President's Message - Oct '25

Since Hope is Not a Strategy; We Are Mapping Value for Our Members

During times of uncertainty, whether economic, regulatory, or operational, as a professional association we should lean into our structure, processes, and administration to provide stability, guidance, and resilience.

The following is a quick summary of the 2025 MBCEA Strategic Retreat, and a thank you to all your Chapter Presidents, your Executive Committee, and your Board, for their time, and their courage to speak up for what is working, and as importantly, that which is not.

Here’s a higher-level look at what we did. If none of the roles, or the people, sound familiar, call me; I will be happy to share more!

Of the Members on The Executive Committee and The Board, we asked each to complete a priority map, that listed categories: Organization, Finance, Accreditation, Membership, Apprenticeship, Chapters and Collaboration with the Metal Building Manufacturers Association (MBMA).  With additional guidance from David Leinbach (MBCEA Vice President) and Sasha Demyan; the priority map included a priority algorithm. This mapping guided the conversations and will ultimately prioritize programs that deliver the most value such as safety training, accreditation (like AC478), and financial stability. On the other hand, it makes us aware of overextending into unfamiliar areas during potential volatile periods.

Each category and its scores were evaluated for potential and vulnerabilities, identifying which programs are essential and those which may be paused, or dare I say it, sunset.

The following are brief summaries of the slide decks which fostered positive and collaborative results.

Mission Reaffirmation

Revisit our core mission (to support the professional advancement and development of metal building systems contractors, erectors and our industry) to ensure it still resonates.

Accreditation

Establish goals/mandate of Accredited Members. Encourage members and committees to share best practices and local insights to leverage AC478 adoption by members.

Document and Standardize Processes

Clear administrative procedures and succession plans ensure continuity when leadership or staffing changes, either planned or unexpectedly. 

Review/Adjust Financial Strategy

Develop financial scenarios for budgeting, investment and revenue spend of value adds. Leverage member feedback, industry trends, etc. to make informed choices.

Strengthening Member Communication

Transparent, frequent updates build trust. Use newsletters, webinars, and forums to keep members informed and engaged.

Invest in Technology and Flexibility

Digital, maybe even AI tools for project management, virtual events, and remote collaboration help maintain operations and member engagement.

Hope is not a strategy. The MBCEA Retreat delivered one. From key takeaways, a plan, and next steps bound with an adamantine thread of a unanimous commitment to execute for the success of our association.  

We are ready, with a clear, data-informed roadmap ensuring our resilience, our growth, industry relevance and as per our mission…continued value for you, our members.

Be Safe, Be Great,

Robert Tiffin

President, MBCEA

National Accounts Manager, Silvercote