BLOG | Why Associations Must Think Differently — and Act Boldly — on Revenue Diversification

L to R: Bernard Depasquale AMEB, Deanna Varga - Mayvin Global, Brenda Davy - CHP Australia, Debra Cerasa - Amplify Alliance Australia

Over the last eight years, Mayvin Global has helped more than 40 associations strengthen their financial sustainability, reduce risk, and unlock new growth opportunities.

One lesson stands out: associations can no longer rely on membership fees alone. The future belongs to organisations willing to adopt commercial thinking and diversify their revenue streams.

This theme came into sharp focus at the recent ACE 2025 Conference by Australasian Society of Association Executives, where we launched Volume One of our new White Paper Series: Mission and Margin. The discussion with association leaders brought real-world stories to life — stories of challenge, resilience, and transformation.

From Survival to Strategy: Amplify Alliance Australia

When Debra Cerasa stepped into her CEO role in 2018, she inherited an organisation facing declining membership, financial stress, and an outdated brand. 

Then known as Jobs Australia, the question was simple but daunting: how can an organisation survive in a shrinking market? Through courage, rebranding, a new strategic direction, and a rethink of the membership approach, the organisation repositioned itself as Amplify Alliance Australia 

Lesson: Transformation takes time — and it requires the buy-in of members, staff, and the board. Not everyone will be comfortable at first, but persistence and innovation are key.

Debra’s experience highlights a broader truth: associations must have the ability to pivot commercially to remain mission-focused and financially resilient.

Playing the Long Game: Australian Music Examinations Board (AMEB)

For Bernard Depasquale, CEO of the Australian Music Examinations Board Pty Ltd, revenue diversification has been a long-term journey.

When he joined in 2008, 99% of the organisation’s income came from publishing royalties — a highly risky position. The priority was clear: rebalance the portfolio. Fast-forward to today, and publishing now represents just 50% of total revenue. 

The shift came through multiple avenues including bringing publishing in-house, investing in digital systems, and expanding internationally.

It took some periods with financial losses, team expertise, board patience, and transparent planning — but the result is a stronger, more balanced business model.

Bernard’s leadership shows what’s possible when organisations commit to change and bring their boards along the journey — proving that sustainable growth is built over time, not overnight.

Why Not Us? Consumer Healthcare Products Australia (CHPA) and AdCheck

When government reforms removed a major revenue stream for Consumer Healthcare Products Australia, they needed to make some big decisions to fill the pending revenue gap.

To address the impact, Brenda Davy - GAICD and her team asked a pivotal question:

If not us, then who?

The result was AdCheck — an independent advertising-compliance service developed in-house. Launched in July 2020, right in the middle of COVID, AdCheck transformed CHPA’s business model from one reliant on membership dues to a commercial service with significant positive financial impact. Today, the majority of AdCheck revenue comes from non-members, proving that associations can extend well beyond their traditional base.

Lesson: Mindset matters. Shifting from “membership service” to “industry service” can future-proof both mission and margin.

Lessons for Every Association

Across these case studies — and from our work with more than 40 associations — three lessons consistently emerge:

1. Profit isn’t a dirty word. Associations need margin to achieve mission. It's hand in glove. 

2. Boards must be brought on the journey. Governance alignment is essential from the start, not the end.

3. Risk is unavoidable — but manageable. International expansion, new products or government shifts all carry risk. The key is to plan, engage stakeholders, and act decisively.

What’s Next?

Volume One of our Mission and Margin White Paper Series is a free resource, now available — featuring detailed case studies from AMEB, CHPA, IPWEA, AusIMM NT Business Events with contributions from David Jenkins Chief Executive Officer GAICD, EMBA, PGCE, Stephen Durkin, Melissa Holdsworth 

Volume Two (launching 20 November 2025) will explore risk mitigation and feature Amplify Alliance Australia, ESAE - European Society of Association Executives, Australian and New Zealand College of Anaesthetists and OzHarvest and while Volume Three (early 2026) will look ahead to future-focused strategies for resilience and innovation.

👉 Download Volume 1 https://www.mayvinglobal.com/2025wpvol1

The Bigger Picture

Revenue diversification is no longer optional — it’s an imperative.

Associations that embrace commercial thinking, take calculated risks, and broaden their horizons will not just survive, but thrive in the years ahead.

At Mayvin Global, we work alongside associations to turn insight into action — whether it’s developing partnership and sponsorship strategies, shaping event portfolios that lift surplus, or building sustainable business models that align mission with margin.

If your organisation is ready to explore new ways to grow revenue and resilience, we’d love to start that conversation.