As Tenure Ends, ACTE's Crum Reflects On Presidency

Toward the close of the Association of Corporate Travel Executives' Global Education Conference in Rome in October, BTN editor-in-chief David Meyer met with Richard Crum and predecessor Greeley Koch to discuss Crum's nearly completed term as president.

BTN: It seems that you had quite a good run.

Richard Crum: I'd be lying if I said that this wasn't fun. When Herman Mensink spoke after receiving the advancing the industry award, he said it perfectly when he said, "You get more out than you put in."

BTN: What do you think your major accomplishments have been?

Crum: Our sponsorship has grown both in the number of sponsors and the dollar value, so that tells me that we are doing things right. The events themselves have grown, but I'm not talking about just in size. They have gotten marginally bigger, but the number of corporate attendees, the number of total companies that are attending, the number of countries that are represented at our global events have all grown.

From an advocacy position, ACTE has been able to continue to grow as an industry voice, taking on issues that people sometimes feel is unpopular, such as 18 months ago when we said we are heading toward tough times and tried to help our industry prepare, or taking on the laptop security issue. We've also been developing things like the new tradeshow concept TransActe and the online community ACTEConnect, trying to innovate for the industry and do things that lower cost and simplify access to information for our members and the entire industry.

BTN: Has the size of the professional staff changed during your presidency?

Crum: It's grown a little bit. Part of it has been spreading out into the regions. We have more people in Latin America and Africa, Europe and Asia than when I started. Our staff is now probably 50-50 in terms of working in the headquarters environment and out in the regions, developing programming and working with local members. It's not a dramatic change but it probably will continue to move in that direction. The center will be the core that supports the regions and the regions will be strong vibrant areas where we touch the membership and understand those local nuances and requirements and program for them. It's a cliché, but in order to be successful we need to act local and think global.

BTN: What has executive director Susan Gurley's impact been since coming to ACTE?

Greeley Koch: Bringing Susan on was one of the changing points in the direction of the association. She brought a very professional approach. She had global experience, education experience and experience in dealing with different types of people around the world. She brought a certain degree of fiscal responsibility to the organization. She has steadied the ship.

Crum: If you look at the team she has pulled together, we have 30 people who pull off 68 conferences, forums, events and Webcasts. It's unbelievable when you look at the volume of output and the benefits to members that come from such a small, committed staff, and it's because we've got the right leader at the top who motivates those troops and brings in the right people. She's been a fantastic addition to the organization. She already has left a mark and will continue to move us in the right direction.

BTN: I'm sure you've heard over the years major suppliers and others ask, "Why do we need two associations in this industry, why can't the National Business Travel Association and ACTE merge?

Crum: Our supplier sponsors aren't asking us that question. I hear that question most from longtime members of both associations who I think are still frustrated that 20 years ago some people didn't like the [NBTA predecessor] National Passenger Traffic Association and broke off and started something that's very successful. When I came in as a board member, Greeley said, "you're going to hear it."

We literally did a study, looking from top to bottom at NBTA and us. In the end, it makes as much sense as Southwest Airlines and American Airlines. Why do we need two airlines in Dallas?

Structurally, culturally, strategically and operationally, they are different. They have a lobbying arm. We're more of an advocacy group. We've got equal membership, they separate buyers and suppliers into two different ranks. We are more different than you can imagine and I don't think the industry would be better off if the two merged. We'd end up disenfranchising one group or the other. Mergers often are not one plus one equalling two. Often they equal one-and-a-half. You end up having to give something up to make the marriage work. I don't think that's what our industry needs. That's not what our members are telling us that they want.