Candidate for Vice President
Mike Fisher, CAI, AARE, AMM, BAS, CES, GPPA
What prompted your decision to run for the office of NAA Vice President?
As I conclude my fourth consecutive year on the NAA Board—serving one year as Education Institute Chair followed by three years as a Director—I reflect on the progress we’ve achieved as an association. While these accomplishments are significant, I recognize that our work is ongoing. The long-term sustainability of the NAA hinges on strategic planning that addresses both current needs and future challenges. My commitment is to continue serving the association, ensuring that we adapt to the evolving auction industry and proactively shape its future. By fostering innovation, enhancing member engagement, and upholding the highest professional standards, I aim to contribute to the NAA’s enduring prosperity for years to come.
Why did you join the NAA initially, and what can a member do to maximize their membership?
My initial decision to join the National Auction Association (NAA) stemmed from a belief that professionals should actively participate in their respective trade associations. In the early years, I attended conventions sporadically—every two or three years—primarily to gain education and reconnect with a few acquaintances. However, it wasn’t until around 2013 that I began to fully engage with the NAA community. By consistently attending conferences and pursuing professional designations, I discovered that the NAA offers unparalleled networking opportunities for those who choose to immerse themselves. This deeper involvement revealed the true essence and value of the association. On a personal level, I have built lifelong friendships with people I would have never known outside of the NAA , and on a professional level, I have built working relationships with members across the country.
What is the most pressing issue for today’s auction industry?
While perception outside our industry has long been a challenge, the most pressing issue today is keeping pace with rapidly evolving technology. As an industry, we’ve often lagged in adoption—but with the public emergence of artificial intelligence (AI), change is coming faster than ever, and it will dramatically impact how we do business. Staying informed and embracing these advances will be critical. Imagine this: you walk through a manufacturing facility with a video camera, and AI automatically generates a detailed auction catalog—or even compiles an appraisal. That’s not far off. What if a bidder could log into a platform and only see items tailored to their interests and suggested bid prices based on recent comparable sales? This isn’t sci-fi—it’s the near future. Early adopters, particularly those driving industry consolidation, are already moving fast in this space. If we don’t keep up, we risk being left behind. As auction professionals, we must shift from reactive to proactive, integrating technology to streamline operations and enhance bidder experience, improve efficiency, and deliver more value to clients.
What specific initiatives would you like to see included as the NAA looks toward 2030 and beyond?
As the NAA charts its course toward 2030 and beyond, I propose two primary initiatives: establishing the NAA as the definitive voice of the auction industry and significantly enhancing member engagement.
Becoming the Voice of the Industry
Achieving recognition as the authoritative voice in the auction sector is vital for our association and its members. This status is attained when people outside our industry consistently seek and respect our insights and expertise. A pivotal step in this direction has been the strategic redefinition of our CEO’s responsibilities to focus on advocacy and public relations, ensuring that the NAA’s perspectives are prominently represented in relevant discussions. This initiative should align with efforts to advocate for more strategic relationships with industries to which we are connected.
Enhancing Member Engagement
Robust member engagement is the cornerstone of our association’s long-term success. To foster this, we must create more accessible and varied opportunities for members to connect, learn, and collaborate. Our flagship events—Conference and Show, Designation Academy, and specialized Summits—serve as primary platforms for face-to-face interaction. While these events are invaluable, expanding our offerings to include additional networking opportunities is essential. This could involve regional workshops, virtual seminars, and interest-based forums that cater to diverse member needs. Moreover, implementing strategies to reduce participation costs will ensure inclusivity, allowing a broader segment of our membership to benefit from these engagements. Focusing on these initiatives can elevate the NAA’s influence within the industry and provide our members with enriched opportunities for professional growth and collaboration.