Doug Culkin, CAE, has been a fixture as President & CEO of the National Apartment Association for the past 17 years. He came to NAA in 1999 and found an association facing serious financial issues, operational concerns and in need of strong day-to-day leadership. During his tenure, he has shored up the finances and provided the leadership needed for the association to grow, in addition to leading a substantial period of growth. Culkin recently sat down to reflect on his noteworthy career. 

After 17 years in the apartment housing industry you have witnessed many changes, from the meteoric growth of the industry itself to the rise in its professionalism, not to mention membership increasing from 24,000 to more than 72,000. What are some of the other major changes you’ve seen during your time at NAA?

The biggest has been seeing NAA become a reputable organization. When I started, NAA wasn’t in a good financial position, and for the last 17 years we’ve had an operating surplus.
Our staff has grown from 24 people to 75, and NAA has grown from representing 3.4 million apartment homes to 8.7 million apartment homes globally.

We expanded the NAA Click & Lease Program across the network, which has generated a significant amount of revenue for both NAA and its affiliates. We combined the education department with the NAA Education Foundation to form NAAEI, the National Apartment Association Education Institute. We grew the Education Conference from 2000 to almost 10,000, launched the Student Housing Conference & Exposition, MAXIMIZE: Multifamily Asset Management Conference and the Executive Forum for C-suite leadership, which is held several times a year in conjunction with our major events.

We also went through the rebranding two years ago and developed a modern look that works as well today as it will for years to come. It also included a tagline, “We Lead the Way Home,” which emphasizes that apartments are a home for many and not just temporary stops along the way to buying.
The organization itself has changed. We’re now looking globally to increase membership, starting with the establishment of the United Kingdom Apartment Association (UKAA) this spring.. And financially, we went from $250,000 in the bank to anywhere from $13 million to $15 million in reserves.

Doug's Enthusiasm for the impact that NAA could have internationally has inspired me to get out of my comfort zone and increase my own involvement in NAA leadership - Amy Smith

In reflecting on your time at NAA and looking at all your accomplishments, from growing membership to taking the association across the pond with UKAA, what would you say has been your greatest accomplishment at NAA?

My biggest accomplishment was making NAA a financially secure and respectable association in the industry. 

When I started in 1999, the National Multifamily Housing Council had two and a half times our budget. Now our budget is two and a half times theirs. We are the preeminent organization in the apartment housing industry. 

I’m sure there are many things you love about NAA, and setting aside your continued work on international initiatives, what do you think you will miss the most?

I’m going to miss the people and the friendships the most, which made it one of the great joys of working here.
I’ll also miss the industry. The entrepreneurial spirit of our members who are truly dedicated to filling an important need in our country’s economy -- providing the much-needed service of quality apartment housing to 50 to 60 million people — is what keeps this industry on track.

Against all odds, Doug shaped the NAA into the very successful organization that it is today. - Jerry Winograd

You’ve spent nearly two decades at NAA. That is quite a long time to be the leader of an organization. What do you want your legacy to be?

Legacies are for elected officials—as a staff, we’re stewards of the organization. The organization belongs to its members. We have to guard its assets carefully and we have to be facilitators for what the board wants the organization to accomplish. I wanted to leave the organization better than I found it. I think it’s safe to say NAA is much better now than it was when I arrived.

What are your plans for retirement?

I’m going to decompress; I’m going to relax and do what I want to do. I’ll probably do a lot of skiing in New Hampshire. 

People ask me, “Why don’t you start a consulting business?” I don’t want to work 50-60 hours a week. I know if I started a business, I’d give everything I had to make it successful. 

I want to find an organization where I can work 15-20 hours a week. I want to keep my mind occupied. Physically, I have plenty to do. I want something to challenge me mentally—which is important—and keep me interested. 

I am most grateful and appreciative for Doug's efforts in elevating the effectiveness, prestige, and footprint of NAA. - Rob Johnston

Do you have any advice for incoming CEO Bob Pinnegar as he assumes the President and CEO role?

The goal is the same: To provide quality apartment housing. Our members do a great job; they care about the industry and it shows, which makes us care. I have every confidence Bob will  ensure NAA provides all of the products and services our members want and need. My best advice to him is: Enjoy the ride. Enjoy all of the friendships. It is one of the great joys of this job.  And, finally, we’ve got a great staff. Let them do their jobs, and they’ll make you proud.