Friends and colleagues,
The heat of July is officially upon us, bringing with it the peak of the summer season. While many are taking well-deserved time to breathe and enjoy the sun, the vital machinery of the food and agriculture ecosystem never stops. It is a system that demands our constant attention, agility, and above all, strategic leadership.
Lately, I’ve been reflecting on a phrase I heard at a workforce summit in Calgary last month: “Never let a crisis go to waste.”
When we hear the word “crisis” in the food and agriculture sector, our minds frequently jump to immediate, production-level vulnerabilities, extreme weather, supply chain disruptions, or volatile input costs. But if we peel back the layers, a deeper, systemic crisis is unfolding right before us: the talent crisis.
To navigate this successfully, leaders must clearly map out the crisis, the true underlying problem, and the strategic solution.
The crisis: a systemic talent drought
As we all know, the agribusiness and food ecosystem is facing a massive structural labor shortage. Traditional talent pipelines are shifting, record-high labor costs are squeezing margins, and thousands of highly specialized positions are opening rapidly. We find ourselves in a precarious position where the human capital required to sustain and advance our industry is increasingly difficult to recruit, train, and retain.
The problem: a misunderstanding of the industry
Where many organizations stumble is in misidentifying the root problem. The problem isn’t simply a “lack of willing workers” or a shortage of people who want to farm.
The actual problem is twofold:
- The skill gap shift: Rapid technological evolution – from AI-driven systems and autonomous platforms to precision logistics – has radically heightened the technical aptitude, data analysis, and digital literacy required of today’s workforce.
- The perception gap: The broader public still fundamentally views agriculture through a narrow lens, equating it solely with farming and direct field production. They miss the massive, diverse infrastructure that keeps the global food chain moving: agricultural technology, research and development, plant genetics, green logistics, financial systems, and corporate agribusiness leadership. Because they don’t see the full frame, the next generation of top-tier talent doesn’t realize they belong here.
The solution: cultivating an intentional pipeline
If the crisis is availability and the problem is a shifting skill dynamic and outdated perception, then the solution cannot be reactive, last-minute hiring. The solution lies in building a year-round, cross-sector talent strategy that focuses on organizational culture, digital upskilling, and inclusive workforce development.
As leaders, we must intentionally expand the frame. We must design career roadmaps that treat agriculture as the highly advanced, tech-driven, people-centric business it truly is. Compensation alone is no longer enough; today’s talent demands a sense of purpose, professional development, and strong workplace culture.
Finding the opportunity
Crises are uncomfortable, but they are also the primary drivers of innovation. No matter how daunting the talent landscape seems, there are always opportunities to find a way forward. By leaning into our collective network, sharing best practices, and refusing to settle for outdated hiring models, we can use this inflection point to build a more resilient, agile, and diverse industry.
Let’s use this summer to stop reacting to the talent shortage and start intentionally architecting the future of our workforce.
Stephon D. Fitzpatrick, Ph.D.
Executive Director, Together We Grow
This message was included in Together We Grow’s July 2026 newsletter. Subscribe to the monthly newsletter.





