Birth Year: 1972
Occupation: Farming
Organic farm raising flax, chickpeas, proso millet, hemp for grain and hard red winter wheat, plus a cow-calf operation we run on additional acres. In conjunction with the farm, we also run a big game hunting operation for mule deer, antelope and elk. I have written two books, and I am a professional speaker and consultant, primarily in the areas of organic agriculture and family farm transition.
Education:
University of Wyoming, B.S., Agricultural Business
Laramie County Community College, A.S., General Agriculture
Current Leadership:
Owner/President/CEO, Rabou Farms Inc.
Owner/Manager, Rabou Land Company LLC
Owner/Principal, RonRabou.com
Author and Public Speaker
Co-Owner/President, Black Canyon Outfitters Inc.
Board Member, University of Wyoming College of Agriculture, Life Sciences and Natural Resources
Board Member/Chairman Membership Development Committee, American Society of Agricultural Consultants
Member, Laramie County Community College Ag Advisory Committee
Monthly Columnist, Wyoming Tribune Eagle
Member, Cheyenne Rotary Club
WHY I WANT TO SERVE ON THE
BOARD OF DIRECTORS:
Based on my experience, I bring a fresh perspective to what is largely a traditional industry. As the ag industry continues to evolve and change, and as the age of producers continues to increase, we must engage these challenges purposefully and effectively, all while embracing and encouraging the involvement of a new generation and new ideas to help shape our future. In addition, Farm Credit Services of America has been instrumental in helping us establish and grow our farm. After the untimely death of my father when I was 26 years old, my wife and I made the difficult decision to leave the family ranch and venture out on our own to attempt to build a farm. Without a strong and understanding financial partner, it would have been impossible for us to achieve what we have. I believe our experience will help provide valuable insight to Farm Credit Services of America’s vision.
EXAMPLE OF A LEADERSHIP ROLE THAT PREPARED ME FOR A POSITION ON THE
BOARD OF DIRECTORS:
I served as the chairman for the Laramie County Community College Board of Trustees and the Foundation Board. During those years, we established numerous valuable educational programs, created a new cooperative alliance between both entities, built new facilities, grew the foundation’s endowment and developed alliances with the community, legislature, students, faculty and staff.
BUSINESS KNOWLEDGE, EXPERIENCE AND/OR EDUCATION IN THE FOLLOWING AREAS:
Strategic Planning: When I left the family ranch, it was a century-old company struggling financially that resisted any form of change. Gaining my independence meant that the success of what I had relied solely upon me. I developed a philosophy of embracing change, taking calculated risks and understanding the changing demands of consumers. These three pillars have been instrumental to our operational success.
Corporate Governance: When I served on the local community college board, we used a policy governance model, meaning we oversaw the policies of the institution. In addition, we provided direction and management of the multimillion-dollar operational budget, the president, and the master plan and
long-term vision. My tenure taught me the necessity
for flexibility and the value of keeping pace with industry and governmental changes.
Financial Reporting: Building our business mostly from scratch has taught me an enormous amount about organization and finances. Since our stumbling beginnings, we have created more structure and financial stability for our farm and our other businesses by conducting periodic reviews, building financial models, and purposefully mapping vision and progress.
Business Technology: Staying informed and educated about how to use technology is more important than it has ever been, but adopting new technologies without the willingness to embrace the knowledge of how to use it can create more harm than good. While technology is a tremendous benefit, we must also be extremely careful that the information it holds and how it is used is appropriately guarded and protected.
Risk Management: Breaking the mold of family tradition and venturing on our own to build a farm and purchase nearly all the land, equipment, storage and infrastructure, all while developing positive cash flow was an enormous risk we took nearly 20 years ago. While the journey has not been easy, we have gained tremendous insight about how to evaluate risk and persist in the face of adversity.
Talent Management: I have served on numerous boards where we hired, interviewed, and fired executive directors and employees, but none of those experiences have taught me as much as running my own business. Dealing with human capital, in my opinion, comes down to three things: communication, trust and relationships. Leave one of those out and nothing works very well.