Many professional societies, including NASS, have witnessed major changes in the wake of the pandemic. NASS, along with other organizations, has worked tirelessly (mostly behind the scenes) to ensure that the society is well-positioned to meet member needs going forward. Over the past two years, NASS’ Board and senior staff have developed a well thought out strategic plan to keep the society strong. Last year the Board reviewed and affirmed our mission statement: NASS is a global multidisciplinary medical organization dedicated to fostering the highest quality, ethical, value-based and evidence-based spine care through education, research and advocacy. The mission statement was updated to include the following: Inclusivity—embracing a diverse membership and allowing expressions of differing viewpoints, philosophies and perspectives. Transparency—providing open communication of decision making and relationships to promote trust and growth, and Innovation—solving problems strategically to advance education, research and technology by encouraging new ideas, collaboration, creativity and quality. The strategic plan objectives are as follows: respond to the current financial challenges by taking steps to right-size the organization, eliminate low-value projects, and optimize staffing resources (2023-2024). To this end, we reduced the size of our Board from 22 to 15. This included reducing our expenditures on international development and advocacy, and making some staff concomitant reductions. Organizationally, these two areas went from being councils to being committees. We are still active in these areas, but are refocusing on fundamentals rather than more elaborate plans. We are also reducing our overhead by selling our building. The NASS HQ (purchased in 2005) is a wonderful facility, but we no longer need such a large facility because so many of our excellent NASS staff are working partially from their homes. In fact, many of our current staff (35 in total) are going to be working fully remote. Some of our key functions, like accounting, AV production, and events will still utilize a new, smaller office on a daily basis. The second phase is to rebuild the society using data-supported programming and resources that meet the needs of current and future members (2027-2028). Key to this effort is the recently developed Early Career Advisory Council (ECAC). This group, comprised of members in their first five years in practice, provide valuable insight into what future members want and need from the society. They are also providing great insight into “how” they want to interface with the society and our offerings. In particular, we are emphasizing the development of online learning options based on their input. You might have already noticed the increasing number and frequency of webinars that we are hosting. All of these efforts feed into our key goals. First, is a return to fundamentals (eg, using data to figure out what our members (or the field) need from us. Second is optimizing governance & staffing resources. We reduced staff and are also transitioning to a 15-person board as of this year’s annual meeting. Scott Cowan, (Payer Policy Review Chair), Jonathan Grauer (Education Publishing Chair), and Donna Ohnmeiss (At-Large Board member) will all rotate off the board but will still be involved at the committee or committee chair level. Third, we are transforming our online presence & educational efforts to meeting current needs. We will implement the use of a learning management system and continue to develop online education. Live, in-person courses are becoming harder to manage. So, we are taking a hard look at those plans to determine if they are feasible long term. At a minimum, we have to expect lower attendance in person. These events can still be productive, but we have to plan better for those realities. Finally, we need to continue to strengthen external relationships. NASS has always been a great bridge builder with other groups. Seventy-four percent of NASS members are surgeons (50% orthopedic, 24% neurosurgery), 15% other (researchers, RNs, etc.), and 11% PM&R. Going forward the NASS Board will consist of 7 neurosurgeons (plus 2 NS advisors); 4 orthopedic surgeons, 3 physiatrists, and 1 researcher (Sc.D.) The NASS Board and staff continue to work very hard to put the society in the best position to be successful going forward. I thank them all for their hard work. I especially want to thank the following three Executive Committee members who will also be rotating off the board this year: Past President, John Finkenberg; Secretary, David O’Brien (who has served on the board since 2011!), and Treasurer, Mitch Reiter (who has served on the Board since 2016). The last few years have been quite challenging, but the society has responded well and is now positioned to more efficiently and effectively serve the members’ needs through the coming years! Within a month, NASS will be ready for new President Scott Kreiner to take the helm and guide us to newer heights.