NAVHDA is a great organization, but like any great organization, it needs thoughtful leadership to stay strong and relevant. I’m not running just to maintain the status quo. I’m running because I believe NAVHDA can, and should, be doing better.

There’s no question the current leadership has made important strides: the launch of the member portal, a vastly improved website, and the addition of new judges are wins for our community. They deserve credit for that. But alongside these accomplishments, there have been challenges we can't ignore.

In the past two years we’ve "operated in the red" and "closed on a somewhat down cycle" financially (quotes pulled from our Treasurer's Annual Report for 2023 & 2024). This pattern isn’t sustainable, and the lack of communication around it has left members in the dark and drawing their own conclusions. Once we see a full set of financials, a plan can be developed to get us back to operating in the black.

Page 1; Line 19 of IRS Form 990 shows the revenue less expenses for the year.

2022 IRS Form 990 (Dave Trahan, Pres)

2023 IRS Form 990 (Tim Otto, Pres)

2024 IRS Form 990 (Tim Otto, Pres)

Transparency and inclusion should be our foundation, especially when it comes to decisions affecting testing standards. Surveying members and judges is a good start, but real collaboration requires two-way dialogue and clear authorization.

That’s why I’m building a team-oriented leadership approach, one that keeps members at the center of every decision. We will outline solutions to increase accessibility to testing at all levels while likely reducing overall costs. We’re also developing ways to enhance NAVHDA’s financial stability, expand the use of our robust database, and offer new tools and resources to chapters and their members.

We have forward-thinking programs ready for your feedback, because I believe NAVHDA is strongest when its members are involved, informed, and inspired.

And finally, I’m personally driven by the youth I see stepping up in our organization. They remind me what’s at stake and why we must leave NAVHDA stronger than we found it.

“Hundreds of members in your NAVHDA community expressed the desire to have options beyond the EC’s suggested slate of candidates for this election cycle. The ability to choose your President and Treasurer is a powerful opportunity, and one that every member should recognize as an important responsibility.”

NAVHDA is a Two-tiered organization consisting of the Parent Body Organization- NAVHDA

International who approves and charters the Individual Local Chapters.

Why is an Election important to an individual NAVHDA member? The FOUR Elected positions

control who makes up the other members of the Executive Council and all of the Committees.

The decisions made by the Executive Council and their Committees determine the trajectory of the Organization. Chapters and member individuals are all impacted by this process and its effects.

NAVHDA International Governing Structure

(Per Bylaws, as published and dated 1/1/2020)

“THE EXECUTIVE COUNCIL”

are Considered the “Officers” of the Corporation and exercise the powers of the Corporation as

allowed in the Bylaws. These positions Consists of:

ELECTED POSITIONS (Election held Every 3 Years)

*These FOUR positions are the Decision Makers for the makeup of the rest of the Executive

Council*

● President

● Vice President

● Secretary

● Treasurer

BYLAWS REQUIRED POSITIONS *Appointed by the above Four Elected Officers*

● Director of Judge Development

● Director of Testing

● Director of Publications

● Director of Promotion

● The Registrar

BYLAWS ADDITIONAL ALLOWED POSITIONS ON EXECUTIVE COUNCIL

(At Discretion of President with support of a Majority vote of the Vice President, Secretary and

Treasurer)

● Immediate Past President

(and Up to Three other Positions)

Currently:

● Director of Information Technology

The EXECUTIVE COUNCIL Has Decision Making Control Over:

CHAPTERS

Per Bylaws: “FORMATION. Local chapters may be established by such number of members of the

corporation within a viable contiguous geographical area as the Executive Council shall from time to

time approve.”

COMMITTEES

Per Bylaws: “Committees for specific purposes or activities may be designated from time to time by the resolution of the Executive Council. The Chairs, and members of such committees, shall be appointed by the Executive Council and they shall serve at the pleasure of the Executive Council.”

CURRENT NAVHDA COMMITTEES

● Judging & Testing

● Invitational

● Invitational Grounds & Setup

● VHD Magazine

● Web Site

● Social Media

● Registry Appeal

● Promotions

● Information Resources/Technology Development

● Youth Development

● Kristin Reiser Scholarship

● Legal Counsel

● Training Seminar Assistance Program

● Legislative

My vision for NAVHDA is simple: return to our roots while building a stronger, more united future.

At its core, NAVHDA exists to promote and improve the versatile hunting dog breeds we all love, and we must never lose sight of the hunting heritage that brought us here.

To move forward, we need to re-center the power of this organization where it belongs: with you, the members. NAVHDA’s strength has never come from a few individuals... it comes from the passion, knowledge, and dedication of our entire community.

I’m committed to open, transparent collaboration with chapters and members alike. Together, we can build a more responsive, inclusive organization. One that works as a team to preserve our legacy and shape our future.

At 43, I find myself in a unique and powerful place: a bridge between generations. I have a deep respect for the leaders who came before me and the decades of knowledge they bring to the table, while still feeling closely connected to the energy and ideas of NAVHDA’s next generation. I understand both sides because I’ve been both: the young leader eager to contribute, and the experienced one who’s learned how to listen.

My leadership journey began early, shaped by my involvement in scouting, where I learned the values of integrity, service, and responsibility. Those principles have guided me ever since; through athletics, board service, and leadership roles in the field and on job sites. I often found myself leading teams with more experience than I had, and I learned firsthand that leadership isn’t about having all the answers. It’s about building strong, diverse teams and keeping everyone focused on the goal.

One of my greatest strengths is uniting people, even those with differing views, and creating environments where collaboration leads to real progress. That kind of leadership is what NAVHDA needs as we grow and evolve.

Pair that leadership philosophy with my passion for hunting wild birds, training exceptional dogs, and giving back to the organizations that have shaped my life, and I believe I’m well-prepared to help guide NAVHDA into its next chapter.

Past NAVHDA Presidents, EC Members, and Judges stand behind my bid for presidency. What troubles me deeply is that in today’s NAVHDA environment, many of them are afraid to say so publicly. Over the last three years, too many of us have been ‘punished’ simply for speaking honestly and sharing our opinions. That should concern every member, because if we allow this culture to continue, NAVHDA risks a divided future.

The next generation is not just our future, they’re already one of our greatest strengths. If you’ve seen my daughter Brooke and me navigate the NAVHDA testing system, you know how powerful youth involvement can be. There’s a unique energy and joy that young members bring, and every time a kid shows up at a test day, you can see it on everyone’s faces: this is why we do what we do.

To truly involve the next generation, we have to do more than just invite them. We have to listen to them. I plan to do just this and include youth members who can help shape what their NAVHDA experience looks like. I’ll reach out to past youth participants and young leaders to understand what inspired them to stay involved, and then build on that.

It’s time we create real opportunities for youth to take part, lead, and grow within this organization. They need to know their voices matter. And under my leadership, they will.

I hear it often, especially from long-time members and judges: “NAVHDA just feels different lately.” And I believe that sentiment is real. Many judges, in particular, have expressed that they no longer feel heard or valued. That’s not just disappointing, it’s a warning sign that something in our organizational culture needs to shift.

Recently, decision-making around judging and testing has become increasingly concentrated in the hands of a few, leaving the broader judging community feeling sidelined. These are individuals with decades of collective experience, and when their voices aren’t part of the conversation, we all lose. Worse still, some now hesitate to speak up, not because they don’t care, but because they fear potential backlash. Whether or not that fear is justified, the fact that it exists tells me we’ve moved away from a culture of open, respectful dialogue.

As leaders, we must be open to feedback, even when it’s uncomfortable. Growth only happens when we listen, learn, and adapt. I believe we need to rebuild trust, re-engage our experienced members, and create space where all ideas are welcome.

Finally, in our push for progress, I believe we’ve sometimes lost touch with the history and values that built NAVHDA. Our senior members, many of whom laid the foundation for what we enjoy today, deserve appreciation, recognition, and a voice. If we forget where we came from, we risk losing sight of where we’re going.

I’m committed to restoring a sense of inclusion, respect, and shared purpose, so NAVHDA can be an organization every member feels proud to be part of, whether they’ve been here 30 years or just joined yesterday.

I love the line from Doug Durnen of the Meat Eater crew, “It's not ours, it's just our turn.” This phrase has helped me realize we all need to do our part to preserve the future of our beloved birds and access to them, which is why I proudly support: Pheasants Forever, Quail Forever, Ruffed Grouse Society, Theodore Roosevelt Conservation Partnership, Ducks Unlimited, The North American Grouse Partnership, and Backcountry Hunters and Anglers.

NAVHDA's partners in Conservation - Pheasants Forever, Quail Forever & the Ruffed Grouse Society - are extremely important relationships for both the organization and our members. These partnerships not only support habitat and wildlife conservation, but also create opportunities that directly benefit NAVHDA members in the field. My plan is to strengthen these relationships by fostering greater collaboration, aligning our efforts where missions overlap, and developing new member benefits that grow out of these partnerships. Together, we can ensure healthier habitats, stronger hunting traditions, and greater opportunities for our dogs, our members, and future generations of hunters.

In addition to the aforementioned organizations, I also support Cookies for Conservation (@cookiesforconservation on Instagram), an organization my daughter, Brooke, started to raise money for conservation. Last year (2024), she was able to donate $6,000 to Pheasants Forever who designated the funds for use in their 'PATH' program that creates more access to private land.

As the Invitational has grown, so too has the conversation about its size and sustainability. Entry numbers continue to rise, and so do costs, so much so that what once broke even or produced a small profit is now contributing to our operating losses. At one of this year’s presidents meetings, the topic of limiting the Invitational was again brought up.

One thing is clear, the data collected at the Invitational is invaluable for breeders and future puppy buyers. Reducing that pool of information by limiting entries would be a mistake. Instead, we need to think creatively about how to expand access, reduce costs, and protect the long-term viability of the event.

Here’s the plan I’d like to put forward for discussion: transition the Invitational into a chapter-level test over the course of several years. While today’s Invitational carries heavy logistical and financial demands, the reality is that the requirements are no greater than those of a UT test. A chapter could host eight dogs a day with a single three-person judging team. We’ve already identified 12 locations across the U.S. and Canada (including Alaska) that could be made suitable with minimal effort, and that number will only grow as we define the requirements and work alongside chapters.

During this transition, NAVHDA International would still host an Invitational for those who prefer the traditional format, ensuring all members have a fair opportunity. And just as we already entrust chapters to host every other level of testing, I believe they are fully capable of supporting members with Invitational-level tests as well.

Of course, there are challenges. We may lose some of the pageantry, and regulating pre-test training on the grounds would be difficult. But when weighed against the alternative suggested by the current EC to limit the size, this solution best aligns with NAVHDA’s mission, while ensuring the Invitational continues to serve dogs, handlers, breeders, and the NAVHDA community for generations to come.

True transparency means more than just asking the membership for input. It begins with open communication, where differing opinions are welcomed and no one fears retaliation for speaking up. It also means ensuring members have access to accurate information, so their feedback is informed and meaningful. Asking for input on topics for which members have very little/if any access to data isn't transparency.

Transparency also thrives on dialogue. While surveys can be helpful, they can’t replace real conversation. This is especially true for our judges when discussing rule changes and test procedures. By fostering open, respectful discussion, we strengthen our organization, honor the expertise of our judges, and ensure decisions are made with the input of those most affected.

For most of us, NAVHDA began with our passion for training hunting dogs. That passion is what keeps members engaged and committed each year. I believe member retention is deeply connected to how supported people feel throughout their training journey.

We can go further and do better than the current training assistance program, whose reach has been limited. By building a comprehensive training resource library, accessible to every member and enriched by member contributions, we can create a stronger, more connected training community. It would not only expand access to experienced trainers nationwide but also foster a stronger, more connected, and more capable training community across NAVHDA.

NAVHDA’s mission simply wouldn’t be possible without its breeders. While the organization works hard to foster and promote versatile hunting dogs, it’s our dedicated breeders who put that data to work to improve their lines and elevate the breeds.

The passion for our dogs runs deep in NAVHDA, and my goal is to work side by side with breeders, offering tools and resources that help take their programs to the next level. I’ve already begun conversations with industry leaders, and the possibilities for organizing, presenting, and customizing NAVHDA data to meet breeder needs are remarkable.

Even better, these improvements won’t just support breeders, they’ll help puppy buyers more easily connect with the right pairings to match their goals and lifestyle.

As for cost? We’re already finding support from like-minded individuals, and I’ll be forming a fundraising team to make sure this effort has a minimal impact on our current operating budget.

Expanding data access and improving breeder resources are central to NAVHDA’s future. If you’re a NAVHDA breeder and want to be part of the conversation, I’d love to hear from you.

In my business, I’ve never asked, “How little can I give my clients?” Instead, I’ve always focused on how much value I can deliver for their investment. Our approach to sponsors should be no different. Sponsors aren’t just supporters; they’re partners, and our growth is tied to theirs.

NAVHDA would not be where it is today without the commitment of our sponsors, and together, we have the opportunity to reach new heights. I have several ideas to help our sponsors grow and thrive, without adding cost to NAVHDA.

A heartfelt thank-you to Purina Pro Plan, Garmin, Ruffland Performance Kennels and Ugly Dog Hunting for their continued partnership!

The world of publications and marketing is constantly evolving, and staying in front of our members across multiple platforms is both a challenge and an opportunity. Our Versatile Hunting Dog magazine is a valued resource but also represents a significant portion of NAVHDA’s operating expenses. I am committed to exploring ways to make the magazine more self-sufficient, including seeking new advertisers, while continuing to deliver high-quality content to members.

Beyond print, NAVHDA’s social media accounts have had tremendous impact and reach, thanks to the dedication of those managing them, and we can build on that success. Looking ahead, we can expand into new and more accessible forms of communication, such as podcasts, searchable online publications, short form video, and other digital tools that make NAVHDA resources easier to access, share, and enjoy. By embracing both tradition and innovation, we will strengthen NAVHDA’s voice and create even more value for our members.

Just as importantly, we must recognize the growing demand for authenticity. Members want real stories, real voices, and genuine connections. Meeting that demand will ensure NAVHDA’s communications remain trusted, relevant, and impactful.