Trade associations are sometimes described in terms of “benefits”—research, advocacy, events, resources. Those things matter, and ISPA delivers them. But I want to talk about something bigger: Membership as participation—as a community that helps steer the direction of our industry.
I’m not a passive leader. I’m here to grow ISPA membership and strengthen engagement—and I’m asking the industry to help. When participation shrinks, the industry doesn’t just lose dues revenue; it loses perspective, expertise, and the collective strength that comes from companies pulling in the same direction. We also lose something harder to quantify: the ability to speak with one voice when it counts.
Make no mistake: Adaptation is the job right now. We are navigating a marketplace shaped by consumer caution, rapid channel shifts, and a policy environment that keeps growing more complex. Enforcement and compliance issues—especially in e-commerce—create an uneven playing field for responsible manufacturers and suppliers. When those pressures build, the most effective response isn’t isolated problem-solving company by company. It’s coordinated action—focused, informed, and sustained.
That is what membership—and community—makes possible.
Participation doesn’t require perfection, just presence. In practical terms, community could look like:
- Serving on committees and workgroups where real issues are tackled and recommendations are shaped.
- Engaging in conversations that sharpen our understanding of what’s happening in policy, regulation, and the market.
- Participating in events and programs designed to move from discussion to action.
- Sharing insight so ISPA’s research and guidance reflect what members truly need.
Every organization has a direction. If you’re not engaged, the course still gets charted—just without your perspective. If you are engaged, you help shape what ISPA focuses on, how we advocate, what we elevate, and how we support members through change.
I also want to acknowledge a reality many industries face: Time is tight, budgets are under pressure, and membership costs money. It’s fair to ask what that investment delivers. Here’s what I believe: ISPA is strongest—and able to deliver more—when members don’t just watch from the sidelines but directly engage. Only then can we direct resources to the issues that matter most, respond faster, and provide more value from every dues dollar.
My goal as president is to make ISPA membership feel more like a living network than a static list of benefits. That means creating more pathways for companies to plug in—manufacturers, suppliers, retailers, and service partners alike. It also means listening closely to what members need now, not what we assumed they needed years ago.
If you’re a longtime member, thank you. Your support sustains ISPA’s ability to lead with credibility and consistency. If you’ve stepped back—or if you’re questioning whether membership is still worthwhile—I’d ask you to remember this: ISPA is strongest when the industry is fully represented. We are the voice of the mattress industry, and a strong voice depends on broad participation. I welcome your ideas, your input, and your questions. If there’s a topic you believe ISPA should prioritize—or a better way we can bring members together and drive results—I want to hear it. Because the best version of ISPA is the one our members help build—and the best course for this industry is the one we set together.
Alison Keane, President
