Name, Title, Organization: David Lynn, President & CEO, Agri-Mark, Inc.
Education: Bachelor’s in Liberal Arts with a minor in Business, Xavier University. Recipient of Robert H Helmes Award in 2004 and candidate for Valedictorian in 2004.
Favorite Quote: “Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine.” - Chris Hadfield
For me, leadership is about coaching the team, giving them the latitude to solve problems and implement solutions, and to provide cues to steer them back on course as needed. During times of turmoil and stress, that’s when a leader needs to stand at the forefront. When possible, I prefer to let my team take the spotlight.
Most Valued Books on Business: The Goal, by Eliyahu M. Goldratt
This book introduces the theory of constraints, but also provides lessons in team buy-in and input especially when it comes to difficult problems or change initiatives.
5 Dysfunctions of a Team, by Patrick Lencioni
Many years ago, I attended a leadership training session inspired by Lencioni’s book, which became a pivotal moment in my journey from an hourly employee to CEO. Lencioni’s work underscores the importance of building trust through vulnerability and open, honest communication. This is essential for creating a high-performing team capable of navigating difficult conversations and challenges with conviction, free from personal agendas or self-preservation. Achieving the level of trust where the team can engage in passionate debate on tough subjects without taking it personally signifies true success.
Describe your career path? My career journey has taken an unconventional path. Nearly 30 years ago, fresh out of the Navy, I entered the workforce as an hourly maintenance mechanic and have worked my way up through organizations ever since. During my last shift as an hourly employee, a couple of my close colleagues advised me not to forget where I came from. I’ve carried that advice with me for twenty years, striving to stay humble and leverage past experiences from working at all levels within an organization.
In my early 30s, I went back to school with the goal of becoming a plant manager who aspired to achieve stronger results while treating people better along the way. My career took off after joining the Kroger Company, where I quickly advanced through positions with increasing responsibilities and leadership roles. I am forever grateful for the opportunities I had at Kroger. However, leading Agri-Mark over the past couple of years has been the most rewarding experience of my professional career.
What are your key responsibilities? As President and CEO, I oversee and manage all business operations for our farmer-owned cooperative. My key responsibilities are to provide leadership and direction, to establish a dynamic vision for our cooperative that is supported by a mission and strategic plan. I coach and mentor our leaders to ensure the company’s values are upheld, the mission remains vibrant, and appropriate actions are taken for the cooperative’s long-term success.
What is your connection to farming? Before this role, my experience was in food manufacturing as an end-user of agricultural products.
What attracted me to Agri-Mark seven years ago was its farmer owners. There is something altruistic and deeply satisfying about working for a company that is cooperatively owned by farmers. The mission of providing our farmers with a reliable and profitable outlet for their milk, transforming it into award-winning cheese and dairy products, and selling them under a growing consumer brand is both exciting and rewarding. Plus, being a part of feeding people in the process is great too.
What business lessons have you learned that could be applied to farmers? People are your greatest asset, so don’t take them for granted. All members of an organization provide value and meaningful input. Trust in your subject matter experts to help identify and solve problems.
What is a leadership lesson that you’ve learned in your career? It is important to never underestimate the influence you have on those around you whether you are a thought leader on the plant floor or a CEO.
It is equally important to assume good intent in others. Most people want to do a good job, so recognize that trait with real-time gratitude and provide people with the tools they need to be successful.
What is your leadership philosophy? My leadership style emphasizes servant leadership to achieve collective success as a team and organization. This approach is more fulfilling to me than seeking accolades or personal success. I encourage my team to do what’s right, collaborate, work as a team, to promptly express gratitude, and to focus on achieving results.
What is your biggest challenge as a leader? Earlier in my career, I would have said providing clear and strategic direction. Today, my biggest challenge lies in navigating the complexities of our farmer cooperative and ensuring buy-in across all facets of our business. This includes creating alignment from the plant floor and retail brand departments, to within the boardroom and among our farmer-owners. Allocating sufficient time and resources to both the company and farmer portions of the business is an ongoing and ever-evolving challenge.
