AKC at a Crossroads: Why Fundamental Change Can No Longer Wait

The American Kennel Club has long stood as the foundation of the purebred dog community in the United States. For generations, it has been the organization that breeders, exhibitors, trainers, and enthusiasts have looked to for leadership, education, and the preservation of purebred dogs. But a recent opinion piece published in Dog News argues that the AKC is approaching a critical crossroads. The author believes the organization is not on the verge of collapse, but unless it embraces significant change, it risks becoming increasingly disconnected from the realities of the twenty-first century.

After reading the article, I found myself reflecting on my own journey in the sport and why this conversation matters far beyond financial reports and Board elections.

My Journey Began with One Siberian Husky

When I bought my first purebred Siberian Husky in 1987, I was still in high school. I had no idea that dog would shape the course of my life. I took him with me to college and began competing in AKC obedience, excited to learn and become part of the sport.

The welcome wasn’t exactly warm.

It wasn’t long before I was being scolded and scoffed at by what I jokingly refer to as the “little old ladies” around the obedience ring. I was told, directly and indirectly, that I didn’t belong there. I was young. I had long hair. And perhaps worst of all, I was competing and showing a Siberian Husky instead of one of the breeds people expected to see in obedience competition.

Those experiences could have been enough to send me packing.

Instead, I stayed. I continued training, competing, learning, and eventually built an entire career around dogs. More than three decades later, I have become a professional dog trainer, founded multiple businesses, hosted thousands of podcast episodes, taught university courses, and have likely generated several million dollars through a career that began because of one purebred dog.

That perspective is why I care so deeply about the future of the AKC. Every young person who walks into an obedience trial, conformation show, agility competition, or Junior Showmanship event should feel welcomed, encouraged, and inspired. If the next generation is made to feel like outsiders, we shouldn’t be surprised when participation continues to decline.

The future of the AKC isn’t just about budgets and registrations. It’s about making sure there is another generation of dog people ready to carry the torch.

A Call for Honest Conversation

The Dog News article serves as the introduction to a planned series examining the AKC’s financial health and long-term sustainability. Written by a longtime breeder, former AKC employee, and corporate executive, the piece argues that the organization must fundamentally rethink how it operates if it hopes to thrive in today’s environment.

The author’s central point is straightforward: the AKC of the twentieth century cannot simply continue operating as if nothing has changed. Consumer habits have changed. Communication has changed. The economy has changed. Expectations for nonprofit organizations have changed.

The AKC must change as well.

Financial Stability Comes Before Everything Else

According to the author, discussions about breeding, governance, or expanding programs are secondary to one critical issue: financial sustainability.

Many exhibitors have criticized recent increases in AKC event fees, but the article argues those conversations often miss the bigger picture. Rather than focusing only on fee increases, delegates and exhibitors should better understand how the organization earns and spends its money.

To explore that question, the author reviewed nearly two decades of AKC Annual Reports along with publicly available IRS Form 990 filings.

Transparency Matters

One of the strongest criticisms in the article concerns the way the AKC reports its finances.

Before 2019, Annual Reports included detailed financial statements with individual revenue and expense categories. More recent reports consolidate those figures into broad “buckets,” making it much harder for delegates, exhibitors, breeders, and clubs to determine exactly where revenue comes from and how expenses are allocated.

The author is careful not to accuse the AKC of hiding information or acting improperly. In fact, the organization is under no legal obligation to publish detailed financial statements beyond what federal law requires.

Still, greater transparency builds confidence.

When financial reporting becomes less detailed, it naturally creates more questions, speculation, and frustration among the very people who fund the organization.

Registration Is Still the Engine

Historical financial reports suggest that dog registrations remain the single largest source of AKC revenue.

Registration drives far more than the initial registration fee. Certified pedigrees, DNA services, event recording fees, sponsorships, advertising opportunities, and many other revenue sources all depend on maintaining a healthy registration base.

Without strong registrations, nearly every other part of the business model becomes more difficult to sustain.

That reality makes understanding long-term registration trends essential. Unfortunately, the current reporting format makes those trends more difficult for members and delegates to evaluate.

Executive Compensation Raises Questions

The article also addresses executive compensation.

Using publicly available IRS filings, the author notes that AKC’s senior executives earn salaries exceeding one million dollars annually. While acknowledging that experienced leadership deserves competitive compensation, she questions whether those salaries are appropriate for a nonprofit organization generating roughly $100 million in annual revenue.

The issue is not whether executives should be paid well. The issue is whether members and delegates have enough information to understand how those compensation decisions are made.

Is New York Still the Right Home?

Perhaps the most provocative question raised involves the AKC’s headquarters in New York City.

The author points to the significant differences in commercial rent, salaries, and operating costs between Manhattan and locations such as Raleigh, North Carolina, where the AKC already maintains substantial operations.

Decades ago, a prestigious Manhattan address may have carried strategic advantages. Today, with remote work, digital communications, virtual meetings, and online media becoming the norm, the author questions whether those benefits still justify the higher costs.

It’s a fair question. Organizations across nearly every industry have reevaluated where they operate. The AKC should be willing to do the same if it strengthens the organization’s long-term financial future.

Leadership Means Asking Difficult Questions

One of the strongest themes throughout the article is accountability. The author challenges delegates to ask tougher questions on behalf of the clubs they represent. She also calls on future Board candidates to present clear plans rather than simply campaigning on tradition or familiarity.

Leadership is not about preserving the status quo. It is about ensuring the organization remains healthy enough to serve future generations.

That message resonates beyond the AKC. Every nonprofit eventually reaches a point where protecting history must be balanced with preparing for the future.

The Next Generation Depends on It

The AKC has accomplished remarkable things throughout its history. It remains one of the most recognized kennel clubs in the world and continues to support countless breeders, clubs, judges, exhibitors, and dog owners.

But history alone is not a strategy. If the organization wants young people to stay involved, it must become more welcoming. If it wants exhibitors to remain engaged, it must communicate openly. If it wants financial stability, it must be willing to examine every aspect of its business model, including long-held assumptions about leadership, operations, and priorities.

I often think back to that young college student with long hair and a Siberian Husky who was made to feel like he didn’t belong. Thankfully, I ignored those voices. Dogs became my life’s work because I stayed.

The question now is whether the next young handler will choose to stay.

That may ultimately be the most important question the AKC has to answer.