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“We need to stop being reactionary”: New GAMA president Meredith Placko on being data driven, improving communication and turning its ten-year plan into a reality
Editor’s note: GAMA is one of the sponsors of the BoardGameWire newsletter
Newly-elected GAMA president Meredith Placko says the tabletop trade organisation must stop being reactionary, improve how it communicates with members, and focus on collecting meaningful industry data as it continues to navigate a turbulent couple of years.
GAMA has experienced explosive growth since the pandemic, with surging attendances at its annual GAMA Expo trade show and a broadening of its membership to include designers, manufacturers, media and events organisers, in addition to its long-time core of publishers, retailers and wholesalers.
But the organisation has been dealing with challenges too, including losing long-serving executive director John Stacy last October – just three weeks after unveiling ambitious plans to become the “epicenter” of the global tabletop gaming industry.
GAMA has also recently faced budgetary issues, had to contend with the fallout from Donald Trump’s volatile tariff policy, and has fallen foul of a series of gaffes and other incidents which have caused dents to its reputation.
Last month GAMA‘s board of directors had to apologise for some of its elected leaders being “rude and disrespectful” during a “heated” annual general meeting.
That apology came just a few days after GAMA unveiled its latest slate of 120 nominees for its annual Origins Awards prize – and immediately came under fire for failing to mention any of the games’ designers for the third year in a row.
Speaking to BoardGameWire in her first long-form interview since being elected last month, Placko said putting proactive structures in place to keep GAMA from “stepping in the mud all the time” was one of her priorities.
She said, “We need to stop being reactionary. We need to start looking ahead, we need to think before we speak.
“…it’s easy, avoidable issues that if we just put a bit more forethought into it, we can overcome them and they won’t even become an issue. And I think a lot of that has to do with making sure you have the right people in the right places to communicate better.
“I will say this: GAMA’s not done a great job of communicating to its membership. And I really want to appreciate the work that has been done in the last year on the GAMA staff side, where they’ve retooled the newsletter, and they’re trying to get ahead of everything.
“I think that’s great, And I think the conversations that we’re having behind the scenes between board members and with our acting executive director is being on top of that communication.
“And that’s going to be really key because it’ll kind of keep us from stepping in the mud all the time or being late to the game, like with the tariff news last year.”
Part of that looking ahead involves GAMA’s first-ever ten-year plan, which was unveiled to much fanfare last October by former executive director John Stacy and Placko’s predecessor as president, Nicole Brady.
That array of plans included boosting GAMA’s membership within both hobby games and the mass market, expanding itself from being US-centric into a true global organisation, shifting its finances away from the current heavy reliance on the annual GAMA Expo and Origins shows, and leading the conversation on sustainability within the industry.
Advocacy and brand protection were also one of its near-term priorities – underscored by the organisation’s recent intensive lobbying and awareness efforts around the impact on the industry of US tariffs.
But with the figureheads of that plan both gone from their positions, where does the future lie for GAMA’s Vision 2035?
Placko told BoardGameWire, “I think most of it is there, it’s going to stay – I think it’s just going to be the order of which we tackle things.
“…we need to not be reactionary as an organization. We need to stop waiting for something to happen to then react to it. So we need to kind of maybe do a little bit more forward thinking about what are going to be the pressing matters.
“So advocacy, which was on the later half of that ten-year plan, that’s actually should be something that we start building into the core of our organization sooner.”
She added, “I’m going to be starting an advocacy committee for us to start looking at how to educate our members on being advocates for themselves and looking at opportunities that we can maybe work alongside other trade organizations or industry and other impact groups to do more lobbying efforts and have a say.
“Because really, as we saw this last year, tariffs decimated so many of our members. And that is something that we need to be on the forefront of… I know some people are like, ‘Oh, what can GAMA do? You guys are small potatoes’, but it’s having that voice, it’s having the impact.
“It’s at least having the information ready for people, so they know what’s going on and can make informed decisions.”
Tariffs have impacted GAMA as an institution beyond just the need to lobby on behalf of its membership. Placko told BoardGameWire that the organisation had seen an uptick in turnover of members over the last year, and said she believed tariffs and wider economic instability were to blame.
But she added, “One of the things that I want to see is more hard data on member retention, like: who is staying, who is going, why are they leaving? Unfortunately in the last year, due to tariffs levied in America, companies are having to close down.
“People are going to have to make these harder decisions. You know, can they afford to be part of a trade organization? Are they even around to still be part of that trade organization?
“I will say: membership numbers are up, which is great all around. All membership groups saw a nice bump this year for membership, but we did lose people. And actually one of the big things I want to work with the whole board, the membership, the GAMA staff is: why are those people leaving? Where are they going? What’s happening to them?
“Because one of my core beliefs of a trade organization is that we need to be more involved in sort of this data gathering and sharing.
“I’ve been involved in [other] trade organizations and it’s very key to me that the trade organization is able to provide me with actionable accurate data that can help make informed decisions as businesses move forward.
“And I think a key part of that is just knowing: what is the state of our industry? What is going on with people? What is going on with companies? Where can we as a trade organization also step up and help them, like with advocacy?”
Despite membership numbers continuing to grow, GAMA has also faced headwinds for its finances over the last couple of years – a situation that has delayed its hiring of a new permanent executive director to replace John Stacy.
Tax data provided to BoardGameWire by the organisation showed net revenues of just $17,500 on a total revenue of about $1.4m in 2024 – well down on the almost $409,000 net revenue recorded the prior year, on overall revenues of almost $1.5m.
The documents show salaries rose about $782,000 in 2023 to almost $960,000 the following year, while ‘other expenses’ was up from $302,000 to about $426,000 in the same period.
Placko said, “Our finances have been… not in the best place. And back in the fall, John Stacy hired this amazing operations officer, Melinda Prickett, and she has been taking a look at our finances and how GAMA runs everything, and just laying out a plan, working on stabilizing us and getting us to a point that when we bring in an executive director, they won’t be walking into a messy situation.”
She added, “Some of the things were just, like, tracking spending and where that money was going. And I’ll say this: as an organization, we haven’t raised fees, we haven’t raised booth costs in a while.
“And while everything else is getting more expensive, what we were taking in was not covering everything that we were doing. So there were a lot of hard conversations about where cuts needed to be made.
“We’re currently spinning up conversations. We have a membership dues committee that started, that’s going to be looking at if we need to raise dues and how much.”
She continued, It’s great that we’re able to offer what we can for the limited amount of buy-in from memberships. But, you know, if that money is not covering everything, we have to make hard decisions.
“But it’s improved. I’ll say that… there are just changes we’ve made, and things aren’t bad or scary.”
Speaking of her decision to run for GAMA president, Placko said, “I’ve been vice president. I’ve been on the board for only a year. It was interesting for someone new to the governance side of the organization to even make a play for an officer role like I did when I started.
“But it’s not like I’m lacking experience on non-profits and for-profit boards, and the reason I ran for [the GAMA board] to begin with is that there were just some core governance changes that I wanted to see.
“I quickly learned – and I think a lot of people don’t realize – that our board is governance and not operational. And what I saw was, from the outside, it looked like the board was maybe very involved in the day-to-day operations of GAMA, where it shouldn’t be.”
She added, “Nicole Brady did a fantastic job the last two years, bringing GAMA out of a really messy place and into a more stable place.
“But what I wanted to see, and what I kind of pitched to my fellow board members, was that I really believe that we need to be more of a working board where we’re all working together, that not one single person or a handful of individuals are leading things.
“And sometimes maybe the perception was that way. I want to be very clear: I’m not saying it was that way, just the perception. And communication is key.”
“…I think that the board deserves to know a lot more of what’s going on, and have more of a say in what is being said to the executive director. And I don’t want to be like, ‘oh, I ran on transparency’ – but I really did. I ran on that. I felt that us as a board needed to have more open communication with the executive director… and be able to have a more open working relationship.”
Placko continued, “I think there’s been a misconception that the president of the board leads the vision of GAMA and the board, and that shouldn’t be the case.
“As a board, we are 12 individuals who need to come together and have a shared vision. I kind of see my role as president as maybe the person who helps conduct those conversations, keep them on track, and help silo them to where we’re all on the same page by making compromises and such.
“But that doesn’t mean that I myself don’t have personal things that I think we need to update and change.”
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