Christopher J. Freed, CAE

Freed-100x121Chris Freed brings 12 years of non-profit association management experience and an additional 12 years experience in a variety of line and management positions in the software industry. Freed’s previous experience includes director of finance and technology for the American College of Phlebology and Managing Director of the ACP Foundation. Freed was also a principal in an AMC where he served as chief financial officer and chief information officer.

Freed is highly experienced in association management operations and governance matters. Freed is currently serving as the executive director of the American Board of Venous & Lymphatic Medicine and is the chief operating officer for the California Association of Flower Growers & Shippers.

Freed has a B.A. in Geography and Psychology from the University of Illinois and joined L&M in 2011. Freed earned the Certified Association Executive credential in 2012.

Memberships:

  • ASAE & The Center for Association Leadership
  • California Society of Association Executives

By the Numbers

$1 Billion

The total operating budgets for those associations managed by AMC Institute member firms.*

*AMC Institute

By the Numbers

2.8 million people

The number of members in associations under management by AMCs.*

*AMC Institute

By the Numbers

3,500

The total number of individuals employed by AMCs that are member firms of the AMC Institute.*

*AMC Institute

By the Numbers

10 years

The length of time L&M has been a Charter Accredited AMC – making it the only remaining Charter Accredited firm west of the Rockies.*

*AMC Institute

By the Numbers

19 out of 20

The number of industry segments that AMC-managed organizations have in common with organizations managed by employed staff.*

*Client Operating and Financial Benchmarking Survey Report 2011; © 2011 AMC Institute, pg. 21

By the Numbers

1,700

The number of associations managed by AMCs that are member firms of the AMC Institute.*

*AMC Institute

By the Numbers

32%

On average, the premium standalone organizations pay to directly employ staff and shoulder the full costs of occupancy and capital expenses vs. the AMC alternative.*

*Client Operating and Financial Benchmarking Survey Report 2011; © 2011 AMC Institute, pg. 23

By the Numbers

32%

The rate over which the AMC-managed model outperformed the standalone model during the Great Recession (2008 – 2010) in terms of operating surpluses.*

*AMCs Managed Client Bottom Lines Through Recession; © 2012 L&M, page 2 (derived from data reported)