b'PARTNER CONTENTFuture-Proofing Leadership in the Seed IndustryThe Growing Leadership Challenge How Leading Companies Build a Leadership BenchThe seed industry faces a pressing leadership challenge. With se- Progressive seed companies identify emerging leaders early, nior executives averaging an age in the mid-50s and CEO tenuresoffering rotational roles across finance, operations, commercial shrinking to roughly seven years on average, a significant waveand global markets to broaden experience and readiness.3 Ex-of leadership transition is imminent. Succession planning can nopanding candidate pools beyond traditional agriculture, paired longer be an afterthought or emergency reaction. Rather, it mustwith structured onboarding emphasizing culture and values fit, become a core strategic priority, vital to preserving institutionalfurther strengthens transitions.4knowledge, sustaining innovation and maintaining competitive advantage. The Role of External ExpertiseExecutive search and leadership advisory partners can comple-Competing for Next-Generation Talent ment internal efforts with an external perspective. At Kincannon The leadership challenge goes beyond demographics. Seed& Reed, we partner with leadership teams to provide insights into companies must compete for talent with technology, biotech andtalent trends, readiness, other sectors inside and outside of ag. Executive candidates whoand market benchmarks can navigate digital transformation, sustainability and complexthat help organizations global supply chains are limited. Private equitys growing influ- make informed decisions. A ence adds pressure for scalable leadership and measurable benchrecent trend were seeing is strength before investment decisions are made.1 the increased use of interim or fractional executives. Common Pitfalls in Succession Planning Leadership development Many organizations fall into similar traps that weaken their suc- can play a critical role in cession efforts:these situations, helping transform interim leaders into long-term contributors while accelerating their ramp-up. These approaches maintain continuity during transitions and give companies the time to cultivate leaders positioned for sustained success.Succession as a Strategic ImperativeSuccession planning today is not just about leader replacement; it is about building and sustaining innovation, culture and organi-zational resilience. Companies that embed talent strategies such Neglecting internal talent and narrow candidate pools:as succession planning into their operational foundation secure Overlooking high-potential internal leaders and relyingthe continuity needed to navigate a dynamic, competitive seed on a limited pool of successors increases risk and leads toindustry and position themselves for long-term success.missed development opportunities. For over 40 years, Kincannon & Reed has worked exclusivelyDisconnecting succession from strategy: Succession plansin food and agriculture, helping organizations identify, recruitnot aligned with long-term business goals can produce lead- and support the leaders who will shape the industrys future. If ers unprepared for future challenges. youre thinking about your leadership needs, we welcome the Overlooking culture and communication: Focusing solelyconversation.on skills while ignoring cultural fit leads to poor engage-ment; similarly, failing to communicate plans transparently across a team can spark uncertainty and erode trust. Waiting too long to act: Delaying succession planning untila vacancy occurs leaves insufficient time for leader develop- By: Aaron Locker, K&R Managing Director,ment and smooth transition. alocker@krsearch.com | 1-302-354-5709, and,Addressing these interrelated challenges thoughtfully strength- Jon Leafstedt, K&R Managing Partner, jleafstedt@krsearch.com| ens the leadership pipelines that support growth and resilience.2 1-515-988-4888Resources:1. Harvard Business Review, 2025 2. Sigma Assessment Systems, 2023 3. Deloitte, 2024 4. Gartner, 2025DECEMBER 2025SEEDWORLD.COM /21'