NADJ Update (i135)
This is not a marketing summary or a headline announcement; it is the detail behind our direction, shared so members can understand both the ambition and the mechanics of NADJ v2.
For over three decades, the association operated as an unincorporated body. While this served a purpose when the industry was smaller, the model eventually created friction. Decision-making was slowed by red tape and progress relied entirely on the fluctuating availability of volunteers. It became clear that a volunteer-only structure cannot reasonably manage digital platforms, oversee compliance and plan strategically at scale.
Formalising NADJ as a Community Interest Company (CIC) addresses these constraints. A CIC provides a framework for reinvestment, stability and credibility. It protects surplus for member benefit and opens access to grants unavailable to unincorporated bodies. To support this, NADJ now functions through a group structure including a supporting limited company. This allows commercial activities, such as media delivery and business support, to sit within a suitable legal vehicle without compromising our core mission.
Currently, I am listed as the sole director across NADJ Group Ltd, NADJ Media Ltd and NADJ CIC. This is a matter of necessity to ensure continuity and momentum during this transition. Over the last three years, I have committed over 20 hours per week without remuneration to provide consistent oversight. While Jack Quenby remains actively engaged in reviewing his role as Treasurer or Financial Director, additional directors will be appointed as specific needs arise.
I must also address concerns regarding the potential for individuals to profit from this change. NADJ’s CIC status requires surplus to be reinvested for community benefit. Professional roles will be remunerated fairly based on measurable work delivered. This is not about personal gain; it is about how sustainable organisations operate. This transition follows a three-year consultation period, culminating in an overwhelming member vote in favour of this new direction at the Kettering Mixer.
Looking ahead, our three-year roadmap moves NADJ toward a professional organisation capable of consistent delivery. By Year 3, we expect to employ three full-time staff to replace unpredictability with accountability. Following member feedback, we have also reopened consultation on our membership model. Proposed tiers range from £50 to £1,000, allowing members to choose a level of support that suits their business, from basic entry to full operational support including call handling and CRM access.
Our digital strategy includes the development of the NADJ app, online radio and improved lead distribution. Furthermore, by Year 3, we aim to become an apprenticeship provider. We project that ten apprentices could generate significant revenue, providing a surplus to be reinvested back into staffing, events and reserves. Combined with partnerships and sponsorships, we project an annual revenue target of £900,000 to £1,000,000 by Year 4. Even at reduced uptake, this model remains far more sustainable than our previous structure.
NADJ v2 is now operationally real and member endorsed. The move to a CIC and the introduction of a financially costed roadmap are not about ambition for its own sake; they are about replacing fragility with structure and hope with planning. If you are reading this in 2026, the association has not disappeared. It has evolved with clarity and a commitment to building something that lasts.
For over three decades, the association operated as an unincorporated body. While this served a purpose when the industry was smaller, the model eventually created friction. Decision-making was slowed by red tape and progress relied entirely on the fluctuating availability of volunteers. It became clear that a volunteer-only structure cannot reasonably manage digital platforms, oversee compliance and plan strategically at scale.
Formalising NADJ as a Community Interest Company (CIC) addresses these constraints. A CIC provides a framework for reinvestment, stability and credibility. It protects surplus for member benefit and opens access to grants unavailable to unincorporated bodies. To support this, NADJ now functions through a group structure including a supporting limited company. This allows commercial activities, such as media delivery and business support, to sit within a suitable legal vehicle without compromising our core mission.
Currently, I am listed as the sole director across NADJ Group Ltd, NADJ Media Ltd and NADJ CIC. This is a matter of necessity to ensure continuity and momentum during this transition. Over the last three years, I have committed over 20 hours per week without remuneration to provide consistent oversight. While Jack Quenby remains actively engaged in reviewing his role as Treasurer or Financial Director, additional directors will be appointed as specific needs arise.
I must also address concerns regarding the potential for individuals to profit from this change. NADJ’s CIC status requires surplus to be reinvested for community benefit. Professional roles will be remunerated fairly based on measurable work delivered. This is not about personal gain; it is about how sustainable organisations operate. This transition follows a three-year consultation period, culminating in an overwhelming member vote in favour of this new direction at the Kettering Mixer.
Looking ahead, our three-year roadmap moves NADJ toward a professional organisation capable of consistent delivery. By Year 3, we expect to employ three full-time staff to replace unpredictability with accountability. Following member feedback, we have also reopened consultation on our membership model. Proposed tiers range from £50 to £1,000, allowing members to choose a level of support that suits their business, from basic entry to full operational support including call handling and CRM access.
Our digital strategy includes the development of the NADJ app, online radio and improved lead distribution. Furthermore, by Year 3, we aim to become an apprenticeship provider. We project that ten apprentices could generate significant revenue, providing a surplus to be reinvested back into staffing, events and reserves. Combined with partnerships and sponsorships, we project an annual revenue target of £900,000 to £1,000,000 by Year 4. Even at reduced uptake, this model remains far more sustainable than our previous structure.
NADJ v2 is now operationally real and member endorsed. The move to a CIC and the introduction of a financially costed roadmap are not about ambition for its own sake; they are about replacing fragility with structure and hope with planning. If you are reading this in 2026, the association has not disappeared. It has evolved with clarity and a commitment to building something that lasts.
