What about partnerships in the industry? I know collaboration is key to growth in the agriculture sector. How does Christensen approach partnerships with other companies and collaborations? How does that play into your long-term strategy? Whether it’s partnerships or even dealing with vendors as an example, we believe there’s space to both win. And so it’s really about getting it right, stepping back and understanding what both parties want out of any arrangement for that matter. And if we can’t see a win-win, then it’s something that we’re likely to shy away from. But the partnerships that we have in the integrative supply chain, they offer a common thought in terms of how to approach the market from a product quality perspective. What initiatives are we going to lean into that support the sales efforts, whether it’s through Triumph Foods or a packer partner, and what are their specific needs? We’re very adaptable in terms of different things that we can do to support different initiatives. It might seem like a daunting task, like say Prop. 12 as an example. But when we put our minds together and we figure out this is how we want to do it, generally we come up with the right answer in terms of how we’re going to produce brand X or quality Y or attribute Z, as an example. Our team has the ability to absorb and execute on those evolving needs. Sometimes it requires additional research, and that’s okay — we’re committed to putting in the effort to support consumer demands and the priorities of our partners across the board.
The other collaboration that I think is important too is with legislators and regulators, those that are charged with overseeing laws on the books, so to speak. And I think we have open dialogue and share our thoughts and perspectives. And of course we’re going to be biased to the farm, and we make no bones about that, but we try and help people see maybe another side or a different perspective that might have a positive impact on whatever outcome is being discussed. What legacy do you want to leave at Christensen Farms, and how do you hope to impact the industry during your tenure as CEO? Well, that’s a great question. I’ve had time to think about it. Maybe, perhaps I’m in the formation stage, at the end of the day, this is exactly what I want it to look like. I’ve been part of this company for, in total 16 years, and I’ve had great relationships along the way. And we’ve had great success, which I’ve been part of. And so in a way, my legacy is already forming. It’s just a different title, if you will, from leading the organization and being the CEO. But when I leave, I would hope that we’ve maintained our what I would call world-class production and a world-class safety culture. You know, I spoke about the data infrastructure — hopefully by the time I retire, that work will be well behind us, with a fully integrated, well-oiled data infrastructure, and information systems that will help support the business and decision-making. And maintaining an active succession plan where we have willing and able people to be able to take not only my role, but roles that report to me and report to them, we are active in that as an organization. It’s so critical for the longevity of the organization to have talented leaders. Robust sustainability platform, if you will, I think would be where we’ve got our objectives that are achievable and not you know, greenwashed. And then I would say the last thing that I hope to leave the organization with is the ability to remain adaptable in a very volatile, constantly evolving industry.
I ASK MYSELF THAT EVERY MORNING IN THE MIRROR, I SUPPOSE. On the question “What is your leadership style?”
If I’ve done all of those things at the end of the day, I’ll be able to smile.
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