20 Professional Association Leaders in New York

Last updated: 10 August 2026.

Professional associations are easy to overlook until a sector needs a clear voice. In New York, association leaders help members share knowledge, respond to policy change, develop standards and explain their work to the wider community. This listicle looks at 20 current leaders across professional, trade, civic and sector associations. It is a useful starting point for anyone trying to understand who helps shape the state’s professional life.

Why this list matters

The strongest association leaders hold two responsibilities at once. They serve a membership with practical needs, and they represent that membership in rooms where policy, funding, public trust and reputation are shaped. That makes the work broader than running an office. It is about listening carefully, finding common ground and turning specialist knowledge into action that members can use.

1. Melissa Fleischut

President and CEO, New York State Restaurant Association

Melissa Fleischut is the President and CEO at New York State Restaurant Association. That puts Melissa Fleischut at the centre of a membership organisation serving restaurants and hospitality businesses across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is her leadership of a statewide restaurant association that combines member support with advocacy and industry education. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

2. Paul Leone

Executive Director, New York State Brewers Association

Paul Leone is the Executive Director at New York State Brewers Association. That puts Paul Leone at the centre of a membership organisation serving New York craft breweries and the wider brewing community. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his role as the association’s first executive director and its focus on promoting and educating people about New York craft brewing. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

3. Bob Provost

President and CEO, New York State Tourism Industry Association

Bob Provost is the President and CEO at New York State Tourism Industry Association. That puts Bob Provost at the centre of a membership organisation serving tourism businesses, destinations and attractions across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his focus on marketing, data, advocacy and destination stewardship for a broad tourism membership. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

4. Mark Dorr

President, New York State Hospitality and Tourism Association

Mark Dorr is the President at New York State Hospitality and Tourism Association. That puts Mark Dorr at the centre of a membership organisation serving hospitality employers and tourism organisations across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is the association’s mix of legislative receptions, webinars, education and community events. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

5. Kathy Suchocki

Executive Director, New York State Bar Association

Kathy Suchocki is the Executive Director at New York State Bar Association. That puts Kathy Suchocki at the centre of a membership organisation serving lawyers and the legal profession across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is her appointment as executive director after serving as associate executive director and building a long association career. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

6. Thomas Quatroche

President and CEO, Healthcare Association of New York State

Thomas Quatroche is the President and CEO at Healthcare Association of New York State. That puts Thomas Quatroche at the centre of a membership organisation serving hospitals and health systems across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is the way the role connects health system leadership with public policy, advocacy and the operating realities of care. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

7. Michael Elmendorf

President and CEO, Associated General Contractors of New York State

Michael Elmendorf is the President and CEO at Associated General Contractors of New York State. That puts Michael Elmendorf at the centre of a membership organisation serving commercial, industrial and infrastructure contractors across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his position at a statewide construction association representing members in a policy-heavy and project-driven sector. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

8. William Mellin

President and CEO, New York Credit Union Association

William Mellin is the President and CEO at New York Credit Union Association. That puts William Mellin at the centre of a membership organisation serving credit unions and their members across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his long tenure leading the association and its affiliated organisations, supported by earlier board service. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

9. Clare Cusack

President and CEO, New York Bankers Association

Clare Cusack is the President and CEO at New York Bankers Association. That puts Clare Cusack at the centre of a membership organisation serving banks and banking professionals across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is the role’s combination of member representation, financial-sector knowledge and statewide policy work. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

10. Duncan MacKenzie

Chief Executive Officer, New York State Association of Realtors

Duncan MacKenzie is the Chief Executive Officer at New York State Association of Realtors. That puts Duncan MacKenzie at the centre of a membership organisation serving real estate professionals and local boards across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his work at the statewide trade association that brings together member services, advocacy and professional representation. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

11. Vince Watchorn

Executive Director, New York State Association of Independent Schools

Vince Watchorn is the Executive Director at New York State Association of Independent Schools. That puts Vince Watchorn at the centre of a membership organisation serving independent schools and their leaders across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his experience with boards, head-of-school talent development and the NAIS Head Search Handbook. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

12. Robert Schneider

Executive Director, New York State School Boards Association

Robert Schneider is the Executive Director at New York State School Boards Association. That puts Robert Schneider at the centre of a membership organisation serving school boards and public education governance across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his more than 25 years in association management and earlier leadership experience in hospitality associations. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

13. Charles Dedrick

Executive Director, New York State Council of School Superintendents

Charles Dedrick is the Executive Director at New York State Council of School Superintendents. That puts Charles Dedrick at the centre of a membership organisation serving school superintendents and public education leaders across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is the role’s responsibility for operations, governance, policy advice and presentations to the field. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

14. John Liddle

Executive Director, New York Public Welfare Association

John Liddle is the Executive Director at New York Public Welfare Association. That puts John Liddle at the centre of a membership organisation serving public welfare departments and local government leaders across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his leadership of a statewide association focused on public welfare policy, practice and member support. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

15. TJ Coté

Executive Director, New York State Optometric Association

TJ Coté is the Executive Director at New York State Optometric Association. That puts TJ Coté at the centre of a membership organisation serving optometrists and eye-care professionals across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is the association’s role in representing a specialist profession through member services, education and advocacy. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

16. Mark Nelson

Executive Director, New York State Psychological Association

Mark Nelson is the Executive Director at New York State Psychological Association. That puts Mark Nelson at the centre of a membership organisation serving psychologists and the science and practice of psychology in New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his combination of psychology, business and association credentials in a role supporting the profession’s public mission. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

17. Kelly McMahon

Executive Director, Psychiatric Society of the State of New York

Kelly McMahon is the Executive Director at Psychiatric Society of the State of New York. That puts Kelly McMahon at the centre of a membership organisation serving psychiatrists and mental-health professionals across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is her leadership of a statewide professional society with its staff based in Albany. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

18. Donna Gurnett

Executive Director, New York State Society of Orthopaedic Surgeons

Donna Gurnett is the Executive Director at New York State Society of Orthopaedic Surgeons. That puts Donna Gurnett at the centre of a membership organisation serving orthopaedic surgeons, patients and musculoskeletal health across New York. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is the way the society links professional representation with advocacy for patients and musculoskeletal care. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

19. Randy Peers

President and CEO, Brooklyn Chamber of Commerce

Randy Peers is the President and CEO at Brooklyn Chamber of Commerce. That puts Randy Peers at the centre of a membership organisation serving Brooklyn businesses and the local economic development ecosystem. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his experience in workforce and economic development and the small-business initiatives associated with his leadership. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

20. Steven Fulop

President and CEO, Partnership for New York City

Steven Fulop is the President and CEO at Partnership for New York City. That puts Steven Fulop at the centre of a membership organisation serving business and civic leaders working on New York City’s future. The role is practical as well as public-facing: it requires translating member needs into advocacy, education, research, events or services. For readers looking across the New York association landscape, this is a useful example of how professional leadership can connect a specialist field with broader civic and economic questions.

The detail that makes this profile useful is his appointment as the Partnership’s next president and CEO and the organisation’s role convening senior business leaders. It shows a leadership pattern common across strong associations: build trust inside the membership, then turn that trust into a clear voice outside it. That can mean speaking for hospitals, schools, builders, banks, nurses, tourism operators or professional practitioners, depending on the field. It also explains why association CEOs and executive directors matter to more than their own teams. They help members navigate change while giving policymakers, partners and the public a more informed view of the sector.

What these leaders show

Across these organisations, leadership is a connective job. The leader has to understand a field deeply enough to serve members, then explain that field clearly enough to earn attention from partners, policymakers and the public. The work is varied, but the underlying discipline is consistent: turn shared interests into useful action.

How to use this list

Use this list as a map, not as a scorecard. Notice the different kinds of work represented here, from health and education to hospitality, construction, finance and professional practice. If you are researching a sector, start with the association closest to the question you are asking, then follow its public programmes, member resources and policy work. The useful connection may be the organisation, not only the person.

Frequently asked questions

What does an association CEO do?

An association CEO leads an organisation that serves members in a profession, industry or community. The work usually combines strategy, member value, advocacy, public communication, operations and relationships with boards and partners.

Are these leaders ranked?

No. The names are presented as a representative cross-section of current association leadership in New York. The order is editorial and does not suggest that one person or organisation is better than another.

Why include both professional and trade associations?

Both types of organisation give members a shared voice and practical support. Their sectors differ, but the leadership challenge is similar: understand members, build trust and make the group useful in a changing environment.

Conclusion

New York’s professional associations are part of the infrastructure of working life. Their leaders help people in specialised fields learn together, speak with more clarity and respond to pressure with a stronger collective voice. The 20 people here offer a practical view of that work across a wide range of sectors.

Related Reading

You may also find the leadership team development guide and leadership team alignment guide useful when you are thinking about trust, culture and the practical work of leading people.

A practical next step

Choose one association connected to your work and read its latest public update. Look for the member problem it is trying to solve, the people it is trying to help and the action it is inviting others to take. That small exercise can make sector leadership much easier to see.

Association leaders often need to align a board, staff team and member community around a practical next step. I help leadership teams turn shared priorities into clear action through practical keynotes, workshops and facilitation.

If that would help your organisation, email jonno@consultclarity.org and tell me what your members and leaders are working through.

About the Author

Jonno White helps leaders build organisations people would move cities to work at. His work is practical rather than motivational, with ideas people can use on Monday morning.