No One Wants to Lead Here: Why Australia’s Meat Sector Has a Leadership Crisis No One’s Talking About
John Elliott • April 17, 2025

Australia’s meat and poultry processing industry pumps over $23 billion into our economy each year. It employs close to 150,000 people, keeps regional towns alive, fuels exports, and feeds millions. But there's a conversation not enough people are having.

Why is it so hard to find good leaders for one of the country’s most essential sectors?



The Crisis Behind the Carcass

This isn’t just a labour problem. It’s not about visas, or headcount, or overtime. This is a leadership vacuum, and it’s dragging the sector down from the inside out.


A 2023 Australian Meat Industry Council (AMIC) report didn’t bury the lead: executive leadership shortages across processing plants — especially regionally — are putting long-term sustainability at risk. While the media talks endlessly about unskilled labour shortages, the bigger question is this: Who’s steering the ship?


Industry data tells us more than 60% of businesses struggle to fill operations leadership roles. Most end up promoting internally, not because the candidate is right, but because no one else wants the job. That’s not succession planning. That’s survival mode.



Why No One Wants to Lead in Meat

Let’s stop pretending this is just a recruitment challenge. For many executives, meat and poultry processing is seen as:


  • A reputational risk
  • A moral quagmire
  • A logistical headache
  • A PR nightmare

It’s tough, gritty, heavily scrutinised, and often thankless. Add in remote locations, activist pressure, outdated public perception, and you’ve got one of the least appealing leadership propositions in modern Australian industry.


Even when the pay is good, the pitch is bad.


And yet the cost of this avoidance is steep:

  • Succession plans are paper-thin
  • Transformation is on ice
  • Executive burnout is high and rising
  • ESG compliance risk is creeping up daily



The Numbers Don’t Lie

  • Over 40% of regional processors in NSW and QLD ran under capacity last year — not because of labour gaps alone, but because no one wanted to lead the sites (Jobs and Skills Australia, 2023).
  • 72% of meat companies rank leadership capability as their top operational risk (MLA Insights 2023).
  • Only 35% of processors have any formal succession strategy in place (AMIC, 2023).


These aren’t minor stats. They’re flashing red lights.


Loyalty vs Capability: The Silent Conflict

There’s a romantic idea in this industry that leadership should rise from within. That someone who’s been on the floor for 20 years is best equipped to run the plant. Sometimes that works. Often it doesn’t.


Why? Because operational loyalty doesn’t equal transformation capability.


Many of today’s site and executive leaders are phenomenal operators. But they’re underprepared for:


  • Global compliance shifts
  • ESG audits
  • Workforce diversification
  • Supply chain digitalisation


The job changed. The leadership didn’t.


What Needs to Happen — Now

If the sector wants to survive — let alone grow — it needs leaders who:


  • Don’t flinch at complexity
  • Get compliance, but move commercially
  • Can lead regionally without burning out
  • Speak operations, brand risk, and strategy — fluently


It also needs boards and executive teams to:

  • Stop defaulting to internal promotions because it’s easy
  • Get serious about executive relocation strategy
  • Start building pipelines now, not after the next resignation
  • Tell a better story about what meat and poultry leadership really is


Because here’s the thing: the right people are out there. But they’re not applying because they don’t think this is where future-fit leaders belong.


That’s not a candidate problem. That’s a positioning failure.


Final Thought

Australia’s meat and poultry sector can’t outsource resilience to policy. It can’t wait for perception to change on its own.



It needs sharper leadership, better planning, and the courage to hire differently — before the gap becomes too wide to close.

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You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?