25 YEARS OF DE LACY EXECUTIVE RECRUITMENT
25 YEARS OF DE LACY EXECUTIVE RECRUITMENT Welcome to our 25 years digital book, created to celebrate a milestone that few businesses especially in recruitment ever reach: 25 years in business. To put that into perspective: fewer than 40% of UK businesses survive beyond five years, and only 16% of recruitment agencies have lasted more than 15. A sobering reality that makes us appreciate that reaching 25 years is not just rare, it’s remarkable. De Lacy Executive began as a one-man band, born out of frustration when our founder couldn’t find the right people for his livestock sales team. Fast forward a quarter of a century, and we’re now part of a global agribusiness group, proudly maintaining our independence while benefiting from international reach and support. Our early days were humble: think cramped rooms, ornament tables doubling as desks, mice in the ceiling, fly infestations, and even an outside loo! But what we lacked in polish, we made up for in grit, humour, and an unwavering belief in the importance of getting the right people into the right roles. When I joined 15 years ago, I couldn’t have predicted the depth of commitment and knowledge needed to progress - it’s what’s defined this journey. I’ve had the privilege of working closely with our founder, John Davies, whose integrity continues to shape our values. Since joining Farm.com in 2017, we’ve stayed true to our roots while embracing the global stage. Over the years, we’ve: • H elped thousands of people find their path in agriculture • G rown a team of passionate, talented professionals who bring heart and humour to everything they do • H osted countless events, stood in thousands of fields, visited countless clients, estates, vineyards and even met the odd celebrity along the way! • R aised money for a number of charities together, shared some very special times with axe throwing even involved and some truly unforgettable Secret Santa exchanges! It would be remiss not to acknowledge that the business has faced its fair share of challenges. We’ve had losses and frustrations along the way, many of which we’ve reflected on and learnt from to continuously improve our process. We’ve not been perfect, but we’ve improved, and that’s the real strength of an established business: experience. For us, growth isn’t about chasing easy vanity metrics like headcount. It’s about expanding our expertise without compromising who we are, and setting the standard for how recruitment should be done. A message from our MD COVER PHOTO: Roisa – stock.adobe.com
Our commitment to ethical, thoughtful recruitment is what sets us apart. The knowledge we’ve built over the years now strikes a balance between agricultural insight and recruitment expertise. I’m fortunate to have a team around me who push and challenge each other to ensure we’re setting ourselves apart. It can hurt sometimes, but that’s growing pains. We speak to businesses every day who need agronomists, feed sales professionals, and technical experts but don’t realise these talent pools are shrinking. That’s where we come in: helping companies think differently, look beyond the sector, and find people with the drive and attributes to take them to the next level. As we look ahead, we know British agribusiness is changing fast. Sustainability, technology, succession, and supply chain resilience are reshaping the landscape. It’s our mission to continue to play our part in this. So as we celebrate this milestone, we invite you to reflect with us - not just on where we’ve been, but where we’re going. The question we must all ask is: Are we, as an industry, truly investing in the people that will take us forward or are we still hiring for the world we’re trying to leave behind? At De Lacy Executive, we’re committed to helping answer that question not just for today, but for the future. Here’s to the next 25 years and to the people who will shape them. Grace Nugent Managing Director De Lacy Executive Recruitment Grace Nugent table of contents CELEBRATING 25 YEARS OF DE LACY EXECUTIVE RECRUITMENT LEADERS’ LUNCH CLUB LEVEL THE FIELD WE ARE FARMING MINDS ED’S JOURNEY REC AWARDS NOT JUST FARMERS’ SONS: RETHINKING RECRUITMENT IN AGRICULTURE THE FUTURE OF BRITISH AGRIBUSINESS: ARE THE RIGHT PEOPLE IN THE RIGHT SEATS? MEET THE TEAM HEADING IN TO 2026 04 08 10 12 14 16 18 22 24
Founded in 2000 by John Davies, De Lacy Executive Recruitment began its journey under the name Finest People, before adopting the De Lacy name to honour its Herefordshire heritage. At a turning point in his professional life, John opted for voluntary redundancy when his employer relocated its headquarters - choosing not to move with the business. With a wealth of experience in the feed industry - spanning sales, technical, nutrition, commercial, and general management—he recognised a gap in the market and set out to build a specialist recruitment consultancy for the agricultural sector. S tarting from humble beginnings, John launched the business from a spare bedroom, equipped with only a phone and a computer. This modest setup became the springboard for what would evolve into a highly respected name in agrirecruitment. Overcoming Early Hurdles One of John’s initial challenges was his lack of formal recruitment training, aside from hiring staff in previous leadership roles. Recruitment demands a nuanced skill set - identifying, engaging, and evaluating candidates while ensuring cultural fit. John learned these skills through hands-on experience and determination. 4 25 Years of De Lacy Executive recruitment Pictured: De Lacy founder John Davies and current MD Grace Nugent 25 YEARS OF DE LACY EXECUTIVE RECRUITMENT Celebrating
Building credibility was another early hurdle. While John had a strong network in the feed industry, he had to prove De Lacy’s value as a recruitment partner. This meant investing time in face-to-face meetings with clients and candidates—an approach that helped build trust and long-term relationships. Financial limitations also made the early days tough. With minimal capital, John relied on grit and persistence to get the business off the ground. Just weeks after launching, De Lacy secured its first clients: Morning Foods and BOCM Pauls, both seeking management level hires. Expanding the Team and Reputation As the business grew, so did its reputation for delivering results. De Lacy became known for its integrity, people-first approach, and deep sector knowledge. In 2005, John brought on his second Recruitment Consultant, Margaret, a former colleague with a background in nutrition and arable farming. Like John, she didn’t come from a recruitment background but brought valuable industry insight and connections. With the team expanding, De Lacy moved into its first dedicated office in Ledbury, followed by a relocation to Handley Swan near Malvern. A third team member was added to support recruitment and administration, ensuring the business could maintain its high standards as demand increased. In 2011, Grace Nugent joined the company in a temporary summer admin role, unaware that she would still be with De Lacy 14 years later, now leading the business as Managing Director. As more team members joined, John remained closely involved in training, instilling the company’s values and commitment to excellence. One non-negotiable remained: every team member needed a solid agricultural background and a genuine passion for the industry, a principle that still guides hiring today. A New Chapter with Farms.com In 2017, De Lacy entered a new phase when it was acquired by Canadian group Farms.com. John Davies retired, and Stuart Goodinson stepped in as Managing Director. Despite the acquisition, De Lacy retained its independence and continued to operate under UK leadership. The partnership opened new doors, enabling the company to support international recruitment and expand its reach. This included the launch of De Lacy North America. In 2019, the team moved into new offices in Worcester to accommodate continued growth. Looking to the Future Now celebrating 25 years in business, De Lacy Executive Recruitment is entering a new era under the leadership of Grace Nugent, who became Managing Director in 2024. With a clear strategic vision, Grace is steering the company forward while staying true to its founding values: working with the best people and delivering a premium, personalised service. Since its inception, De Lacy has evolved into a trusted recruitment partner across all areas of agriculture and agri-food. The team supports clients and candidates globally, with expertise spanning livestock, arable, machinery, horticulture, ag-tech, equestrian, bioenergy, food production, and sustainability. With a strong foundation and a forward-thinking team, De Lacy is well-positioned to meet the changing needs of the agricultural industry for years to come. 5 25 Years of De Lacy Executive recruitment
Company founded by John Davies under the name Finest People, later renamed De Lacy Executive. De Lacy opens its first dedicated office. Grace Nugent joins. Growing careers was launched to support people at the start of their career. Team expands with dedicated sectorspecialist managers, strengthening expertise and focus. Office move to Hereford. Acquired by Canadian group Farms.com; John Davies retires, Stuart Goodinson becomes MD. 6 25 Years of De Lacy Executive recruitment 2000 2011 2012 2014 2017 2005 25 YEARS OF DE LACY EXECUTIVE RECRUITMENT Celebrating Second Recruitment Consultant (Margaret) joins.
Office move to Bromwich Road, Worcester. Our sister company De Lacy Executive North America was founded. De Lacy Executive acquires Merston Peters. Farms.com acquires Grasslands Recruitment Specialists (Canada), expanding the group’s global recruitment reach. Grace Nugent becomes Managing Director. Office move to Bromyard Road, Worcester. Celebrating 25 years in business. LOGO Evolution 7 25 Years of De Lacy Executive recruitment 2018 2020 2023 2024 2019 2025
This year saw the successful launch of the Leaders’ Lunch Club, a new initiative from De Lacy Executive Recruitment in partnership with Traction. Designed to bring together senior figures from across the agricultural sector, the event has quickly established itself as a valued fixture in the industry calendar. The concept was developed by Grace Nugent, Managing Director at De Lacy Executive, and Chris Manley, Founder of Traction. Both recognised the unique pressures that come with leadership— loneliness, imposter syndrome, and the weight of responsibility—and saw the need for a space where leaders could connect, reflect, and support one another. A Space for Meaningful Dialogue Two events have taken place so far, in April and October, both hosted in Worcester. Each gathering brought together a diverse group of leaders from across agriculture—individuals who might not typically meet at sectorspecific events such as Dairy-Tech or Cereals. Attendees included senior professionals from organisations such as Dyson Farming, Cargill, Farmer’s Weekly, KFC UK & Ireland, Danish Crown, and the Oxford Farming Conference, among others. The mix of backgrounds and expertise created a rich environment for discussion and collaboration. The format is deliberately simple: a morning speaker session followed by an open forum in the afternoon. At the April event, Richard Ferguson of Kili Consulting encouraged attendees to reflect on personal leadership and strategic direction. In October, Rachael Hurdman, a DISC practitioner, led an energising and interactive session that proved to be a standout moment for many. She introduced the DISC behavioural assessment tool, which helps leaders understand how their teams communicate, work, and interact—providing a shared language to navigate personality differences and unlock individual potential. Rachael took the session a step further by dividing attendees into groups based on their dominant DISC personality types. This gave participants the opportunity to explore their strengths and challenges in a safe, supportive setting. Each group discussed what they excel at, where they struggle, and how their behavioural traits influence team dynamics. These insights were then shared back with the wider group, sparking a wave of mutual understanding and appreciation for diverse working styles. LEADERS’ LUNCH CLUB: Cultivating Connection in Agricultural Leadership “ I’m so proud our idea became reality and exceeded expectations. Remember—you’re not alone. Be yourself, and it’s okay to lead with vulnerability. ” Grace Nugent Managing Director of De Lacy Executive “ I’m delighted with the success of our inaugural Leadership Lunch Club—amazing collaboration, vibrant discussion, and huge potential to drive positive, collaborative change across the sector. ” Chris Manley Founder of Traction
9 25 Years of De Lacy Executive recruitment It was fascinating to hear how some leaders already use DISC to build inclusive, highperforming environments where different perspectives are not only welcomed but actively harnessed to grow great businesses. The afternoon sessions have become a highlight, offering space for candid discussion. Leaders shared achievements that lifted their teams and explored the challenges they’re currently facing. The open forum sparked thoughtful advice, fresh ideas, and a real sense of solidarity. This second lunch felt like a powerful step forward in building a community of agricultural leaders who put people first. Feedback and Future Plans Feedback from both events has been overwhelmingly positive. Attendees have praised the club’s intimate format and the opportunity to engage in genuine, agenda free conversations. Many have commented on how rare it is to find a space where leaders can speak openly, without commercial pressure, and leave feeling energised and inspired. Looking ahead, the aim is not to grow the group in size, but in depth. The Leaders’ Lunch Club will continue to run biannually, with a focus on maintaining its unique character: a small, trusted group of peers, committed to learning from one another and driving progress in agriculture. Thank You A sincere thank you to all who have attended and contributed so openly. Your willingness to share experiences, challenge assumptions, and support each other has made the Leaders’ Lunch Club what it is today. We look forward to continuing the conversation—and to seeing what can be achieved, together.
Understanding Neurodiversity in Farming Neurodiversity refers to the natural variation in how people think, learn, and process information. It includes conditions such as dyslexia, autism spectrum disorder (ASD), ADHD, and more. While around 14% of the UK population is neurodivergent, a landmark Farmers Weekly survey revealed that 36% of respondents in agriculture identify as neurodivergent—more than double the national average. This striking figure highlights a unique opportunity for the farming sector to embrace diverse thinking. Neurodivergent individuals often bring strengths such as creativity, resilience, attention to detail, and entrepreneurial flair—traits that are invaluable in agriculture. De Lacy Executive’s Commitment to Inclusion For over 25 years, De Lacy Executive Recruitment has matched talent with agricultural roles. Through this work, we’ve seen firsthand how neurodivergent individuals thrive in farming environments—yet face barriers in traditional recruitment processes. CV writing and formal interviews can be particularly challenging for those with dyslexia or ADHD. Spelling errors or unconventional communication styles are often misinterpreted, causing employers to overlook capable candidates. At De Lacy, we’ve adapted our approach by offering initial phone calls, accepting alternative formats like videos or portfolios, and focusing on practical assessments. We believe that inclusive recruitment isn’t just ethical—it’s essential for unlocking talent and driving innovation in agriculture. Creating Neuroinclusive Workplaces Employers can take simple but powerful steps to support neurodivergent employees: • Flexible roles: Allow staff to focus on strengths and delegate tasks that pose challenges. 10 25 Years of De Lacy Executive recruitment LEVEL THE FIELD Championing Neurodiversity in Agriculture
• Tech support: Use tools like voice recognition software or colour-coded systems. • Awareness training: Educate teams on neurodiversity to reduce stigma and foster collaboration. • Open-minded problem-solving: Encourage diverse perspectives—some of the best ideas come from thinking differently. Momentum Since the Campaign Launch Since its launch at the start of the year, the Level the Field campaign focusing on Neurodiversity has gained traction across the industry. Our Managing Director, Grace Nugent, attended a roundtable event in London, joining leaders from organisations like Arla, Lantra, FCN, DEFRA, and Farmers Weekly. The agenda included a keynote from Caragh McMurtry, Olympic rower and CEO of Neurodiverse Sport, and collaborative work on a neurodiversity charter for agriculture. The event underscored the sector’s commitment to meaningful change. Practical Tools for Employers The newly released Neurodiversity-Friendly Recruiting Guide—developed with input from De Lacy—offers actionable advice for employers. It includes: • Tips for writing inclusive job ads • Interview adjustments to reduce stress • C ase studies like SunPork Farms in Australia, which redesigned its hiring process to attract autistic candidates • R eal-life stories, including Nelius Robbertze, who found the right role through De Lacy and now thrives with tailored support The Role of Personality Profiling Tools like DISC profiling help employers understand how candidates think and communicate. Used by farms like Castle Hayes and managers like Will Sanders, this approach improves team cohesion and retention by matching roles to individual strengths. Looking Ahead: Lasting Change The Level the Field campaign has driven real progress. We’ve helped raise awareness, shaped national conversations, and contributed to practical resources that are already making recruitment more inclusive. Through events, partnerships, and case studies, we’ve learned how small changes— like flexible interviews and tech support—can unlock big potential. These insights have reshaped how we recruit, and they’re now embedded in our everyday practice. At De Lacy Executive, inclusive recruitment isn’t a project—it’s our standard. We’ll continue to champion neurodiversity, support employers, and help build agricultural teams that thrive through difference. We’re proud of what we’ve achieved—and we’re committed to keeping the momentum going. 11 25 Years of De Lacy Executive recruitment
WE ARE FARMING MINDS Supporting a Charity That’s Saving Lives in the Farming Community One of the most meaningful partnerships we’ve formed this year is with We Are Farming Minds, a Herefordshirebased charity doing life changing work in the agricultural sector. Who Are We Are Farming Minds? Farming is more than a job—it’s a way of life. But it’s also a profession that comes with unique pressures: isolation, financial uncertainty, long hours, and the weight of generational responsibility. We Are Farming Minds was founded to support the mental health and well-being of farmers and agricultural workers, recognising these challenges and offering free, confidential help. Their services include: • A 24/7 helpline • Counselling sessions • E vents and community initiatives to reduce isolation • M ental health awareness training The charity also works tirelessly to break the stigma around mental health in farming, encouraging open conversations and early intervention. In 2025, their voice was amplified when Prince William joined as Patron, bringing national attention to their vital mission. We particularly admire the charity’s inclusive and community focused events, such as Women What Farm, Men in Agriculture and One Foot in the Grain, which brings farmers together to combat loneliness and foster connection. These initiatives reflect the charity’s deep understanding of the farming community and its diverse needs. PHOTO: 1xpert – stock.adobe.com
Why We’re Getting Involved De Lacy Executive Recruitment was founded in Herefordshire, and although we’re now based in Worcestershire, our roots remain firmly in the farming community. Many of our team members have personal ties to agriculture, and we see firsthand the pressures our clients and candidates face. Mental health matters. That’s why, in February 2025, we became a platinum sponsor of We Are Farming Minds. We now donate a proportion of every placement fee to support their initiatives and are committed to raising awareness and funds through events and training. Mental Health Training: Learning to Support Earlier this year, Grace, Rupert, and Harry from our team attended a Mental Health Awareness Course in Leominster, run by We Are Farming Minds. It was an eye opening and hard hitting session that covered: • R ecognising signs of poor mental health • O ffering support and directing people to help • S uicide prevention—spotting warning signs and knowing what to do The course was attended by like-minded individuals passionate about farmer welfare. We left with a deeper understanding of how to support those around us and a renewed commitment to keeping the conversation going. Malvern Charity Walk In May, our team took on the strenuous challenge of a 14.3km ‘End to End’ walk across all 17 peaks of the Malvern Hills, to raise money for We Are Farming Minds. The Malverns mark the border between Worcestershire, where we’re now based, and Herefordshire, where De Lacy Executive Recruitment was founded. The walk was completed by Rupert, George, Ollie, Harry, Grace, Jon, and Edward, with support from our founder John Davies, who dropped us off at the start line. John and his wife are also actively involved with the charity. The walk proved more challenging than expected. While the distance didn’t seem too daunting at first, many of us hadn’t anticipated the relentless nature of tackling 17 peaks—each ascent followed swiftly by another climb. Despite the physical demands, completing the route was incredibly rewarding. We were joined at the summit by Ellie and Lou from We Are Farming Minds, who came out to show their support. After conquering the peaks, we gathered at a local pub for a well-earned drink, to reflect on the day, the cause, and the community spirit that carried us through. Thanks to the incredible generosity of our supporters—including GLW Feeds, Agritrade News, Hillsgreen, Farmers Weekly, Traction, Tithebarn, Blueline Media, and Farms.com— we raised £1,235, smashing our original target of £750. Looking Ahead As we mark 25 years of recruitment excellence, we’re reminded that our work is about more than placements—it’s about people. Supporting We Are Farming Minds is one way we’re giving back to the community that shaped us. We’re proud to stand with a charity that’s saving lives in farming. Here’s to continuing the conversation, breaking the stigma, and making a difference— together. 13 25 Years of De Lacy Executive recruitment
Inclusion is one of those values — not just as a principle, but as a practice. Earlier this year, Harry interviewed Edward, our Data and Accounts Manager, who is profoundly deaf, to raise awareness on World Hearing Day. Edward’s story is a powerful reminder of how inclusive workplaces can unlock potential, challenge assumptions, and foster genuine belonging. Getting to Know Ed Ed and I have worked together at De Lacy for nearly three years. Before meeting him, I had never had a proper conversation with a deaf person. My understanding of deafness was shaped by assumptions — some of which underestimated the challenges, while others overestimated the limitations. Ed was generous enough to share his story, not to speak for all deaf people, but to offer insight into his personal experience. As he rightly emphasised, deafness is different for everyone — and inclusion starts with recognising that diversity. Early Life and Communication Ed was born deaf, though it wasn’t discovered until he was six months old. He received his first hearing aid at the age of two and began learning sign language at five. Speech therapy helped him transition toward spoken communication, though he still uses tools like transcription apps in group settings. “In one-on-one conversations, I lip-read and speak,” Ed explains. “But in meetings, I prefer using a transcription app — it’s hard to follow multiple people at once.” He’s quick to point out that his way of communicating isn’t universal. Some deaf people sign exclusively, others speak and sign, and preferences vary depending on when someone became deaf and their personal experiences. Challenges in Daily Life One of the biggest barriers Ed faces is phone communication. Many services — banks, utilities, even recruiters — rely heavily on phone calls, which can be inaccessible. 14 25 Years of De Lacy Executive recruitment ED’S JOURNEY Breaking Barriers and Building Inclusion As De Lacy Executive celebrates 25 years in agricultural recruitment, we’re proud to reflect not only on our achievements, but on the values that have shaped our journey. Edward Clift
“Try cancelling your broadband over email and see what happens,” he jokes. The pandemic also posed unique challenges, as face masks made lip-reading impossible. And in group conversations, Ed finds it manageable up to about four people — beyond that, it becomes difficult to keep up. Career Journey After university, Ed wanted to become an analyst, but struggled to find employers willing to accommodate alternative communication methods. He became a chef, where communication wasn’t a barrier, and later ran a commercial bakery. “While running my own bakery — early starts, long days, six-day weeks, I suffered a serious back injury that made me rethink my future.” Looking for a less physical role, Ed joined De Lacy part-time while still running the bakery. He started with admin tasks and quickly proved his value, eventually moving into a full-time role. Thriving at De Lacy Today, Ed is our Data and Accounts Manager, overseeing admin, finance, policies, and database management. He’s also studying for an accounting qualification to further his career. His experience job hunting highlights the need for inclusive recruitment practices. Many recruiters ghosted him when he couldn’t speak on the phone, and even in-person meetings required extra time and effort. “A hearing person can do a 15-minute intro call over the phone. For me, sometimes it’s a whole trip — getting dressed up, driving, parking, and meeting them. It’s a lot.” What Businesses Can Do Ed believes there’s no one-size-fits-all approach to inclusion. Employers should consult individuals directly and be open to different ways of working. “For me, being able to communicate via email is huge. Even if someone isn’t deaf, it gives them another option — and helps neurodivergent people too.” He urges employers to ask candidates if they need adjustments and to implement them properly — not just as a tick-box exercise. And most importantly, to rethink job requirements that rely heavily on phone or group communication. A Manager’s Perspective Grace Nugent, our Managing Director, shares her experience managing Ed: “Don’t be scared. Have open conversations — not just once, but continuously. We check in regularly to see what’s working and what can be improved.” Technology has played a key role, from transcription apps to captions on Teams. But Grace says the most important thing is making sure Ed feels fully involved. “Apart from making phone calls, there’s nothing Ed can’t do. He’s excelled in every aspect of his role.” She adds that having Ed in the business has been a privilege, not a burden: “We’re not doing him a favour — if anything, he’s doing us one. He’s an outstanding employee and an invaluable part of the team.” Looking Ahead As we celebrate 25 years, Ed’s story reminds us that inclusion is not a policy — it’s a mindset. It’s about asking, adapting, and believing in people’s potential. At De Lacy, we’re proud to walk the walk — and we’re committed to continuing that journey for the next 25 years and beyond. 15 25 Years of De Lacy Executive recruitment
16 25 Years of De Lacy Executive recruitment De Lacy Executive’s Harry Porter Shortlisted for REC Award Here is what Harry had to say on being shortlisted for the award: Harry epitomises everything we strive for at De Lacy Executive with his commitment to delivering the premium candidate experience that people have come to expect from us. Our internal motto is that we always ‘treat people like people’, and never fall into the trap that many other recruitment businesses so often do of providing a purely transactional service where candidates are only valuable as long as they are generating fees. This is the ‘De Lacy difference’ that has enabled us have sustained success over our 25 year history and become the leader in our field. We were proud to announce earlier this year that Harry Porter, one of our Key Account Consultants was shortlisted for the Recruitment & Employment Confederation’s ‘Candidate Experience of the Year’ award. Harry joined us as a Recruitment Consultant in 2023, coming from a marketing background he had no previous experience in recruitment and is testament to our comprehensive Recruiter Development Programme and supportive management team. Since arriving at De Lacy Executive, Harry has gone from strength to strength, successfully filling roles across several agricultural subsectors and earning praise from clients and candidates alike for his commitment to running an efficient recruitment process. Harry Porter I’m grateful to be shortlisted for this award and to be recognised by the industry body for the effort I put in to creating a strong candidate experience. For me delivering a high quality candidate experience is all about communication – a lot goes into a recruitment process, there’s so many moving parts from headhunting, to shortlisting, interviews and ultimately offer stage. My priority in all of this is to make sure I’m across all the details, I check in regularly with people at each stage so that nobody is left in the dark. A non-negotiable for me is making sure I respond to every application I receive because for me that’s the minimum standard everyone deserves. The nature of recruitment unfortunately is that the majority of the people you put forward will not be successful in their application because there is usually only one job available, but that doesn’t mean we shouldn’t make every effort to keep them informed and provide constructive feedback. Where I’ve found the most fulfilment in my job is when I’ve been able to go back to someone who was previously unsuccessful in one of my processes and help them land a role which is even better suited for them.
17 25 Years of De Lacy Executive recruitment EXTRA OFFERINGS TO BREAK THE CYCLE Executive Strategic Partnership Ideal for businesses needing a comprehensive, hands-on partnership for long-term talent strategy. INCLUDES EVERYTHING IN GROWTH-FOCUSED, PLUS: • C ustom market intelligence reports: Top 10 competitor activity, salary trends, emerging skills • Q uarterly check-ins and updates for 12 months • E mployer branding advisory/positioning in market • D ISC profiling for 10 team members + team presentation • A ccess to De Lacy Executive Leaders Lunch Club for networking Succession Planning Development of a succession roadmap SUCCESSION PLANNING SUPPORT: • I nternal talent assessment for key roles • E xternal benchmarking for leadership positions • D ISC profiling for key team members • M apping internal talent ready or nearready for promotion • I nternal Interviews - carried out impartially with feedback given • C reating development plans for internal successors Strategic Essentials Review Ideal for small to mid-sized businesses seeking a foundational framework. INCLUDES: • V isit HQ to get a ‘feel’ for the business • R eview of organisational structure and goals • S trategic Talent Audit • I ntroductory session on DISC and 3 free profiles • S ummary report with talent priorities and development recommendations • F eedback on how your company is viewed in the market Growth-Focused Strategy Ideal for businesses preparing for leadership transitions or growth. INCLUDES EVERYTHING IN ESSENTIALS, PLUS: • M arket Intelligence: Top 3 competitor hiring trends & salary benchmarks • D ISC profiling for 5 team members • S trategic Hiring Roadmap • W orkforce growth planning session with leadership team • I nternal Intervews - carried out impartially with feedback given
When taking a job brief at De Lacy Executive, one requirement often stands out: “The candidate must have an agricultural background.” The reasoning is familiar - without it, they won’t understand farmers’ needs, they’ll struggle to grasp how farming works, and they might even embarrass themselves and their employer on farm. For years as an agricultural recruitment consultant, I accepted this belief as fact. But now, I want to dig deeper: why can’t someone without an agricultural background learn? To explore this, I interviewed several senior figures - Luke Carr (Chief Revenue Officer, Hectare), Laura Wood (Business Growth Director, Omex), Ollie O’Driscoll (Client Partnership Manager, De Lacy Executive) and Adam Jenkinson (Operations Director, Feed Co) - all of whom came from non-agricultural backgrounds. Why This Belief Exists Agriculture is a deeply traditional industry, shaped by generational continuity and strong cultural norms. Farms are often family-owned assets passed down through generations, creating a workforce where many grow up immersed in farming long before their first job. Traditionally, the eldest son inherits the farm, while other children move into roles across the wider agricultural industry, creating a talent pool rich in practical knowledge and lived experience. From an employer’s perspective, the logic seems clear: if candidates with decades of exposure to farming are available, why invest time and resources in training someone with no background? Farming is as complex and relationship-driven, where credibility and trust matter as much as technical know-how. Is This Mindset Holding Us back? Simply put, agriculture is struggling for talent. The workforce is aging, and the pipeline of new entrants is shrinking. A myriad of factors, chiefly the poor economic health of the sector and its long-term decline, has made farming appear less secure and less rewarding. As a result, many farmers now encourage their children to look beyond agriculture and pursue careers elsewhere. If employers continue to insist on agricultural backgrounds, they risk narrowing an already limited talent pool even further. Should Previous Agricultural Experience Be A Non-Negotiable? After interviewing successful professionals within the sector, I believe previous agricultural experience should be considered desirable, but not a strict requirement. Take Luke’s business, Hectare, an agritech business which operates the UK’s leading online crop marketplace. Having an agricultural background is only one piece of the puzzle. As he explained: “ You can recruit someone who knows a lot about the operational side of farming, but if they don’t know anything about the commercial side, they’ll have to learn from scratch. Knowing what’s happening in the market, what prices we’re seeing, and what strategies can be used to manage risk - those are things you only learn once you’re doing the job. ” NOT JUST FARMERS’ SONS: Why Employers Need to Look Outside of Agriculture When Recruiting 18 25 Years of De Lacy Executive recruitment
Laura and Adam echoed Luke’s view: industry knowledge can help at first, but it’s often a short-lived advantage. In the long run, personality traits prevail. Those who are switched-on, genuinely interested, and committed to learning the industry thrive, even if they start with no prior knowledge. Furthermore, product knowledge is only half the battle. As Laura explained: “ You can absolutely teach products… You cannot teach somebody how to speak to other people. People buy from people. If you’re interested in it, you will become an expert… You just spend time learning it and you practice it. ” In reality, most roles within modern agriculture are multifaceted. Take the grain marketplace example: its roles often demand commercial acumen, analytical ability, strong relationshipbuilding and negotiation skills, along with an understanding of the wider agricultural context. If you find someone with these core skills, even if they lack sector knowledge there’s no reason they can’t succeed, provided they have the drive to learn and the correct support. How Can We Support People Without An Agricultural Background? When Laura first entered agriculture, she took a hands-on approach to learning: “ I wasn’t afraid to get my sleeves rolled up… I grain sampled, did soil sampling, helped load biomass. I just always got involved in the early days. ” Now, as a manager, she applies the same principle to onboarding. For the first month, her new hires focus solely on learning, immersing themselves in meetings and conversations with colleagues and customers so they can ask questions and absorb the industry from every angle. Adam shares a similar view: “ The only way you’re going to learn is to go out and learn… Watch Countryfile, watch lambing live, see what’s going on in the industry. Start small, visit smaller farms first, then build up. Most of it is about conversations. Ask questions. Nothing is a stupid question… Even veterans meet new products. ” Both approaches highlight that if someone has the curiosity and interest they can learn about farming and with time gain a high-level understanding. Many companies specialise in a focused range of products and services designed to solve specific challenges, so understanding what your company offers and the problems it addresses is often more important than mastering every technical detail. Newcomers should start there. A salesperson dealing with farms facing similar issues day after day will quickly spot patterns and learn what the best approach is if they are well supported. 19 25 Years of De Lacy Executive recruitment Ollie O’Driscoll
Will this learning phase be without its hiccups? Of course not. Adam shared a memorable anecdote from his first farm visit when he told a farmer his calves were “cute”. I think we can all imagine the look he got from his prospective customer! The Benefits for Employers The advantages of hiring outside the traditional agricultural talent pool are significant. Luke highlights the most immediate benefit: access to a broader range of candidates. When recruiting, he looks for sector knowledge, prior experience in the role, attitude, personality, and cultural fit - but admits that finding all of these in one person is rare. Trade-offs are inevitable, and for Luke, sector knowledge is the most flexible because it’s the easiest to teach. For Laura, the key benefit is “diversity of thought”, bringing in people who challenge the status quo rather than doing things simply because “that’s the way you’ve always done it.” Adam echoes this sentiment, crediting his success to challenging industry norms and applying ideas from other sectors, for example convincing a previous employer to build a telesales team when the rest of the industry was obsessed with field sales: “ I challenged other people in the industry, and it worked… You don’t need to be from the industry. ” Beyond innovation, there’s a pressing strategic reason to broaden hiring criteria: succession. Agriculture faces a looming retirement wave among experienced professionals. As Laura warns: “ The biggest challenge agriculture has is that all the people with all the knowledge are going to retire at the same time… and we don’t look outside the pool enough. ” Continuing to hire only from within risks a severe knowledge gap and a lack of fresh talent to carry the industry forward. Bringing in people from outside the sector not only widens the talent pool but also ensures continuity, innovation, and resilience for the future. Final Thoughts Having an agricultural background will always be an advantage, and we’re certainly not suggesting that industry knowledge isn’t important. It absolutely is if you want to provide a premium service. However, given the talent shortages agriculture faces, it may be prudent for employers to look beyond sector experience and prioritise core skills first. As experienced professionals retire and take decades of knowledge with them, investing in strong product and industry training becomes essential. This approach allows new hires from outside the sector to build expertise on the job and successfully adapt, as is common practice in many other industries. At De Lacy Executive, we’ve seen this shift firsthand. For years, we recruited exclusively from within agriculture. That changed when Ollie joined us. While he had some agricultural experience at a competitor, his success proved that with the right attitude and support, people can learn the industry and thrive. Ollie brought over a decade of recruitment expertise and helped modernise our practices, delivering results and bringing many of the benefits discussed earlier: fresh perspectives, transferable skills, and adaptability. We still value sector knowledge and it remains a key differentiator between us and some of our competition, but we’ve softened expectations of prior agricultural experience. With the knowledge already in our team, rigorous training, and regular client visits, we can get new hires up to speed quickly. This approach has opened a wider talent pool and strengthened our ability to provide exceptional service. 20 25 Years of De Lacy Executive recruitment
21 25 Years of De Lacy Executive recruitment RECRUITMENT AREAS WE SPECIALISE IN We recruit for businesses in farming, food production and the agricultural supply chain. Job Type/Functions COMMERCIAL Sales, Business Development, Marketing, Consultant, Account Management FARM Estate/Farm Director, Farm Manager, Assistant Farm Manager TECHNICAL Agronomist, Engineer, Formulator, Nutritionist, Technician, R & D Manager, Trials Assistant OPERATIONS Operations Manager, Project Manager, Production Manager SUPPLY CHAIN & PROCUREMENT Livestock Buyer, Commodity Trader, Supply Chain Planner SENIOR MANAGEMENT CEO, Managing Director, Director, General Manager, Sales Manager, Commercial Manager SUSTAINABILITY Sustainability Manager, Regenerative Farming Specialist, Soil Health Specialist Agricultural Subsectors LIVESTOCK Dairy, Sheep, Beef, Swine, Poultry, Genetics, Animal Health, Ruminant & Monogastric Feed GROWING Arable, Horticulture, Fresh Produce, Viticulture, Vertical Farming, Agronomy & Arable Inputs AG-TECH & MACHINERY Agricultural Machinery, Parlour Equipment, Ag-Tech FOOD PRODUCTION Red & White Meat, Wine Production EQUESTRIAN Feed & Equipment BIOENERGY Biogas, Anaerobic Digestion PEST CONTROL Chemical Pesticides, Biological, Cultural and Physical
What’s ahead for UK agribusiness? • Agri-tech acceleration: Robotics, AIpowered analytics, and precision systems are becoming central to supply chain efficiency and crop management. The government’s AgriScale initiative is helping scale these technologies from prototype to commercial reality. • Sustainability and net-zero: Businesses are under pressure to reduce emissions, regenerate soils, and meet biodiversity targets. Carbon farming and regenerative practices are moving from niche to necessity. • Supply chain resilience: Post-Brexit and post-pandemic realities have exposed vulnerabilities. Shorter, smarter supply chains and domestic sourcing are now strategic priorities. • Policy reform and funding: New Environmental Land Management schemes, inheritance tax changes, and innovation grants are reshaping business models and succession planning. • Consumer-driven change: Demand for organic, plant-based, and locally sourced products is influencing everything from production to packaging. But talent remains the critical lever. Despite technological progress, many agribusinesses are still waiting for longserving leaders to retire a transition that’s as emotional as it is operational. Succession planning is essential, yet often delayed. We must support these transitions with empathy and strategy, ensuring continuity without stagnation. At the same time, we face acute shortages in key roles: agronomists, feed sales professionals, technical specialists and the pipeline isn’t keeping pace. Too often, we speak to businesses searching for talent in shrinking pools, unaware that the solution may lie outside the sector. 22 25 Years of De Lacy Executive recruitment As De Lacy Executive celebrates 25 years, we do so at a time when British agribusiness is undergoing profound transformation. The next five years will bring rapid developments from automation and AI to sustainability mandates and shifting global trade dynamics. But the question remains: do we have the right people in the right seats to truly flourish? THE FUTURE OF BRITISH AGRIBUSINESS Are the Right People in the Right Seats? PHOTO: RTUN – stock.adobe.com
This is where De Lacy Executive sets itself apart. We don’t just recruit - we solve. Our highlevel search and selection service helps agribusinesses rethink what great talent looks like. We challenge assumptions, identify transferable skills, and place individuals who bring fresh energy, commercial acumen, and leadership potential whether they come from agriculture or beyond. We believe the future of agribusiness will be shaped by those who are willing to evolve to embrace new thinking, new people, and new possibilities. The sector cannot afford to keep doing things the same way. It must learn, adapt, and lead. So we ask again: are the right people in the right seats? Because when they are, businesses grow, innovation thrives, and the industry moves forward. As we close this chapter and look to the next, De Lacy Executive remains committed to setting the standard ethically, intelligently, and with a deep understanding of what agribusiness needs next. 23 25 Years of De Lacy Executive recruitment Check out Grace Nugent’s Aspiring Leaders series Practical tools, inspiring stories, and advice for the next generation of leaders. E VERY OTHER THURSDAY AT 11AM ON LINKEDIN follow grace
MEET THE TEAM Grace Nugent Managing Director As Managing Director, Grace focuses on business development, strategy, growth, building partnerships, and enhancing client and candidate experiences. She works closely with key clients to support them with their recruitment year planning and advice on succession future proofing their businesses. 24 25 Years of De Lacy Executive recruitment Jon Handley Recruitment Operations Manager At De Lacy, Jon focuses on supporting the company’s growth in the UK and expanding its international portfolio. He also leads a professional and knowledgeable team of consultants from varying agricultural backgrounds, all individually committed to delivering excellent standards of service and doing right by you. Ollie O’Driscoll Client Partnership Manager As a Key Account Consultant at De Lacy Executive, Ollie delivers a comprehensive, end-to-end recruitment service, supporting both candidates and clients from initial contact through to successful placement. Oliver’s primary areas of expertise include arable/agronomy, pest control, anaerobic digestion, professional services, and biodiversity. Harry Porter Key Account Consultant Starting as a recruitment consultant, Harry now holds a dual role within the business, drawing on his marketing experience to promote the company. He has had success in filling a wide range of roles and particularly enjoys working on positions in sales, marketing, poultry, livestock, and farm management. email grace email jon email ollie email harry
GOING IN TO 2026 25 25 Years of De Lacy Executive recruitment George Clayton Recruitment Consultant At De Lacy, George delivers a full 360 recruitment service, from lead generation and business development through to matching talented individuals with like-minded businesses. He’s driven by the opportunity to make a real impact – helping organisations grow their teams and supporting people as they take the next step in their careers. Rupert Kettle Recruitment Consultant Rupert is particularly interested in the future of Agri-tech and sustainable farming, and how innovation will shape food production. His own experience navigating different roles in farming led him to recruitment, where he helps others find the right fit in the industry. Fluent in French and Italian, Rupert brings strong skills in communication and problem solving to his work. Edward Clift Data and Accounts Manager Edward began his journey with De Lacy in an administrative role and quickly demonstrated exceptional attention to detail and adaptability. His responsibilities now include database management, reporting, and analytics, as well as overseeing HR, accounts, and finance. Edward’s diverse contributions are vital to De Lacy’s success. Georgia Wood Recruitment Consultant Georgia’s specialist knowledge of machinery and livestock helps her provide well informed advice to clients and candidates alike. Georgia moved into recruitment because she enjoys working with people, building relationships, and helping them find the right opportunities. She combines practical sector experience with a friendly, approachable style. David Buck Non-Executive Director David’s strategic insight and extensive industry network make him a valuable advisor to the leadership team. In his role, he provides independent guidance on business development, growth strategy, and long-term planning, helping to shape the future direction of De Lacy Executive. email George email Georgia email Edward email Rupert
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