“I Am the NRA”: The Membership Demands a Better NRA

Sean Maloney argues that NRA 2.0 must remember the whistleblowers who first pushed for accountability, transparency, and reform inside the National Rifle Association.

---

Sean Maloney argues that NRA 2.0 must acknowledge the whistleblowers who helped force accountability and reform inside the NRA. Image Duncan Johnson

NRA 2.0 has a simple obligation: it must remember where the movement to reform the organization began.

The push for accountability, transparency, and a return to the NRA’s core mission did not emerge from some vague “good-governance seminar.” It came from board members like Oliver North, Esther Schneider, Timothy Knight, and me, who put our reputations on the line to expose financial mismanagement, weak oversight, and a culture of retaliation.

The reforms now underway, tighter governance, court-ordered compliance, and a restructured board, are the direct descendants of that whistleblowing moment. If the “new NRA” wants credibility with gun-rights patriots, it must not just celebrate the reforms it has made but explicitly acknowledge that it would not have them without the courage of those who first demanded them.

The NRA has been forced to change course in ways that would have seemed unthinkable during the LaPierre era. The organization has shed its old governance model, accepted court-ordered reforms, and restructured around tighter finances and greater transparency. Yet, despite those real changes, the NRA has not yet rebuilt the trust, membership base, or political influence that once defined it.

Now the story is one of partial rehabilitation: a cleaner, more accountable institution emerging from a period of deep corruption but still struggling to prove that “NRA 2.0” is anything more than a necessary survival strategy.

NRA 2.0: From Whistleblowers to Reform — What’s Really Changed

The National Rifle Association’s recent history is not just the story of a gun-rights group under pressure. It is also the story of governance failure, internal whistleblowing, and a painful attempt at reform. After Oliver North’s departure, Esther Schneider, Timothy Knight, and I pushed for accountability at a moment when the organization desperately needed it. In doing so, we helped expose a pattern of financial mismanagement and set in motion many of the legal and structural changes that now define the NRA’s so-called “2.0” era.

Our work also overlaps with a broader reform-wing effort to realign the organization away from the LaPierre-era network and toward a more member-driven board, an internal political realignment that is every bit as important as the financial cleanup.

From Public and Internal Allegations to Whistleblowers

The warning signs about the NRA’s finances did not appear overnight. Public reporting and member complaints converged on allegations that the organization’s leadership, especially Wayne LaPierre, was using charitable funds for personal-style luxury travel, lavish perks, and sweetheart contracts with outside vendors. At the same time, internal voices on the board and in the dues-paying membership raised more pointed concerns: the budgets were opaque, the audit process was weak, and leadership was resistant to oversight.

In 2019, the three of us moved from internal concern to public action. We joined a letter calling for an independent internal investigation into the allegations of financial misconduct and pushing for a confidential, special-audit-style review. The same letter asked for transparent accounting of the organization’s financial disclosure material, including the same kinds of records and documentation that former president Oliver North had earlier tried to obtain and been denied, when he raised questions about Brewer Attorneys and other key spending.

We did not just ask for documents; we were demanding the tools that any competent board needs to police conflicts of interest, undisclosed perks, and the treatment of rank-and-file employees whose pensions and benefits were frozen even as the leadership circle continued to enjoy lavish treatment.

When our efforts were rebuffed, the three of us ultimately resigned, explaining that we had been “stonewalled,” stripped of committee assignments, denied counsel, and accused of disloyalty for trying to fulfill our fiduciary duties. Our resignation letter became a key exhibit in the New York Attorney General’s civil case against the NRA, where the state later alleged that the organization retaliated against me, Schneider, and Knight, in violation of New York’s whistleblower-protection laws.

Retaliation and the Hollowing-out of Oversight

As whistleblowers and board members, we faced more than mere frustration. After raising questions about extravagant spending, weak accounting, and the role of outside counsel, we were:

Stripped of committee assignments, effectively removing our ability to participate in audit and governance work.

Stonewalled when we tried to obtain information or bring in outside counsel, with leadership blocking the usual board-oversight tools.

Publicly characterized as disloyal or “troublesome,” even as we were acting within our fiduciary responsibilities.

Coverage of the turmoil at the time described this as part of a broader “purge” of reform-minded directors, with several such members ultimately leaving the board. The pattern fits a classic governance failure: the board, rather than nourishing oversight, began to punish it. Those purges laid bare the deeper reality that, for years, the board was not a check on abuse, but a shield for it.

Scope of the Financial Misconduct Concerns

The three of us raised a cluster of specific financial-mismanagement concerns that later reappeared in the New York litigation and the public record:

Lavish, personal-style spending by leadership on travel, lodging, security, and other perks, using association funds in ways that appeared to benefit a small circle more than the membership or the mission.

Massive, poorly justified legal fees, including tens of millions paid to law firms like Brewer Attorneys, without clear or transparent explanation to the board or members.

Weak internal controls and auditing, with vague or opaque accounting, override of the audit process, and a lack of board-level scrutiny of budgets and contracts.

Questionable use of memberships and vendors for personal benefit, and an overall culture in which leadership appeared to run the organization, not the board.

In our 2019 letter, we explicitly called for an independent investigation and confidential audit into these allegations, arguing that the NRA’s tax-exempt status and financial health depended on restoring proper oversight. We also pressed for the same kind of financial disclosure package and documentation that Oliver North had sought earlier but been refused: detailed legal-fee invoices, travel records, and vendor contracts that would allow the board to see where the money was really going. The refusal to grant that basic transparency was not just bureaucratic foot-dragging; it was a clear signal that the system was rigged to protect insiders at the expense of honest oversight.

Bankruptcy, LaPierre’s Admissions, and the Trial Verdict

In 2021, the NRA attempted to file for bankruptcy protection in Texas, a move widely interpreted as a bid to escape New York-based enforcement actions rather than as a genuine financial restructuring. The bankruptcy court ultimately dismissed the filing, calling it a “bad-faith” maneuver and leaving the organization exposed to the civil suit in New York.

During the bankruptcy proceeding in Dallas, Wayne LaPierre testified under oath and effectively confirmed many of the core allegations whistleblowers had raised:

The leadership had spent lavishly on personal-style trips and expenses, using NRA funds in ways that closely resembled the pattern we had warned about.

That internal financial controls and oversight were weak or circumvented, and that major decisions were made without proper board review.

The very bankruptcy filing itself was kept secret from most top officers, staff, and the majority of the board, reinforcing the earlier whistleblower claims that leadership was hiding the truth about the organization’s condition. Those admissions were later echoed, in substance, by the New York civil trial verdict, in which a jury found the NRA and LaPierre liable for financial mismanagement, corruption, and misuse of charitable funds, and ordered millions in damages along with a 10-year ban on LaPierre holding any fiduciary position at the NRA. The court also found that the organization had retaliated against whistleblowers, further validating the board-level reformers’ account. The verdict transformed what had been private boardroom warnings into a public, court-sanctioned indictment of the NRA’s internal culture.

Post-bankruptcy Reforms and the “New Board.”

After the bankruptcy filing was dismissed and the New York trial concluded, the NRA’s new board and senior leadership committed to a series of reforms intended to turn the organization into a leaner, more accountable “NRA 2.0.”

But the cost of the reform and restructuring is not just financial or political; it is human. The tragedy of the many, many dedicated employees who