Tuniewicz's vision: a bias towards action, making NACM an indispensable resource.(Meet Mark Tuniewicz, CCE)(dialogue with Mark Tuniewicz of National Association of Credit Management)(Interview)

WHEN IT COMES TO NACM, NEW Chairman Mark Tuniewicz has 20-20 vision. His vision for NACM is clearly focused on implementing NACM's mission: "To position business credit professionals for success while setting standards of excellence in business credit and financial management." As NACM turns its attention towards action, "I think our membership can relate to my sense of urgency. Every day they are called upon to make decisions and implement them quickly, just as the Association must," Tuniewicz said.

"The goal now is to build upon the solid foundation that makes NACM so great. Together, with the help of all of our stakeholders--our members, our dedicated and capable Affiliates, our Board and Committee members--we can take NACM to an even higher level of excellence. If we harness our collective energies and talents, NACM will be the only organization every credit professional will rely upon to help them to be the best in class."

Turning to more specifics, Tuniewicz noted that he would like to increase the number and type of educational course offerings, increase participation in NACM's Graduate School of Credit & Financial Management and set a five-year attendance record for Credit Congress next year in Las Vegas. He is a fan of grassroots lobbying efforts, and wants to continue the improvements he's noticed recently in Business Credit magazine. "I want to increase the input the magazine staff gets from our members, so that the articles and other editorial offerings reflect what our members need to know. Our magazine must be personally relevant to every member."

On the matter of ethics, he said that NACM can expect to see an update to the Association's Canons of Business Credit Ethics, the guiding ethical document for business credit professionals. "This is the ethical touchstone for the membership, but our current document is pre-Enron by about 50 years," he noted. Again, he is striving for relevancy.

In order to reach new levels of achievement, Tuniewicz said he believes NACM should dedicate the necessary resources to do so. "If we need to hire more staff, or make larger strategic investments, then we will take that decisive action."

Understanding the perspective of the Affiliates is something for which Tuniewicz is well equipped. He has been a board member of four affiliates--NACM New England (Boston), NACM Rhode Island & Southeastern New England, NACM Connecticut's New Haven chapter and The New York Credit & Financial Management Association (now known as the Federation of Credit & Financial Professionals).

"The affiliate system is certainly the heart and soul of NACM," Tuniewicz said. "I think the insight into the needs of our Affiliates that I've gained will enable me to help our organization grow." Also, since 1997, he has served on the National Board of NACM, completing a comprehensive view of the entire structure of the organization. "I know the issues and the people--that helps a great deal."