The Numbers Tell a Sobering Story
The U.S. Census of Agriculture (2022) reports that the average age of farm producers is 58.1 years, with fewer than 1 in 10 under the age of 35. This ageing workforce raises serious concerns about long-term leadership in agriculture, particularly in fresh produce where global supply chains, compliance demands, and sustainability pressures are intensifying.
Industry executives note that the market for C-suite executives is already constrained. Many expect the talent pool to remain tight through 2025 and beyond, reflecting both demographic shifts and increasingly complex skill requirements.
The Reality Check
Retirement and succession are two of the most pressing challenges facing the sector. According to the University of Missouri Extension, a large share of U.S. farm families either lack formal succession plans or rely on informal arrangements. When key leaders retire suddenly, organisations often discover their successors lack critical institutional knowledge, from seasonal growing cycles to personal relationships with long-standing buyers, making smooth transitions difficult.
As one agricultural economist explained: "The shortage of qualified talent is largely a matter of supply and demand, and both sides are moving in the wrong direction."
When a procurement director at a major berry operation retired unexpectedly, the company struggled within months. The replacement understood logistics but lacked the nuanced knowledge of weather patterns, ripeness cycles, and the relationship capital that made critical negotiations possible. This scenario plays out repeatedly across the industry.
Why Most Companies Get It Wrong
Leadership gaps aren't unique to fresh produce. An American Management Association survey found that only around 8% of companies have a comprehensive leadership development programme, whilst roughly a quarter do no succession planning at all.
This lack of preparation comes at a significant cost. Research in Harvard Business Review highlights that companies forced to scramble for replacements often forfeit billions in shareholder value, whilst the Center for Creative Leadership reports that nearly half of CEOs underperform or fail due to lack of preparation. McKinsey studies similarly suggest that many top leaders, in hindsight, felt unprepared for the role.
Yet here's the encouraging finding: research shows that approximately 80% of successful CEOs are promoted from within their companies, underlining the vital importance of structured internal development.
The Fresh Produce Challenge
Leadership in fresh produce requires a rare combination of capabilities:
- International supply chains and logistics expertise across multiple markets
- Food safety and regulatory knowledge spanning complex jurisdictions
- Sustainability strategy to meet evolving global standards
- Digital transformation capabilities from blockchain to e-commerce
- Relationship management to maintain the personal connections that define the sector
The Food and Agriculture Organization projects that the global population will reach 10 billion by 2050, whilst arable land continues to decline. Leaders in fresh produce will need to innovate, manage mounting complexity, and maintain operational resilience in this challenging environment.
Executive search firms specialising in agriculture note that experience is essential for the vast majority of senior roles. According to the March 2024 Agricultural Job Market Report from Purdue University, experience is required for 95% of roles, with over half also demanding leadership, education, and communication skills. That experience must combine technical knowledge, commercial acumen, and relationship management, a combination that takes years to develop.
What Actually Works
Research from Gartner (2025) and DDI World highlights common traits amongst companies with strong leadership pipelines:
- Start early - They identify and develop successors years before they're needed, not when someone hands in their notice.
- Blend internal and external talent - Organisations that develop people internally whilst also recruiting externally to fill capability gaps report significantly higher confidence (up to 80%) in their leadership pipeline.
- Partner with specialists - Fresh produce companies increasingly work with executive search firms that understand the sector's unique requirements and can access passive candidates who aren't actively job hunting but possess the right expertise.
- Adapt to changing expectations - Employees today expect trust, flexibility, and genuine growth opportunities. Retaining top talent requires aligning succession planning with these expectations whilst creating meaningful development pathways.
The Path Forward
The fresh produce industry stands at a crossroads. Retirement trends and demographic shifts guarantee that leadership change is coming. The real question is whether your organisation will be ready when it arrives.
The most effective approaches include:
- Internal programmes that systematically build industry-specific expertise
- Strategic external hiring to bring in fresh perspectives and immediate capabilities
- Partnerships with specialised search firms who understand the sector's requirements
- Clear communication about career pathways to engage and retain rising talent
Companies that act early can strengthen their competitive position, whilst those that delay risk reacting to crises rather than seizing opportunities.
The data is unequivocal: organisations that invest in leadership development and succession planning consistently outperform those that do not. The time to build tomorrow's leaders is now, not when today's leaders walk out the door.
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Sources
- USDA NASS – 2022 Census of Agriculture: Farm Producers (2024)
- University of Missouri Extension – Five Phases of Management Transition During Family Farm Succession
- NIST (2024) – Senior Leadership Succession Planning: Who Cares? (American Management Association survey data)
- Harvard Business Review (2016) – Succession Planning: What the Research Says
- Center for Creative Leadership – CEO Leadership Research on Failure Causes
- McKinsey & Company – CEO Excellence Study (67 top CEOs)
- Gartner (2025) – Succession Planning: Essential Guide and Template for HR
- DDI World – Build Your Leadership Pipeline with Succession Management
- FAO – World Population Prospects to 2050
- Purdue University – Agricultural Job Market Report (March 2024)
All statistics and insights in this article are sourced from published industry research, academic studies, and verified industry reports as listed above.
