By Aaron Locker, Managing Director
To all my friends across the Food and Ag sectors, I wanted to share some initial insights from my first quarter with Kincannon & Reed. After spending 35 years in the crop inputs sector, I took a step back to reflect on where the industry is headed. Two key themes stood out: the rapid advancements in technology and the critical need for top-tier leadership.
Innovation and strong leadership will define the future of Food and Agriculture. I’ve seen firsthand how the right talent can propel organizations forward—and how the wrong hire can significantly set back an organization. As I looked at the landscape, it became clear that the need for transformational talent has never been greater. That’s why I chose to join Kincannon & Reed. With its sole focus on recruiting and developing leaders for organizations that feed the world, deep industry expertise, and proven track record in global executive search, it was the ideal place for me to contribute to solving this challenge.
One of the biggest shifts in agribusiness today is the dwindling pipeline of “farm-grown” leaders. The era of stable senior leadership is evolving, and organizations need to adapt. The numbers are staggering:
This leadership gap isn’t unique to agriculture—it spans industries. Companies that fail to plan for the future risk falling behind. In recent discussions with agribusiness leadership, most are retooling growth strategies for the future, starting to put the upheaval of COVID in the rear-view mirror and building how to navigate the future. In almost every case, seldom is discussed the need for talent and what unique skill sets will be required to execute those plans to success. In my experience, having talent as a vital part of any strategic plan is essential…and often overlooked.
Additionally, the pace of technological innovation is accelerating. Precision agriculture and automation are projected to grow by 12% annually through 2030.2 To stay competitive, tomorrow’s leaders must not only understand emerging technologies but also know when to transition from development to commercialization. The ability to cultivate resilience, navigate disruption, and inspire teams has never been more critical.
The cost of poor leadership is steep. Research shows that ineffective leadership can cost organizations up to 7% of their total revenues.3 A single poor leader can cost a company an average of $126,000 per year. The wrong hire doesn’t just stall progress— it can drive an organization into decline.
At Kincannon & Reed, we specialize in identifying leaders who have the experience, vision, and adaptability to thrive in this dynamic environment. Companies that invest in resilient, emotionally intelligent leadership see:
With increasing industry consolidation and workforce downsizing, companies must be laser-focused on their people strategy. Developing internal talent while attracting external leaders who can drive growth is no longer optional, it’s essential.
As I reflect, I am more convinced than ever that leadership is the linchpin of success in food and ag. In a world where technology and market dynamics are constantly evolving, the ability to attract, retain, and develop exceptional talent will separate thriving companies from struggling ones.
By embracing these insights, industry leaders can position their organizations for long-term success. If your company is thinking about the future of its leadership team, let’s start the conversation.
After 35 years working within individual companies, shifting my focus to serve the broader Food and Ag industry has been incredibly rewarding. I deeply value the responsibility—and the opportunity—to influence a company’s trajectory by connecting it with the right leadership talent. Great leaders don’t just transform organizations; they elevate the people within them. I’m excited to partner with you in building the next generation of transformative leaders for this vital industry.
