In October 2025, and the Board of Directors of the Education Market Association (EDmarket) and the Association for Learning Environments (A4LE) voted to join forces to create a powerful new association dedicated to reimagining where and how students learn. By uniting the expertise of two respected organizations in the education industry, this merger will accelerate innovation and expand opportunities to design learning spaces that inspire, engage, and empower every student. Effective January 1, 2026, John K. Ramsey, CAE, ALEP, assumed the roles of President and Chief Executive Officer of EDmarket, while maintaining his long-standing position as CEO of A4LE, where he has served for over 19 years.
Prior to joining A4LE, John held executive leadership roles as Executive Director/CEO of APCO International and as Executive Director at the National Center for State Courts. Both organizations are trade and professional associations. He is also a retired Army officer, having served multiple tours and deployments on active duty, in the reserves, and in the National Guard.
John holds bachelor’s degrees in Political Science and Accounting from the University of North Florida, along with an MBA from Columbia Southern University. He also maintains several distinguished industry credentials, including Certified Association Executive (CAE) from ASAE, Accredited Learning Environment Planner (ALEP) from A4LE, Credentialing Specialist from the Institute for Credentialing Excellence (ICE), and Certified Meeting Professional (CMP) from the Events Industry Council.
John lives in historic Williamsburg, Virginia, where he leads an active life that includes cycling, water sports, and exploring food and wine. He also enjoys hosting at home — often with his three golden retrievers. John is married to Dr. Shannon Ramsey, a lifelong education professional dedicated to helping students with special needs.
You’ve described this as more than a merger — what is the bigger opportunity you see for the industry?
This isn’t about consolidation for efficiency; it’s about repositioning the industry to stay relevant. We’re bringing together complementary strengths to create a stronger voice on the future of learning environments. The bigger opportunity is influence: shaping how education, design, and planning intersect at a time when learning itself is evolving. Individually, we have moved the conversation forward. Together, we can lead it.
How do you define the unique value this unified organization will bring that didn’t exist before?
What didn’t exist before was a fully integrated ecosystem that connects educators, planners, architects, distributors, designers, and industry partners on a single, coordinated platform. Instead of fragmented insights and parallel efforts, we can now provide aligned research, credentialing, professional development, and convening power. That creates clarity for our members and enhances credibility for the field.
What risks and challenges concern you most as you align two long-standing organizations?
The biggest risk isn’t operational but cultural. Both organizations have strong identities and loyal communities. If the integration feels forced rather than co-created, trust can be lost. On the operational side, aligning systems, governance, and member expectations without causing disruption is difficult. Right now, the main challenge is sequencing change — knowing what to integrate immediately and what should evolve more gradually.
How are you ensuring that neither legacy organization “loses its identity” during this process?
Identity isn’t preserved by freezing it; it’s preserved by honoring what made it meaningful while evolving what no longer serves the future. We’re being very intentional about maintaining signature strengths —whether programs, events, or thought leadership — while challenging ourselves to build something more cohesive. Personally, I see it as stewardship, not replacement.
We’re prioritizing listening and testing before committing to anything that will fundamentally shape the member experience.
What decisions are you intentionally not rushing during this transition?
Any decisions that define the long-term structure — such as governance models, brand architecture, and program integration — are being approached deliberately. Speed is important, but making the wrong choices could create confusion for years. We’re prioritizing listening and testing before committing to anything that will fundamentally shape the member experience.
How will governance and volunteer leadership change after full integration in 2027?
Governance will become more integrated but also more intentional. Instead of parallel leadership structures, we’re moving toward a model that reflects the entire ecosystem we serve. Volunteer leadership will always be central, but we’re exploring ways to better align roles with strategic priorities so volunteers can have a clearer impact and reduce duplication.
What will members tangibly gain in the first 12–18 months?
Members should quickly notice this — more access, better alignment, and reduced fragmentation. That includes expanded professional development options, clearer credentialing opportunities, and more connected events and content. The initial benefit isn’t just about providing ‘more,’ but creating a more cohesive experience. For instance, the dealer community within EDmarket will gain immediate access to markets through A4LE’s chapter and regional events and meetings.
Members aren’t just recipients of the merger — they’re active contributors to what comes next.
Do you see more integration between events like LearningSCAPES and EDspaces? If so, how?
Yes, carefully. Each event has unique strengths and audiences, and we don’t want to dilute that. The opportunity lies in strategic alignment — sharing themes, coordinating content, and creating clearer pathways — so members experience them as parts of a larger, connected journey rather than separate offerings. As we all know, EDspaces is no longer part of the association portfolio and has become part of a multimedia conglomerate. LearningSCAPES is more of a connection and research-based educational experience that incorporates commercial aspects, including a trade show environment. I hope we can bring EDspaces back into the association realm and make it a component of what LearningSCAPES is all about. Together, we can add new value for our stakeholders. I believe that a new value in the region and chapter conferences that A4LE currently offers will be the new way forward to strengthen the industry.
What lessons from previous organizational changes are guiding you now?
Two main lessons: first, over-communication is crucial — people rarely feel over-informed during change. Second, culture moves slower than strategy. You can quickly change structures, but trust and shared identity need time. We’re building with that in mind.
What is one thing you want every member — regardless of role — to feel excited about right now?
That they’re part of something bigger than either organization alone. This is an opportunity to shape the future of the industry — not just an annual event, tradeshow, or program, but a belonging to an organization that truly makes a difference to the communities we serve. Members aren’t just recipients of the merger — they’re active contributors to what comes next.