Hiring an AMC? Ask the Question Behind the Question

For most of our history, KDC grew one way. Someone served on a board, loved the help they were getting, and mentioned us to a friend who served on another board. Word of mouth built this company. We never chased RFPs. We never really tried to grow beyond what was already in front of us.

That changed this year.

I realized I want to help as many small associations as I possibly can. And wanting that meant we had to do the scary thing and actually focus on growth. All while rolling out new platforms and social media programs for the clients we already serve. It has been a lot. Ashley joined us to lead this charge, and stepping into RFPs and board interviews has taught me something I did not expect.

I have learned as much about what boards should be asking as what they think they should be asking.

So if your association is looking for an AMC, here are three things I would pay attention to. Not the questions on the standard RFP. The questions behind them.

1. Bring your strategic plan, not just your to-do list.

Almost every RFP I read says the same thing. We need admin help. We want to be more organized. Both true, both important. But very few share the one thing that actually determines whether an AMC is the right fit: the strategic plan.

Where do you want to go? Is growth the goal? Is member retention what keeps you up at night? What does this board care about most, and what is your vision for the organization three years out? An AMC cannot help you reach goals you have not named.

And if your answer is “we don’t have a plan, but we know we need one,” that is not a problem. That is one of the most valuable things we can build with you.

2. Ask what happens if your manager leaves, not just who your manager is.

Boards almost always ask about capacity. Who will manage our account? What are their qualifications? How many other clients do they handle? All fair, all smart.

But the bigger picture is what happens around that person. What if they leave? How are vacations covered? If something goes wrong, what is the chain of command to get it solved? If I sat on your board, I would want to know how a problem gets fixed, not only who fixes it. A good AMC is a system, not a single person you are hoping never quits.

3. Ask how the company is built, not just what its policies say.

Some boards care deeply about diversity and inclusion, and they should. They ask to see our internal policies. They ask how we support inclusion for associations. Good questions. But I think the bigger one is how a company is built from the inside.

Here is a part of our story most people do not know. KDC started as a company that helped small associations by employing accomplished professionals who needed a flexible schedule. We were built on the strength of non-traditional workers. We had a remote team before COVID, before remote was a thing anyone talked about. What I learned is that this is not a side note. To serve a diverse set of members well, diversity has to sit at the center of how you work. It starts at home.

One last thing.

Handing your association to someone else can be nerve-racking. I get it. Every board member we work with is passionate about their industry, their career, and their community. They have poured themselves into it.

So find an AMC that will be a good steward of that passion, and that shares it. The right partner is not just capable. They care about your mission as much as you do.