Top executives in food and agriculture aren’t just looking for a compelling job description or competitive compensation. They want purpose, strategic impact, and an environment where their leadership style and values align with the organization’s direction.
If your Executive Value Proposition (EVP) doesn’t speak to these priorities, you risk losing transformational leaders to competitors who do.
Our principals are seeing this shift firsthand in their work with food and ag companies across the industry. As executive priorities evolve, so too must the way organizations position themselves. By staying closely attuned to what motivates top talent—and how those motivators are changing—our team helps clients refine their EVP to better resonate with the leadership talent they hope to attract. It’s not just about responding to trends; it’s about aligning with what truly matters to today’s purpose-driven, results-oriented executives.
In conversations with executive candidates across the food and agriculture value chain, a clear shift is underway. Senior leaders today are weighing opportunities differently, and companies that don’t adapt risk losing out on top-tier talent.
Here’s what’s shaping those decisions, and why it should shape your approach to executive recruitment:
Real Influence and Access
Today’s leaders want more than decision rights—they want influence. They want to help shape company strategy, engage with the board, and steer long-term direction. Especially in leaner or founder-led organizations, clarity on governance and access matters. When influence is limited or unclear, even high-potential roles can feel like dead ends and the best candidates will walk.
Strategic Impact
Executives are increasingly drawn to roles where their work leads to measurable business outcomes. They want to drive transformation, not just in theory, but in ways that show up in market growth, operational improvements, or long-term resilience. This focus on impact means leaders are asking, “What results will I be accountable for? What resources will support that success?” Companies that clearly define how an executive role moves the needle on key priorities are far more likely to attract leaders who are motivated by results and ready to deliver them.
Flexibility and Autonomy
Today’s executives expect room to lead, not just in scope, but in how they get results. In a value chain shaped by weather, regulation, and global trade, the ability to pivot, innovate, and work independently is not just a preference, it’s a performance driver. Organizations that offer rigid structures or overly prescriptive roles may inadvertently limit the very leadership they’re trying to hire.
Opportunities for Growth and Evolution
Top-tier candidates aren’t looking to coast. They want roles that challenge them, stretch their capabilities, and support their continued growth as leaders. Executives today expect meaningful investment in their development—from intentional executive coaching and cross-functional exposure to clear succession pathways. They’re asking not only, “What can I bring to this role?” but also, “What will this role help me become?” Organizations that treat leadership development as a strategic priority send a clear signal: we grow leaders here.
Values and Cultural Fit
Executives are increasingly seeking opportunities that align with both organizational purpose and personal values. When leaders feel personally connected to a company’s mission—and see those values reflected in the organization’s culture—it builds a sense of belonging that fuels deeper engagement and long-term commitment. Companies that clearly communicate how a role contributes to meaningful outcomes, and foster a culture that supports that purpose, are far more likely to attract and retain purpose-driven leaders.
In a highly competitive market for executive talent in food and agriculture, the EVP is an underleveraged asset. It’s not just a job description or a comp package, it’s an organization’s pitch to the market’s most discerning audience.
Too often, organizations focus on what they need in a candidate, but neglect to articulate why the right candidate should choose them. That’s a missed opportunity and a risk.
Four Ways to Rethink Your Executive Value Proposition
Top executive candidates in agriculture and food are just as selective about where they choose to lead as organizations are about whom they hire. The most successful searches are rooted in mutual clarity around expectations, leadership style, and long-term vision.
At Kincannon & Reed, we take time to understand the full context of each leadership need so we can represent our clients with authenticity and evaluate candidates both for what they’ve done and how they lead. That alignment—between capability and culture—is key to lasting success.
If you’d like to talk through your organization’s leadership needs or how to better position your executive opportunities, we’d welcome the conversation.
