As our industry gathers in Las Vegas for The PPAI Expo 2026, the Association has announced an update to its long-term course.
During comments to open Monday’s PPAI Advance conference day lineup, PPAI President and CEO Drew Holmgreen, CAS, unveiled the organization’s 2026–2030 Strategic Plan, a five-year framework designed to sharpen the industry’s positioning, strengthen its sense of community and equip members for sustained success in an increasingly competitive marketing landscape.
“The timing for this strategy is perfect, because the industry is primed,” Holmgreen said. “The reality is that the just over 1% year-over-year U.S. distributor growth lags current inflation, continuing a trend from the past several years. And while performance is indeed steady, it’s not explosive.”
The plan, developed through a months-long process involving PPAI’s Board of Directors, staff and member input, is intended to be both aspirational and operational – articulating where the branded merchandise industry should be headed, while outlining how PPAI will help get it there.
“This strategic plan is grounded in listening,” says Denise Taschereau, CAS, PPAI Board Chair. “We intentionally engaged members, staff and industry partners to shape the direction, ensuring it reflects the real needs and opportunities we are facing.”
Denise Taschereau, CAS
PPAI Board Chair
The framework for the new plan was developed with support from strategy and change consultancy Coraggio Group. Visually, its structure takes the form of a pyramid, with PPAI’s new vision statement as its apex, and supported by a strong Association at the foundation.
A Vision Focused On Connection
At the top of the plan is a concise vision statement that reflects how PPAI wants the industry – and the wider marketing world – to see branded merchandise:
“Branded Merchandise is the premier marketing channel that Powers Lasting Connections.”
The language is intentional, positioning promotional products not as a supplemental tactic, but as a core medium capable of delivering emotional resonance, recall and brand loyalty.
“I’m especially excited about the focus on elevating branded merchandise as a powerful, measurable marketing medium,” Taschereau says. “When done well, merch drives brand affinity, loyalty and impact, and this plan reinforces our role in helping marketers fully recognize that value, and in turn driving growth for the industry.”
Holmgreen echoes that ambition, framing the vision as a rallying point for collective action.
“Branded merch creates powerful lasting connections better than any other medium,” he told The PPAI Expo audience. “When we move in lockstep, unified behind that vision, we grow our share of voice and become the core touchpoint for every brand strategy.”
Drew Holmgreen, CAS
President & CEO, PPAI
Clarifying PPAI’s Mission
The plan also reaffirms PPAI’s mission, grounding the broader vision in the association’s day-to-day purpose:
“Elevate the industry by strengthening our community, advocating for our members, and providing them them the tools to grow and succeed.”
For Holmgreen, that mission is inseparable from PPAI’s role as a member-driven organization.
“Understand that this is the fun stuff for PPAI,” he said. “This is our job as your Association. As a not-for-profit, every investment put into PPAI is invested right back into resources that enhance member value and advance the branded merch industry.”
Three Strategic Pillars
The heart of the plan is organized around three strategic pillars, which define PPAI’s core imperatives for the next five years.
Elevate the Industry focuses on strengthening the perception and long-term viability of branded merchandise. That includes industry-wide marketing, research, advocacy and storytelling efforts designed to position promotional products as an essential part of modern brand strategy.
Strengthen Community centers on uniting the marketplace through shared purpose, leadership development and deeper connections. Initiatives outlined in the plan include expanded volunteer and regional association support, next generation workforce development and signature experiences to bring members together.
Member Success is aimed at equipping companies with the research, education, advocacy and connections needed to compete and grow. From enhanced educational resources to trend insights and deep member benefits, the pillar is designed to deliver tangible, practical value.
Together, the pillars reflect a shift toward greater cohesion – aligning perception, people and performance under a shared strategic umbrella.
“Carrying forward this strategy in unison is our shared opportunity,” Holmgreen said. “One that will spark and accelerate momentum behind the branded merch movement.”
A Foundation Of Organizational Excellence
Supporting the pillars is what the plan describes as its Strategic Foundation: Organizational Excellence.
This focuses the Association inward, committing PPAI to invest in its own systems, culture and operational capabilities to execute the strategy effectively. That includes technology modernization, governance practices and a continued emphasis on staff well-being and organizational accountability.
Leadership describes the foundation as essential to ensuring that ambition is matched by execution. It is moored in PPAI’s continuing Organizational Values:
- Growth
- Integrity
- Community
- Joy
Two Priority Lanes
Distinct from the pillars are two Priority Lanes, cross-cutting commitments designed to be embedded throughout every aspect of the plan rather than confined to a single initiative.
The first, Sustainability and Responsibility, reflects a clear stance on the industry’s future.
“The plan also makes it clear that responsible sourcing and sustainability are not optional – they are essential to the industry’s future,” Taschereau says.
The second Priority Lane, International Partnerships and Advocacy, emphasizes PPAI’s intent to expand its global voice, develop international alliances and support a more connected worldwide branded merchandise community.
By design, these priority lanes intersect with multiple pillars, ensuring they remain central to decision-making and execution over the life of the plan.
From Plan To Action
PPAI leaders are clear that the strategic plan is not intended to sit on a shelf. Instead, this week in Las Vegas marks the beginning of an ongoing dialogue with members about how the strategy translates into action. The Association has developed an internal roadmap of annual objectives to deliver on the plan’s success.
Holmgreen and Taschereau are scheduled to meet with members during an afternoon town hall, reinforcing the Association’s message that the plan is a living framework shaped by – and accountable to – the community it serves.
“This is our moment to wake the giant, lead with vision and create a future that inspires,” Holmgreen says. “Let’s go.”
