ach year, the IAPD Annual Convention + connecX brings together more members than any other program we offer. It is our largest gathering, our highest-value networking forum and the single most concentrated opportunity for business to get done within the performance plastics industry.

This year, in Chicago, we expect nothing less.

Some come for the meetings. For others, it is the trade show. Some attend to reconnect with long-standing partners, while others use the event to introduce new products, hold strategic supplier meetings or network with industry peers. A few of you manage to sneak in a couple of educational sessions. But nearly everyone shows up for the same reason: this is where relationships are built, and deals are done.

For decades, that might have been enough. If the convention was well-attended, if the Performance Plastics magazine had strong editorial content and if IAPD offered a few good educational webinars during the year, the membership value proposition was solid. Members stayed engaged, dues were paid and the association’s rhythm was predictable.

That is no longer the case.

Today, delivering value is more complicated and nuanced. Our members’ needs are diverse, and the way they define value varies widely. For some, value is rooted in technical or sales training. For others, it is measured by leads, booth traffic, strategic access or regulatory updates. Some value sustainability and recycling best practices and industry thought leadership, while others are looking for tools that help inside and outside sales teams prospect new business.

The association landscape has shifted and so has the business world. Many of our member companies are experiencing increased consolidation through mergers and acquisitions. Corporate budgets are tighter, and spending on association participation is scrutinized more closely. Professionals are busier than ever, juggling constant connectivity and competing priorities at work and at home. Parents are over-scheduled, and business travel, as well as volunteer time must be justified with tangible results.

Why does this matter?

Because we are listening. And because IAPD is going back to the basics, with a new level of clarity and intention.

We began this process in early 2025. Through the IAPD Board, the Executive Committee, the Membership Committee, the IAPD Staff and the Membership Model and Trends Focus Group, we are asking the big questions. What is really going on in our members’ worlds? What do they need and want most from their trade association? What is truly essential and what is outdated?

This isn’t about how we charge for membership. It is about what membership means.

Some of this work ties directly to IAPD’s larger strategic initiatives. In this issue, IAPD President Peter DelGado shares how the work of our Government Relations Committee, Sustainability Task Force, Workforce Development Task Force and Membership Model and Trends Focus Group are supporting the industry and shaping the future of the association. Those groups are building the framework for long-term change and direction.

At the same time, we are learning from the feedback you have already provided. These early insights are one piece of a much larger puzzle. Combined with data from our yearlong membership survey, focus groups, committee conversations, engagement metrics and drop interviews, this data is helping us better understand what different segments of our membership value most.

Here are examples of some of the things you have told us so far:

• Small distributors and fabricators say they appreciate informal, low-cost peer networking. Roundtables and relationship-building opportunities stand out as especially helpful.
• Midsized distributors are looking for more support for mid-level managers. They would like to see professional development content geared toward operations, sales and customer service teams.
• Larger distributors have asked for clearer ROI, benchmarking tools and structured distributor-manufacturer touchpoints, particularly when it comes to making the most of the convention.
• Small manufacturers have emphasized their interest in technical education and greater support for supplier diversity and small-business operations.
• Midsized manufacturers align closely with IAPD’s work in government relations, sustainability and workforce development. They are also seeking shared solutions around ESG, supply chain strategy and sales enablement.
• Large manufacturers have pointed to the value of IAPD’s regulatory presence and industry visibility. They want more access to executive-level engagement, external branding opportunities and personalized support.
• Manufacturers’ representatives and service providers have shared that they value technical training and networking. They see the most benefit when both their supplier and distributor partners are actively engaged. They are also interested in tools that can help their sales teams and position them more strategically within the industry.

All these inputs help shape our understanding, but they do not stand alone. They are one layer among many, and we are continuing to collect and analyze data before we make decisions about future programming. Still, these early themes are helping us ask better questions and identify where member value might look different across roles, company sizes and business models.

In June, we hosted a Membership Relevance Discovery Workshop at the IAPD Leadership Development Conference in Dallas. Nearly 50 IAPD volunteer leaders participated, representing the board, committees and task forces. It was a 95-minute session designed to challenge our assumptions and pressure-test our programs.

When asked what their companies would miss most if IAPD disappeared tomorrow, some of the top answers were clear: Networking, annual convention, education and training, the opportunity to stay ahead of regulatory issues, and the ability to shape the future of the performance plastics industry.

When asked what changes in their businesses IAPD had not adapted to, the feedback was honest and constructive. We heard about digitization and the need for more modern, flexible content. Members pointed to the generational workforce shifts and the need to engage younger employees with more mobile-friendly learning and micro-content. We heard about global operations and the desire for more international insight. We also heard how traditional sales training models no longer reflect the reality of today’s customer experience landscape.

When asked where IAPD is still operating under outdated assumptions, the message was clear. Members want content in formats that fit into their busy lives. They want volunteer opportunities that respect their time. They want communication and programs that are tailored to their company size, job role and industry position. They do not want generic, one-size-fits-all messaging.

Finally, when asked what would make IAPD indispensable in the next 12 months, the responses gave us a roadmap. Show measurable ROI. Provide tools that sales teams can use immediately. Make participation easier and more personalized. Expand regional opportunities and local access points. Raise the association’s visibility with executives and policy influencers.

These insights have already sparked conversations across our team and with our volunteer leaders. They are also helping inform the kinds of pilots and experiments we want to test in the coming year. We do not need to wait for a fully developed strategic plan to begin building smarter, better programs. We can act now on the things that matter most.

One of the newest examples of this in action is the IAPD GPT, a free and exclusive tool we just launched for IAPD members. It’s part of our broader effort to support member companies with smarter, more responsive resources that reflect how business is done today.

Exclusively for IAPD members
IAPD GPT is a custom AI tool built on the ChatGPT platform, trained specifically for the performance plastics industry. It combines the power of advanced artificial intelligence with the insights and data relevant to your business.

Free and available only to IAPD members, this tool can help streamline everything from prospecting to proposal writing. It’s like having a digital research assistant and sales coach at your fingertips.

With IAPD GPT, members can:

• Search for companies by industry, size or location
• Identify decision-makers and find contact information (integrates with LeadLeaper)
• Analyze industries, companies and executive personalities
• Create custom emails, LinkedIn messages and sales content
• Track trigger events like mergers and product launches
• Upload documents and generate instant summaries or reports
• Access tailored sales prep and talking points before meetings

Whether you’re in sales, marketing, operations or leadership, this is a tool designed to make your work easier — and your business stronger.Access IAPD GPT now in the Member Resource Hub at www.iapd.org

In this issue of Performance Plastics, we are also highlighting medical and life sciences applications. These are some of the most critical and high-growth end-use markets for performance plastics. They also serve as a powerful reminder of what relevance looks like. In these sectors, performance plastics are essential. They support innovation, safety and quality of life. The same principle should apply to IAPD.

When our programs are well-designed, and our services align with what our members truly need, then we become just as essential to our members as performance plastics are to the industries they serve.

This is the future we are building. Not with assumptions, but with data. Not with guesses, but with your guidance. Not all at once, but step by step.

I look forward to seeing you in Chicago.