AUVSI’s Accomplishments and Strategic Priorities for the Future

 

As the world's largest nonprofit organization dedicated to the advancement of unmanned systems and robotics, AUVSI empowers members with unmatched access to the global unmanned systems community and the tools to help navigate this ever-evolving ecosystem. AUVSI truly embodies the best of the unmanned systems industry, and it has been my honor to serve as Chairman of the Board for this wonderful organization over the last two years.
 
When I began my tenure as the Chairman, the Board of Directors developed and adopted a new strategic plan guided and informed by data collected from the members and community. With a focus on ensuring that unmanned and autonomous systems are widely embraced for the value they create, the strategic plan refined targets and goals to inform our choices regarding the deployment of AUVSI resources. This effort took on increased importance in 2020 when COVID-19 hit and we were forced to adjust our operational approach.
 

The COVID-19 Impact

Like countless other organizations, the COVID-19 pandemic impacted AUVSI. From reassessing and adjusting our strategies, business and operating plans to implementing telework, transitioning to virtual events, while optimizing, streamlining and prioritizing resources, we stepped up to the challenge to help our members and the community at large better withstand the impact of the global coronavirus pandemic.
 
While the pandemic has resulted in significant social and economic disruption around the world, there has also been an increased appreciation for unmanned systems that can address supply chain challenges and help people maintain social distance. E-commerce exploded in the wake of consumers being less inclined to visit physical stores and leaving their homes only when absolutely necessary — and many retail brands turned to unmanned systems to help with throughput and social distancing requirements in their warehouses. Plus, some organizations even tapped robots to be virtual receptionists or to provide disinfection/sanitation services.
 
As we all navigated through the pandemic, I cant say enough about the professionalism, dedication and absolute quality of our Board. We convened for more meetings than ever in order to provide guidance and develop and execute AUVSI’s path forward. Our Board is genuinely dedicated to the growth and health of this association and our industry — and I am incredibly proud to work with such an outstanding team.
 
And fortunately for us, the Board also had the support of AUVSI President and CEO, Brian Wynne, and the entire AUVSI staff. They have proven themselves to be a fine-tuned and adaptable team that rose to the many challenges presented to them and worked diligently to continue to drive the mission of the Association with immense success.
 
In order to move the world toward our vision of a future in which remotely operated and autonomous transportation technologies are fully accepted, valued, and used to move people, things and data safely and efficiently, the Executive Committee and Board of Directors fleshed out our strategic priorities. The result aligned our work with AUVSI’s four strategic pillars – Advocacy, Educating the Industry, Educating the Public and Serving our Members.
 
As part of this strategic initiative, I want to highlight my three key takeaways to encourage and promote the numerous opportunities to get connected, get informed and get involved in our industry.
 

1) Relationship-Building

One of the early thought leaders and influencers in the unmanned systems space — former AUVSI chairman and my mentor — Lew Goldberg once told me, “business and life is all about relationships.” And I couldn’t agree more. A key component of building, growing and fostering a viable and sustainable unmanned and autonomous systems industry is fostering mutually beneficial relationships — and AUVSI is where those relationships are built.
 
At AUVSI, we provide events and resources aimed at facilitating connections that grow our members’ businesses. By connecting our members with individuals they respect and with whom they can share ideas, discuss business and share life stories, AUVSI ensures long-term viability, increases the growth of member companies, improves unmanned systems products, solutions and services, and generates an increased amount of exposure and awareness for our members that extends beyond our industry.
 

2) Advocacy & Education

As the voice of the unmanned systems sector, AUVSI aims to build, grow and foster a viable and sustainable unmanned and autonomous systems industry. Key components of achieving that goal involve establishing friendly policies that enable the development and expanded operation of unmanned systems and educating both the public and the industry at large about best practices, new developments and the value unmanned and autonomous systems create.
 
While we emphasized advocacy even before the pandemic hit, it took on increased importance last year in spite of the difficulties posed by the lack of in-person interaction.
 
On the education side, we aimed to create a better understanding and appreciation for unmanned and autonomous systems by increasing the public’s familiarity with and acceptance of such technologies while also serving as a trusted source of industry intelligence for our members and the industry as a whole. While all 2020 AUVSI events were held virtually, which meant we had to shift the content, our approach and market outreach efforts, we quickly adapted to this new environment to serve our members and effectively educate citizens, elected officials, regulators and the media on the benefits and safety of unmanned and autonomous systems.
 

3) Get Connected, Get Informed and Get Involved

I’ve always said, “AUVSI is what you make it.” AUVSI is the place to get connected, informed and involved with all things unmanned and autonomous systems. Becoming an organizational or individual member is simple, and the benefits of membership empower you with access to the innovative resources that will help you gain the competitive edge in this fast-paced and continually evolving industry.
 
With 35 AUVSI chapters across the U.S., engagement has never been easier. You can volunteer, lead a committee, organize an event, help with STEM, run for a leadership position — whatever fits your style. The exposure to the diversity of thoughts, people, leadership styles, business development and networking that this association brings to members is truly amazing. But know that you’ll only get out what you put in.
 
Whether you want to build your network of industry connections that will help you expand your business and advance your career, better understand industry best practices and specific ways you can capitalize on unmanned systems market opportunities or add your voice as we advocate for policies and regulations that encourage industry growth and innovation, AUVSI provides numerous opportunities to get connected, get informed and get involved.
 
During my tenure as Chairman, I’ve been proud to help the Board refine its strategic planning processes and continue to grow the overall professionalism of the Board and its impact on the industry as a whole. Plus, my company, Stratom, has reaped the many rewards of organizational membership, empowering us to help our customers solve the most challenging logistic and operational challenges with our advanced technologies and strategic services.
 
AUVSI has made incredible progress throughout my time in this gratifying role, and I could not be more excited for AUVSI’s future as my good friend Dr. Suzy Young takes over as Chair of the Board. I’ve served on the Board with Suzy for several years, and her energy, intelligence, problem-solving capabilities, and vast wealth of experience and knowledge in unmanned systems will continue to propel AUVSI into the future.
 
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Stratom’s President and CEO, Mark Gordon leverages decades of experience in working with the federal government and Department of Defense on robotics R&D, engineering and programmatic activities. With a deep understanding of strategic planning and execution, financial planning and accountability, and identifying and translating customers’ needs into programs and deliverables, Mr. Gordon has extensive experience in the direction, research and management for global Fortune 500 companies and startups in manufacturing, operations and engineering. From high-technology robotic systems to unmanned logistics, payloads and unmanned systems, he has worked with robotics throughout his career and holds numerous patents. His experience in high-technology companies brings a critical perspective on new product introduction, how to bring products to market and supply/value chain management.

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