAE, Australian Water Association – Head of Member Engagement & Experience
• Paula Kinnane, Australasian Sonographers Association – General Manager, Professional Development, Clinical Standards, and Research
• Tess Rich, Audiology Australia – Manager of Member Services

Toni Brearley, CAE, Chief Executive Officer of AuSAE, said:
"These scholarships are an important way to champion female leadership in the association sector. We are thrilled to recognise these outstanding women leaders, and to provide opportunities like the WIAL Retreat that support their growth, connection, and impact across the sector.

Michelle Lelempsis, CEO & Founder of Causeis, said:
"At Causeis, we are passionate about supporting leadership development across the association sector. These scholarships empower talented women to take their leadership journey to the next level, and we are proud to partner with AuSAE to make this opportunity possible."

The WIAL Retreat is a leading professional development event for women in the association sector, providing workshops, peer discussions, wellbeing experiences, and networking opportunities designed to inspire, challenge, and equip attendees to thrive in leadership roles.

AuSAE is grateful to Causeis for supporting this initiative and championing female leadership in the association sector.

For more information about the WIAL Retreat, please visit www.ausae.org.au/WIAL

About Causeis
Causeis the global leading and multi-award-winning team of 25+ experts, dedicated to empowering associations to achieve their digital success. Causeis are the creators of the Causeis Launchpad and Smart Suite — trusted solutions that help transform and elevate the member experience.

Every day, their work impacts the lives of over 500,000 members globally across 75+ association clients.

The Causeis Launchpad powered by iMIS®, is the only preconfigured AMS solution purpose-built by association experts. Proven to accelerate digital success, by combining the power of iMIS with new functionality and hundreds of prebuilt configurations, designed to fast-track your journey to digital excellence. Causeis is the current ASI Global iMIS Partner of the Year, an achievement they've proudly received five times in the last six years.  Visit www.causeis.com for more information.

AuSAE are thrilled to welcome four new Certified Association Executives (CAEs) to our growing community across Australia and New Zealand.

A big congratulations to Stefanie Jackson CAE, Matthew Kealley CAE, Faizal Mohammed CAE, and Paul Skelton CAE, who have achieved the globally recognised Certified Association Executive (CAE) credential, the highest professional recognition in the association sector.

AUSTRALIA & NEW ZEALAND

• Stefanie Jackson, CAE – CEO, Change Management Institute, Leura, NSW
• Matthew Kealley, CAE – Senior Manager, Membership Engagement & Innovation, Canegrowers, Brisbane, QLD
• Faizal Mohammed, CAE – Local Government NSW, Sydney, NSW
• Paul Skelton, CAE – Country Manager, Australian & New Zealand, CEDIA, Highett, VIC

"The CAE credential represents the gold standard in association leadership. Stefanie, Matt, Faizal, and Paul have demonstrated an exceptional commitment to professional growth and to advancing our sector. We are proud to celebrate their achievement and welcome them into this distinguished community," said Toni Brearley CAE, CEO of AuSAE.

This milestone is a testament to your dedication to leadership, excellence, and lifelong learning. We’re proud to celebrate with you!

Learn more about the CAE credential: ausae.org.au/CAE

Congratulations again, Stefanie, Matt, Faizal, and Paul - we’re #CAEproud!

Read the full announcement from ASAE: The Center for Association Leadership

The future of member engagement is human, personal, and purpose-driven. That was the resounding takeaway from our recent webinar, “What Members Really Want in 2026: Insights from the 2025 Benchmark Reports” presented by Higher Logic.

Facilitated by Kelly Whelan, Senior Content Marketing Manager at Higher Logic, with insights from Toni Brearley, CAE, CEO of AuSAE and Clementine West, Community Engagement Manager from AAPi, the discussion unpacked how association expectations are changing.

Drawing from the Higher Logic’s 2025 Association Member Experience Report, the panel laid out actionable strategies to elevate the member journey, from first touch to lifelong loyalty.

1. Emotional Drivers Matter as Much as Functional Benefits

Members may join for professional development, networking, or certifications, but they stay when they experience belonging, engagement and clear value.

In competitive and often isolating professional environments, associations provide emotional value - support, reassurance, and a sense of “people who get me.” The data confirms that emotional connection and community support are top drivers of retention that associations must cultivate.

Key takeaway: Make every interaction - emails, events, onboarding - reinforce that members belong to a community that understands and supports them.

2. Cost Is Often a Proxy for 'This No Longer Feels Worth It'

When members cite cost as a reason for leaving and non-renewal, it’s rarely about money, it’s about perceived value or low engagement.

If engagement stagnates and members don’t feel the impact of their membership, renewal feels more like a bill than a benefit. Associations must continuously demonstrate value and outcomes - skills gained, networks built, confidence grown - so that cost never becomes the default exit excuse.

Key takeaway: Value isn’t what you offer; it’s what members experience.

3. Reframe Value Propositions Around Member Impact, Not Activities

Many association teams unintentionally focus their messaging on what they do, events, newsletters, advocacy campaigns, rather than what members gain.

Reframing messaging around member impact (career growth, problem-solving, professional confidence, network expanded, and problems solved) resonates stronger and builds clearer alignment between organisational goals and member outcomes.

Example: Instead of “Join our annual conference,” try “Accelerate your career with three days of peer-led learning and real-world solutions.”

4. Time Is the New Currency

Despite high perceived value of community, time constraints remain the biggest obstacle to participation. Associations must tie resources back into community, make participation easy and low-friction, and repeatedly demonstrate what members gain by engaging.

Tip: Offer “micro-engagement” pathways such as quick polls, bite-sized learning, or recognition badges that reward even small interactions.

5. Community Is the Modern Safety Net

Community provides more than networking opportunities, it functions as a safety net that reduces loneliness, builds reassurance, and strengthens retention.

Members rely on these spaces to combat isolation, share real-world solutions, and find peer reassurance. When managed intentionally, communities become the emotional anchor that drives long-term loyalty.

Key takeaway: Community health equals member health. Cultivate belonging, not just conversation.

6. Personalisation and Segmentation Drive Results

Practical implementation of personalisation delivers measurable results. The webinar highlighted real-world results from personalised campaigns, segmented by audience interest, career stage, or engagement level. Personalised outreach outperformed generic messaging across every metric including open rates, clicks, and conversions.

Action step: Use data to shape what’s next. Ask members what they want through polls and feedback, and act on it. This makes members feel heard and co-creates the experience, building trust.

7. AI Should Create 'More Human, Not Less Human' Engagement

Members show high comfort with AI when it improves their experience through smarter search, discover, personalised recommendations, or intuitive support tools. However, AI must be human-centered, transparent, intentional, and tied to strategy, enhancing human connection rather than replacing it.

Key takeaway: Use AI to lighten the admin load and free staff to deepen relationships, not automate them away.

8. Strong Onboarding Drives Lifelong Membership

An easy, structured early experience is one of the strongest predictors of long-term engagement, belonging, and retention across the entire member lifecycle, not just the first week. Associations should invest significantly in designing intentional onboarding journeys. From day one, new members need clarity - how to connect, contribute, and benefit.

Tip: Build a 90-day onboarding journey with milestones, mentorship, and recognition touchpoints.

9. Email Alone Is Insufficient - Spread Outreach Across Multiple Channels

While email remains valuable, members are overwhelmed by inbox volume. Effective communication strategy requires spreading outreach across community platforms, social media, and opt-in channels with clear segmentation and personalisation so people receive only relevant messages.

Action step: Use member data to trigger communications where they already are, not just where you are comfortable sending them.

10. Visibility Still Drives Growth

When it comes to non-member acquisition, the biggest challenge isn’t cost, it’s awareness.

Too often, potential members simply don’t know your association exists. Associations must investin SEO, social visibility, and clear messaging that articulates impact over activities is key.

Key takeaway: The best marketing strategy begins with being findable.

Moving Forward: Designing Belonging for 2026

The data is clear: personalisation and belonging are the twin pillars of member engagement in 2026.

Associations that focus communication, community, and career impact around those principles will not only retain members but transform them into advocates.

Now is the time to:

• Audit your onboarding and communication flows
• Integrate personalisation driven by data and member feedback
• Celebrate community as the heart of your value proposition

In a landscape where expectations evolve quickly, the opportunity is to stay deeply human, by meeting members where they are, and reminding them why they belong.

If you missed the AuSAE Open Access Webinar: What Members Really Want in 2026, or would like to rewatch it, you can view it here.



Download your copy of Higher Logic's 2025 Association Member Experience Report here

The Australasian Society of Association Executives (AuSAE) is pleased to announce a new industry partnership with MemberBoat, a membership marketing consultancy and training provider specialising in helping associations grow, engage, and retain members through practical, modern marketing.

This partnership reflects a shared commitment to building marketing confidence and capability across the association sector, recognising that many teams are under pressure to deliver growth and engagement without specialist support or large budgets.

Through the partnership, AuSAE members will gain access to practical insights, frameworks, and learning opportunities that focus on real-world association marketing. Areas of focus include content and email strategy, member journeys, engagement, retention, and measuring what actually works.

Toni Brearley CAE, Chief Executive Officer of AuSAE, said the partnership strongly aligns with AuSAE's purpose of supporting association leaders and teams.

"Marketing has never been more important, and at the same time, more overwhelming, for associations. MemberBoat brings a deep understanding of the sector, combined with a practical approach that helps teams take meaningful action. Olena and her team understand the pressures association professionals face, and they've built solutions that make membership growth achievable, not aspirational."

Olena Lima, Founder of MemberBoat and Membership Marketing School, said the partnership builds on long-standing work with the association community.

"Associations do incredibly important work, yet marketing expertise isn't traditionally embedded in association teams. As member expectations rise and businesses adopt events, content marketing, and community building, associations can't afford to fall behind. Our role is to make marketing accessible and achievable, whether through hands-on consulting with MemberBoat or practical education through Membership Marketing School. Partnering with AuSAE allows us to support more association professionals at every stage of their journey."

With more than 15 years' experience working exclusively with associations globally, and insights shaped by hundreds of association professionals, MemberBoat and Membership Marketing School bring both strategic depth and practical delivery to the partnership.

Together, AuSAE and MemberBoat are committed to building marketing capability across the sector, ensuring associations have the clarity, confidence, and tools to grow membership sustainably.

To learn more, visit membershipmarketingschool.com or memberboat.com.au

The Australian Institute of Credit Management (AICM) shows how associations can create real, measurable impact for their members and the profession. We sat down with Nick Pilavidis, CEO at AICM to explore how they are transforming the member experience and supporting credit professionals to work smarter, faster, and with greater confidence.

In today’s economy, credit professionals play a critical role in driving business success - mitigating risk, maximising growth, and applying sound credit principles. For AICM, this means going beyond providing access to resources: it’s about helping members quickly find, understand, and apply knowledge in an increasingly complex credit, regulatory, and economic environment.

From Challenge to Innovation

AICM recognised a growing gap between the depth of knowledge it had built over many years and members’ ability to quickly locate and apply that knowledge. AICM had a wealth of knowledge: decades of trusted content spanning articles, magazines, newsletters, webinars, advocacy updates, and education materials. Yet, this content was dispersed across formats and platforms, making it difficult for members to quickly locate and apply the expertise they needed.

At the same time, member expectations were changing. With the emergence of AI, members wanted clear, practical answers, not lists of resources. Without the human capital to respond in real time, members risked turning to less trusted sources for guidance on credit, regulatory, and economic questions.

In response, AICM developed Creddo, an AI-powered Knowledge Assistant, built using Betty AI. Inspired by conversations at an AuSAE conference, AICM discovered Betty AI and its potential to transform the way associations deliver knowledge. After exploring the platform at subsequent events, AICM launched Creddo, a Knowledge Assistant designed to unlock the institute’s deep expertise and provide trusted, context-specific guidance on demand. Implementation was low impact, thanks to Betty AI’s support. AICM’s team structured and curated their knowledge resources for ingestion, tested the assistant, and quickly brought it to life.

Members First: The Impact of Creddo

Today, Creddo has become the first port of call for members facing credit, regulatory, or compliance questions. When members have a question they “Ask Creddo” To:

• Draft credit documents and policies
• Check processes, regulatory, and compliance requirements
• Design role plays and receive critique
• Test knowledge ahead of certification assessments

Key benefits include:

• Time saved: Members no longer spend hours searching or escalating queries
• Confidence boosted: Clear guidance on interpreting regulation, credit risk signals, and best practice
• Emerging needs identified: Member questions highlight gaps in content, informing future publications, events, and advocacy
• Volunteers empowered: Creddo reduces repeated queries to staff, allowing focus on strategic initiatives
• Membership value demonstrated: A public version provides limited responses to non-members, showing the tangible benefits of full access
• Innovation spotlighted: Early AI adoption reinforced AICM’s position as a forward-looking, professionally progressive body

As one member puts it:

“Creddo has changed the way I work. Instead of spending time hunting through resources, I can get a clear, trusted answer in seconds, it’s like having the entire AICM knowledge base at my fingertips.”
— AICM Member, Credit Risk Manager

Creddo also strengthened AICM’s strategic position. Tailored versions for different member segments boosted engagement, drove interest in the new Credit Knowledge Hub (CKH), and supported tiered membership offerings, giving members a clear reason to upgrade. Beyond solving an operational challenge, Creddo became a cultural asset, shaping team engagement, volunteer ownership, and member excitement.

Lessons Learned and Next Steps

One of the biggest surprises was how easy it was to implement Creddo. Associations with strong content need not fear technical hurdles, getting started can be simpler than expected. Another revelation was the creative ways members applied the tool, from audit prep to designing training scenarios. Launching early and iterating based on usage created more value than waiting for a “perfect” product

Building on this success, AICM is focusing on:

1. Expanding Creddo’s knowledge base to include more granular regulatory guidance and emerging credit risk topics.
2. Using engagement and question data to inform AICM’s content calendar, CPD programs, and advocacy priorities, ensuring resources remain ahead of member needs.

For other associations considering similar initiatives: start with your existing knowledge, find a technology partner who understands your sector, and treat member adoption as an ongoing conversation, not a single launch event.

Association Impact in Action

AICM’s Creddo is more than an innovative tool, it’s a clear example of association impact in action. By transforming how members access and apply knowledge, AICM has strengthened professional capability, enhanced member value, and demonstrated the power of associations to lead change within their industries. This success story shows that when associations embrace innovation and put members at the centre, they don’t just deliver resources, they create lasting, measurable impact that advances the profession and the broader community.

About Australian Institute of Credit Management (AICM)
The Australian Institute of Credit Management (AICM) is Australia’s leading professional member body for commercial and consumer credit management professionals across all industries and sectors, and the only credit industry-specific Registered Training Organisation in the country.

The AICM represents over 3,000 credit professionals working in over 800 companies. AICM members work in organisations providing consumer and commercial credit and support services.

AICM’s vision is a resilient economy where credit professionals drive successful business outcomes by mitigating risk, maximising growth and applying sound credit principles and practices. For more information, visit www.aicm.com.au

Alexandria, Va., Jan. 15, 2025 — Advanced Solutions International (ASI), a leading global provider of cloud software and services for associations and non-profits, and the developer of iMIS® Engagement Management System, announced the release of the 2026 Membership Performance Benchmark Report by iMIS. The 11th annual global report is now available for download at imis.com/benchmark-report.

The 2026 iMIS survey was conducted in late 2025 and collected insights from more than 400 association and membership professionals across the United States, Canada, Europe, the Middle East, India, Africa, and the Asia-Pacific region. This year’s report covers trends in membership growth and engagement, causes of attrition and re-engagement strategies, tech investment plans, non-dues revenue opportunities, key performance metrics, and actionable insights.

Key findings from the report include:

• 71% currently have or plan to invest in membership management software.
• Retention increased or plateaued for three in four organizations, while only 15% experienced a decline.
• 70% believe that email is a top method to recoup lapsed members. 
• 38% increased member engagement, and 43% held engagement rates steady. 
• 36% are extremely confident about future growth and sustainability, increasing from last year’s 25%. 
• The top goal remains to increase engagement. 
• The top challenge is inadequate integration between member management systems and their corresponding websites.

• North America/Europe: Feb. 18, 2026, 11:00 a.m. to noon EST (register). 
• Asia-Pacific: Feb. 19, 2026, 11:00 a.m. to noon AEDT (register).