NAUI Board of Directors Election
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18483 Lake Harbor Lane
Prairieville, LA 70769
Cell: (225) 266-0739
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I have been a NAUI member since 1973 and was employed full-time for 18 years in the dive industry from 1975-1993, during which time I taught hundreds of classes and certified thousands of divers.
I then pursued a new career in my degreed field of Engineering and am currently employed as Safety/Security Manager for an engineering firm in Baton Rouge.
In 1993 I was honored when the NAUI Membership elected me to the first of 4 terms as a member of the NAUI Board of Directors. During those 4 terms, I served several as the Board’s Chairman and was further honored in 2003 with induction into the NAUI Hall of Honor. My accomplishments during those terms are too numerous to list in the space allowed. Please feel free to contact me for additional information.
In 2001, I became a member of the Alliance Safety Council BOD, a Non-Profit company very similar to NAUI - dedicated to increasing the safety of the local workforce through training. I receive annual training in Strategic Planning, Board governance and other Non-Profit Board activities – the very skills required of a NAUI Board member.
My 18 years of experience in the dive industry, 16 years of service on the NAUI BOD and 12 years of service on the Alliance Safety Council BOD creates a “perfect blend” of experience, training and skills that eminently qualifies me for another term on your Board of Directors.
NAUI Directors are expected to participate in activities that are strategic in nature (mission development, long-range planning, etc.) rather than tactical (marketing, advertising, etc.). Day-to-day business operations including marketing and advertsing are the responsibility of NSG – NAUI’s wholly owned subsidiary.
Candidates seeking a member’s vote and trust must possess the skills necessary to carry out the appropriate activities expected of them, accept what is not in their authority or power to do and promise only what they can appropriately provide.
NAUI Directors serve our Association at the highest level of participation and trust, including the most sensitive business and financial information. How can we trust a NAUI Director who is a principal owner in a PADI 5 Star Instructor Development Center and intimately involved in the growth and development of leaders of our competitors?
There is a “trend” for equipment manufacturers and/or investor groups to purchase or control diver training agencies. It is well known that both PADI and SSI are currently owned by such.
It is my position that NAUI should remain free from outside influence as described above and remain a Not-For-Profit Corporation dedicated to its Mission.
Answers To The
BOD Election Questions
1. The thing that positions NAUI members above all others is the “Academic Freedom” to modify and adjust their class schedules to meet the needs of their students. This is only possible because of the training provided and the trust accorded to the member to do what is right for the student while maintaining NAUI standards.
There is no better way to prepare someone for participation in any activity than to provide them the best training and tools and the freedom to use such in the best interest of their customers, clients or students.
2. This question has been asked many times before and is just as challenging to answer now as before. The difficulty in taking action to make NAUI members more competitive in the marketplace lies in the contrast of members that exists within NAUI; 1) those who rely on the dive industry to make a living and need/expect NAUI to produce standards and products that will keep them competitive and 2) those who do not make a living from diving and expect NAUI to maintain the highest standards in the industry.
NAUI could become more competitive by lowering standards below the rest to make its training more appealing to the public, but that would obviously be unacceptable to most. NAUI could spend a lot of money on marketing as the others do. But since their efforts have done little to affect the decline in the market, why would it be expected that NAUI’s efforts would be any different?
Since it is difficult, if not impossible, to satisfy both groups and grow, the best compromise would be to continue to assure that NAUI’s “piece of the pie” is the tastiest, that its members are the best trained and that they have the best products with the greatest profit margin.
NAUI may never be the biggest because most are not willing to do what it would take to achieve such. If that still holds true then NAUI must be satisfied with being the best.
3. I believe that the 2012 revisions are adequate for now, but we can never become satisfied. A survey of our more active instructors and trainers should be conducted periodically to identify additional opportunities that might benefit from further standards revisions in the future.