Candidate: Yee-Min Lin
Yee-Min Lin
Concord, CA
Born and raised in western Kentucky, I graduated from Yale University in 2000 with a BA in Political Science. I joined the Marine Corps shortly afterwards and served as a infantry battalion logistics officer , with two platoon combat deployments to Iraq. I worked as a Program/Product Manager and Technical Trainer in the Silicon Valley tech industry.
I discovered USPSA through Gabe White’s online training diary after years of tactical/defensive training. I joined in 2014, earned my RO certification in 2015, my CRO certification in 2016, and proceeded to immerse myself in the sport as a competitor and a match staff from sectionals to Nationals as RO/CRO/RM. I am currently classified as Production and Single Stack Master and Carry Optics A.
Why are you seeking to be President of USPSA?
Early on I learned the most budget friendly way to attend major matches was to work them as RO. In the process of traveling all over the country, I discovered my love for the game and all the people who work tirelessly into creating a game we are all able to enjoy. In working over 40 major matches in the past 6 years I have learned the lessons on how to create great matches. I want to bring that experience into the presidency to help spread those best practices to YOU, the members so we all can benefit.
Prior to announcing your candidacy, what have you done to help promote safe, fun and fair practical shooting?
I currently serve on the Richmond Hotshots Action Safety committee vetting stages for our biweekly USPSA match serving an average of 140 competitors. I lead an RO squad that supports our club’s weekly organized practice sessions. I am also part of the range instructor cadre teaching a biweekly new competitor introduction course. Last but not least I have served as stage staff at 40 major matches since 2016 as RO, CRO, and RM providing competitors at all levels with fair and professional treatment
What qualifications set you apart from other candidates? What previous or current employment or volunteer experience do you have that qualifies you for the role of USPSA President?
A president is defined by how they serve their members. If you have ever been to a major match, you’ve probably seen me working a stage. I have been involved at club and major matches not only as a competitor but in virtually every official capacity from Match Director, Range Officer, Chief Range Officer, and Rangemaster. I had the privilege of serving as the President of Richmond Rod and Gun Club, one of the largest gun clubs in the western United States with over 3,000 members. In that role I worked with a great group of people including a 14 person board managing daily operations. Combined with speaking with members and competitors across the country, I have a unique understanding of all facets of USPSA from the club to national level.
Describe the current culture of USPSA.
I have seen the culture of USPSA across the country. We come from all walks of life to share a common love of competition and firearms. From the Match Directors who tirelessly put on matches every week, to Range Officers who give up their weekends to run a stage, down to the competitors pasting and resetting a stage, we are all bonded by the volunteer spirit that has underpinned this sport from its inception. We gather every weekend to share not only a competitive spirit, but a social bond that continues long after the last shots are fired.
After reviewing the bylaws, please explain what the President of USPSA is responsible for and how will you fulfill those responsibilities if elected?
The President has some key responsibilities that include establishing the organization’s long term vision with the board of directors. Additionally, the president is responsible for conducting Nationals, and serves as the IPSC regional director representing the organization’s international interests. While the president serves as the organization’s public face, he still must work within the constraints put in place by the bylaws and the board of directors. This means he must be willing to work with and promote the ideas of the members' representatives. Serving as the president of my home club has taught me the value of collaboration in determining long term goals. By doing so, I have been exposed to different ideas and ways to solve problems individually I would have never found on my own.
What are the top three areas that need to be addressed within USPSA? What is your strategy for addressing them?
While USPSA is thriving at the local level, here’s where I see we can provide meaningful value to the clubs at a national level: 1- New Club, Competitor, and Match director guides: I have talked with many match directors around the country working matches. One of the items we talk about is how the clubs started up. For many they began with nothing more than a group of guys who wanted to shoot guns. They have learned through trial and error the best ways to run matches and clubs. We need to consolidate all that information in one location we can offer to people starting out. It will save them countless hours reinventing the wheel. 2- From a national perspective, we must ensure consistent and clear communication with the members. As an organization we pride ourselves on a rulebook that is the same from California to Maine. All the information coming from USPSA should also be the same consistent message. Too often we have heard mixed messaging from the national level. Let's work to make sure what we are saying is consistent with the direction the organization is headed. 3- At a fundamental level, our sport relies on our volunteer core to function. We need to develop and nurture that same ideology among our new and seasoned competitors. Too often we have seen our volunteers burn out due to lack of support. We can mentor and set the example of volunteering and giving back to the sport from the highest level to the newest member. I will lead by example to build that culture of everyone working together to keep USPSA fun.
If elected President of USPSA please explain how you will help support the clubs, sections and current members as well as promote USPSA to potential members?
The local clubs are USPSA’s lifeblood. While nationally the organization is limited in its charter, there are many simple ways we can provide value to our club today. Each match director has learned what is working and what they can do better by the time they host their third match. We can work with our match directors to gather best practices which we can provide to new and existing clubs. We can provide new clubs with a startup guide from how to run a match on a budget to club administrative practices. For potential members, I envision a series of short video segments introducing them to USPSA fundamentals and what to expect at their first match promoted and tracked across social media platforms along with a more detailed guide on the USPSA website similar to the new competitor class I currently teach. Finally, let’s work together to recruit ranges to host clubs, because without the ranges, we cannot participate in the sport we enjoy so much.
After reviewing Article 5 bylaw 5.1 please provide an outline of your strategy for items i) through vi)
Corporations succeed or fail based on Board collective decisions, not a single individual. Leadership is essential in achieving common goals and can only be achieved with professional guidance to make the best organizational decisions.. With those tenets in mind: i.) Financial Advisors and Accountants are the professionals here. Sharing our goals with them and enlisting their talents towards reviewing and then establishing the best possible plans through the Managing Director. ii.) My goals to better establish support for local clubs along with the 4 tenets of my campaign are steps towards both improved recruitment and retention. iii.) USPSA can and should develop a measured and managed social media marketing effort to encourage grassroots awareness among new firearms owners in the last couple of years. iv.) By the time the election is concluded, format and location for Nationals will be determined for the remainder of the current term. That being said, I would strive to have a format and location that balances the competitive challenge members have come to expect with member time constraints and ensuring members’ families have a place to enjoy their time. v.) Every shooting organization exists to promote practical shooting in a safe and controlled manner, furthering firearms proficiency while supporting the 2nd Amendment. My objective is to maintain positive organizational relationships. Regarding IPSC, the US was one of the founding members and remains a significant IPSC region. While USPSA has its own unique competitive characteristics, we must remain engaged with the international competitive shooting community. vi.) I firmly believe the Board of Directors and NROI must work hand in hand to create a fair, professional, and fun environment for members and competitors. I’ve participated in USPSA as a competitor and at practically every official capacity and look forward to collaboratively working with NROI towards that goal.
After reviewing the USPSA bylaws explain how you see your working relationship with the Managing Director and Board of Directors.
As I see it, the President works with with the Board of Directors to establish USPSA’s organizational vision as well as its annual and long term goals. That vision is then communicated to the Managing Director to make a reality, with course correction inputs provided as necessary.
What is USPSA doing right?
USPSA provides a welcoming social and competitive environment for people from all walks of life to safely practice and improve their firearms proficiency skills. Club and national level matches are a proving ground for firearms development and offer identifiable metrics for competitors to evaluate their performance.
If elected, what other issues would you want to address and what is your strategy for addressing them.
Apart from the issues addressed in question #8, I intend to work with the Board of Directors, NROI, and USPSA permanent staff along with subject matter experts and the membership to find solutions that strike a balance between the organizational objectives and keeping USPSA fun for members
If you are unsuccessful in your bid to become president, how will you serve USPSA in the future?
Regardless of the outcome, I’ll continue what I have been doing for the past eight years. Introducing new shooters to our sport through my home range at Richmond Rod and Gun Club. I’ll still be the guy you see working stages at major matches all over the country keeping our sport fun and treating everyone fairly and professionally. This election is just an extension of what I have been doing all along, continuing to serve the people who make this sport the best there is.
Early on I learned the most budget friendly way to attend major matches was to work them as RO. In the process of traveling all over the country, I discovered my love for the game and all the people who work tirelessly into creating a game we are all able to enjoy. In working over 40 major matches in the past 6 years I have learned the lessons on how to create great matches. I want to bring that experience into the presidency to help spread those best practices to YOU, the members so we all can benefit.
Prior to announcing your candidacy, what have you done to help promote safe, fun and fair practical shooting?
I currently serve on the Richmond Hotshots Action Safety committee vetting stages for our biweekly USPSA match serving an average of 140 competitors. I lead an RO squad that supports our club’s weekly organized practice sessions. I am also part of the range instructor cadre teaching a biweekly new competitor introduction course. Last but not least I have served as stage staff at 40 major matches since 2016 as RO, CRO, and RM providing competitors at all levels with fair and professional treatment
What qualifications set you apart from other candidates? What previous or current employment or volunteer experience do you have that qualifies you for the role of USPSA President?
A president is defined by how they serve their members. If you have ever been to a major match, you’ve probably seen me working a stage. I have been involved at club and major matches not only as a competitor but in virtually every official capacity from Match Director, Range Officer, Chief Range Officer, and Rangemaster. I had the privilege of serving as the President of Richmond Rod and Gun Club, one of the largest gun clubs in the western United States with over 3,000 members. In that role I worked with a great group of people including a 14 person board managing daily operations. Combined with speaking with members and competitors across the country, I have a unique understanding of all facets of USPSA from the club to national level.
Describe the current culture of USPSA.
I have seen the culture of USPSA across the country. We come from all walks of life to share a common love of competition and firearms. From the Match Directors who tirelessly put on matches every week, to Range Officers who give up their weekends to run a stage, down to the competitors pasting and resetting a stage, we are all bonded by the volunteer spirit that has underpinned this sport from its inception. We gather every weekend to share not only a competitive spirit, but a social bond that continues long after the last shots are fired.
After reviewing the bylaws, please explain what the President of USPSA is responsible for and how will you fulfill those responsibilities if elected?
The President has some key responsibilities that include establishing the organization’s long term vision with the board of directors. Additionally, the president is responsible for conducting Nationals, and serves as the IPSC regional director representing the organization’s international interests. While the president serves as the organization’s public face, he still must work within the constraints put in place by the bylaws and the board of directors. This means he must be willing to work with and promote the ideas of the members' representatives. Serving as the president of my home club has taught me the value of collaboration in determining long term goals. By doing so, I have been exposed to different ideas and ways to solve problems individually I would have never found on my own.
What are the top three areas that need to be addressed within USPSA? What is your strategy for addressing them?
While USPSA is thriving at the local level, here’s where I see we can provide meaningful value to the clubs at a national level: 1- New Club, Competitor, and Match director guides: I have talked with many match directors around the country working matches. One of the items we talk about is how the clubs started up. For many they began with nothing more than a group of guys who wanted to shoot guns. They have learned through trial and error the best ways to run matches and clubs. We need to consolidate all that information in one location we can offer to people starting out. It will save them countless hours reinventing the wheel. 2- From a national perspective, we must ensure consistent and clear communication with the members. As an organization we pride ourselves on a rulebook that is the same from California to Maine. All the information coming from USPSA should also be the same consistent message. Too often we have heard mixed messaging from the national level. Let's work to make sure what we are saying is consistent with the direction the organization is headed. 3- At a fundamental level, our sport relies on our volunteer core to function. We need to develop and nurture that same ideology among our new and seasoned competitors. Too often we have seen our volunteers burn out due to lack of support. We can mentor and set the example of volunteering and giving back to the sport from the highest level to the newest member. I will lead by example to build that culture of everyone working together to keep USPSA fun.
If elected President of USPSA please explain how you will help support the clubs, sections and current members as well as promote USPSA to potential members?
The local clubs are USPSA’s lifeblood. While nationally the organization is limited in its charter, there are many simple ways we can provide value to our club today. Each match director has learned what is working and what they can do better by the time they host their third match. We can work with our match directors to gather best practices which we can provide to new and existing clubs. We can provide new clubs with a startup guide from how to run a match on a budget to club administrative practices. For potential members, I envision a series of short video segments introducing them to USPSA fundamentals and what to expect at their first match promoted and tracked across social media platforms along with a more detailed guide on the USPSA website similar to the new competitor class I currently teach. Finally, let’s work together to recruit ranges to host clubs, because without the ranges, we cannot participate in the sport we enjoy so much.
After reviewing Article 5 bylaw 5.1 please provide an outline of your strategy for items i) through vi)
Corporations succeed or fail based on Board collective decisions, not a single individual. Leadership is essential in achieving common goals and can only be achieved with professional guidance to make the best organizational decisions.. With those tenets in mind: i.) Financial Advisors and Accountants are the professionals here. Sharing our goals with them and enlisting their talents towards reviewing and then establishing the best possible plans through the Managing Director. ii.) My goals to better establish support for local clubs along with the 4 tenets of my campaign are steps towards both improved recruitment and retention. iii.) USPSA can and should develop a measured and managed social media marketing effort to encourage grassroots awareness among new firearms owners in the last couple of years. iv.) By the time the election is concluded, format and location for Nationals will be determined for the remainder of the current term. That being said, I would strive to have a format and location that balances the competitive challenge members have come to expect with member time constraints and ensuring members’ families have a place to enjoy their time. v.) Every shooting organization exists to promote practical shooting in a safe and controlled manner, furthering firearms proficiency while supporting the 2nd Amendment. My objective is to maintain positive organizational relationships. Regarding IPSC, the US was one of the founding members and remains a significant IPSC region. While USPSA has its own unique competitive characteristics, we must remain engaged with the international competitive shooting community. vi.) I firmly believe the Board of Directors and NROI must work hand in hand to create a fair, professional, and fun environment for members and competitors. I’ve participated in USPSA as a competitor and at practically every official capacity and look forward to collaboratively working with NROI towards that goal.
After reviewing the USPSA bylaws explain how you see your working relationship with the Managing Director and Board of Directors.
As I see it, the President works with with the Board of Directors to establish USPSA’s organizational vision as well as its annual and long term goals. That vision is then communicated to the Managing Director to make a reality, with course correction inputs provided as necessary.
What is USPSA doing right?
USPSA provides a welcoming social and competitive environment for people from all walks of life to safely practice and improve their firearms proficiency skills. Club and national level matches are a proving ground for firearms development and offer identifiable metrics for competitors to evaluate their performance.
If elected, what other issues would you want to address and what is your strategy for addressing them.
Apart from the issues addressed in question #8, I intend to work with the Board of Directors, NROI, and USPSA permanent staff along with subject matter experts and the membership to find solutions that strike a balance between the organizational objectives and keeping USPSA fun for members
If you are unsuccessful in your bid to become president, how will you serve USPSA in the future?
Regardless of the outcome, I’ll continue what I have been doing for the past eight years. Introducing new shooters to our sport through my home range at Richmond Rod and Gun Club. I’ll still be the guy you see working stages at major matches all over the country keeping our sport fun and treating everyone fairly and professionally. This election is just an extension of what I have been doing all along, continuing to serve the people who make this sport the best there is.
My campaign is predicated on the following four points:
1. We all want Fair and Professional Treatment as members and competitors
2. We need to define Local Guidance for quality club matches
3. Let’s discover measured and managed social marketing efforts to build community among all our active competitors and encourage grassroots awareness effort towards new enthusiasts, AND
4. By fostering our Volunteer Culture together we drive the engine that sustains us to KEEP USPSA FUN and enjoyable for all members
www.keepuspsafun.com
Email Address: [email protected]