Stepping into the role of CEO at AgForce has been both grounding and energising.
It is an opportunity to understand an organisation with a long legacy and, just as importantly, to consider how it must evolve to meet the demands of a rapidly changing agricultural landscape.
Leadership, particularly in a member-driven organisation, is never static. It requires listening, recalibrating, and considering not just the challenges in front of us, but the ones that are not yet visible.
In my first few months as CEO, I have spent time speaking with producers, staff, industry partners, and stakeholders who all share something fundamental: a deep belief in the value of Queensland agriculture and the communities that sustain it.
Their expectations of AgForce are clear. They want an organisation that is strategic, disciplined, and unapologetic about defending the interests of primary producers.
They also want one that is constructive and capable of shaping long-term solutions.
AgForce has enormous strength in its history and its membership. But it must continue adapting if it is to remain relevant and influential.
The issues affecting our sector—regulatory pressures, cost inflation, workforce shortages, environmental policy shifts, biosecurity risks, and uncertainty around the long-term viability of farming—require a level of clarity and organisational focus that is sharper than ever before.
My reflections over these past months have reinforced to me that AgForce has the capability to meet that challenge, provided we are prepared to align our resources and our collective voice around what truly matters.
The future of AgForce lies in strengthening three core areas.
First, credibility. Our advocacy must be grounded in evidence, technically robust, and presented with discipline. This is how we influence complex national policy and ensure Queensland producers are heard.
Second, connection. Regional engagement is not a symbolic exercise; it is the foundation of our legitimacy. Producers should see their experiences, frustrations, and aspirations reflected in our policy positions and priorities.
Third, cohesion. AgForce must operate with unity of purpose. That means internal alignment, clarity of decision-making, and a shared understanding of what success looks like—not just for the organisation, but for the producers we represent.
As I look ahead, I am optimistic. Not because the road is easy—it is not—but because the strength of Queensland’s producers is unmistakable. Their resilience, discipline, and care for the land provides a clear direction for AgForce’s future. My role is to ensure the organisation reflects those same qualities.
The years ahead will define the next chapter for AgForce. I am committed to ensuring it is a chapter marked by strength, purpose, and unwavering focus on the people we are here to serve.
