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What does it take to steer one of LATAM’s most influential seed companies toward global success? In this exclusive interview, Ignacio Bartolomé, CEO of GDM, shares his personal journey, vision for the seed sector, and insights on the company’s bold expansion into the U.S. market. Gain a unique glimpse into his leadership philosophy and how he plans to position GDM at the forefront of innovation and growth. If you’re looking for inspiration from a leader shaping the future of the seed sector, this is a must-read!
Leading GDM from family business to global seed industry leader.
GDM is a family business with a family story. Picture the children of an agronomist growing up in a farm town in Argentina where their father teaches them their first lessons about the business by putting them to work crossing soybeans, whether they’re good at it or not. It’s an upbringing that includes agronomy talk, spending time with dad going to the field on Saturday mornings, barbecuing with staff members and playing with their kids at the company’s end-of-the-year parties. These practices accumulatively polished the Bartolomé kids’ wisdom about the business, its people, and the company’s culture.
For Ignacio Bartolomé, this meant that by the age of 35, he was prepared to apply the lessons that his father, Gerardo Bartolomé, GDM’s founding partner, had taught him. GDM was practically engraved into Ignacio Bartolome’s genes when, on New Year’s Day of 2022, he officially became the CEO of Argentina’s largest agricultural multinational, known for its high-yield genetics and state-of-the-art breeding programs.
In his conversation with Seed World LATAM, Ignacio Bartolomé shared the story of this journey, from the path he sought out on his own before joining the family company, till the moment father and son decided together that the time was right for Gerardo Bartolomé to pass the keys of GDM and allow him to actively move forward with his own plans for the company’s future. These plans include mastering innovative technologies, adding new markets around the world, and expanding the company’s portfolio to include a widening range of crops and developments.
Born in 1986 and raised in the agricultural heartland of Chacabuco, northwest of Buenos Aires, Bartolomé grew up where GDM was founded. At 19, fresh out of high school, he co-founded a grain production company with two friends from school. He stayed involved while studying Business Administration and Software at the prestigious Instituto Tecnológico de Buenos Aires (ITBA). After nearly a decade, he withdrew from the grain company to join Luis Dreyfus Commodities, where he spent seven years trading grains — three in Argentina, three in Uruguay, and finally in New York. The move to New York ultimately paved the way for his transition into the family business.
“When I was in New York, GDM was starting the business in the United States. After a year in the U.S., I resigned from Dreyfus. In 2016, my father and I thought it was a good opportunity for me to join the family company. That’s when I started working at GDM and living in Memphis. My father had already offered me positions in the company twice before. But first, I wanted to live and work abroad for another company and have a chance to develop professionally elsewhere,”
he explains.
Now two and a half years into his role as GDM’s general manager, Bartolomé leads with a fresh energy that drives him toward innovation, sustainability and collaboration. His goals for GDM extend beyond the company itself: he wants GDM to be an example that other Latin American companies can follow to compete in a global market dominated by big powers, including the United States, Europe and China.
“Why can’t a South American company be one of the top five seed companies in the world? There aren’t enough South American companies that lead worldwide in this or other segments.”
Seed World LATAM is proud to bring you a recap of our conversation with Bartolomé:
SW LATAM: How has your entry at GDM been so far? What have your biggest contributions been since you joined your family’s company?
Bartolomé: My experience at Dreyfus as a grain trader was invaluable, giving me insights from the opposite end of the value chain. Joining GDM in the U.S., when it was already big in South America but not in the U.S. market, helped me understand what was being done in South America and how to move into the United States. I worked with the leaders from each area to build teams and develop various departments in different countries — research, development, marketing, administration, and finance. This collaboration allowed me to understand the different aspects of the company, especially the research part, which is not my expertise since I am not an agronomist. So, I had a lot to learn about the technical part, which is the core of what we do.
What I have been able to contribute to the company is perhaps a more aggressive vision in terms of growth, to expand our sights outside soybean breeding into other crops where I believe we can also compete, including the investment in technology, data science, genomics, digital technologies applied to our processes, and much larger investments in gene editing and biotechnology than we have been making so far. I would say that those three or four points are my major contributions.
SW LATAM: What has been the high point of your career so far?
Bartolomé: Within GDM, I think the acquisition of KWS’s corn and sorghum business in South America was a big move. You see, we are buying a company nearly the same size as ours. The creation of Traitology, a company dedicated to gene discovery, was another important peak in my career. In general, I’d say the acquisition processes are the high points because we have purchased four or five companies: two in the United States, one in wheat genetics in Brazil, and the KWS operations in South America. These are the milestones of becoming more of a multi-product and multinational company.
SW LATAM: How do you think you might answer this question in 10 years? What achievement is not yet a reality for GDM in the present, but you’d want to tell me about it in 2034?
Bartolomé: In 10 years, I hope to tell you how we have developed technology that adds value to producers. I’m talking about biotechnology, primarily through gene editing, developed by GDM and made possible by cutting-edge technologies. I’d love to share how we’ve been disruptive and generated high-value biotech products for farmers globally.
SW LATAM: What do you see as the greatest opportunities for your organization and the Latin American region in general?
Bartolomé: I believe the most important opportunity lies in new breeding technologies, such as gene editing, epigenetics, genomics, mutagenesis, trait breeding, and environomics. Nowadays, these advanced methods have leveled the playing field for smaller companies and become accessible to companies like ours. Unlike 20-25 years ago, only large corporations could afford to advance in biotechnology and GMOs.
In the last three years, we have experienced significant growth and investments. We acquired Biotrigo in Brazil, becoming South America’s leading wheat genetics supplier. We are finalizing the purchase of KWS’s South American operations, positioning us as the region’s third or fourth-largest corn producer. Additionally, we have acquired three American seed distribution companies. I see a new growth stage, especially in China’s soybean market. There is an opportunity to expand our sunflower business in Europe, as well as wheat on a global scale.
For GDM, while Argentina is important because it’s our home country, Brazil truly drives our company forward. Brazil accounts for about 70% of our total turnover, the U.S. contributing 17-18% and Argentina about 12%. Although our roots and culture are from Argentina, our business is predominantly centered in Brazil, and we are experiencing substantial growth in the United States as well.
For Latin America, a tremendous opportunity is leveraging Brazil’s incredible growth potential. Brazil’s vast hectares, advanced technology, and substantial investments make it a powerhouse in the seed industry. By capitalizing on Brazil’s development, neighboring countries like Argentina, Uruguay, Paraguay, and Bolivia can grow and emerge globally. Competing in Brazil prepares us to excel globally, as their production levels rival those of the United States, Europe, and Asia. We can confidently extend our reach worldwide by embracing Brazil as an anchor and launching point.
SW LATAM: What are some of the major obstacles or challenges that could hinder the achievement of these opportunities?
Bartolomé: If Europe weren’t still undecided about whether gene editing is a GMO, the regulatory process would be much cheaper and faster. This would enable quicker innovation, allowing more products to be developed and reach the market with greater value. This improvement is crucial because it lowers entry barriers for companies like ours to create innovative products, ultimately adding more value to agriculture.
The potential of biotechnology and gene editing largely depends on regulatory decisions. If it were up to us, we could launch an edited product next year. However, Europe’s lack of definition on whether to classify gene editing as GMO or non-GMO is slowing down innovation and development.
SW LATAM: GDM started as a family business and is now growing to compete with giants like Corteva and Bayer, adopting the characteristics of a multinational. What distinguishes GDM from other public or large private companies, and why is it important for private companies to play an active role in the industry?
Bartolomé: The direct involvement of the shareholders or owners, who are often visible and present, results in a greater dedication to daily operations. This personal involvement means that the final decision-makers, who are the company owners, have a vested interest in the company’s success and future.
Family-owned companies can make quick decisions, generate changes, and maintain close relationships with their teams, clients, and distributors. Family-owned businesses think in terms of generations, being more centered on the company’s lasting vision and legacy than on its short-term fluctuations. This long-term perspective is crucial, particularly in the seed and agricultural sectors, where development processes can take 5 to 10 years. Our ability to plan for decades, not just quarters, provides a significant advantage in sustaining innovation and growth.
SW LATAM: And what advice would you give to other, perhaps smaller, private seed companies?
Bartolomé: Smaller private seed companies should be encouraged to compete and grow by focusing on the end customer and developing value. By doing so, they can successfully expand. They should also be open to collaborations, as no country’s seed industry can function and do everything on its own. In today’s world, seeking partnerships is essential, especially among private companies with similar cultures and challenges. Collaborating can help overcome difficulties and drive mutual growth.
SW LATAM: Do you envision eventually retiring from GDM and passing the company on to the next generation of the Bartolomé family?
Bartolomé: Absolutely. My vision for GDM goes beyond immediate growth and innovation. I hope that it transcends to other generations of my family, that is, my children and my sisters’ children, remaining a family business that consistently adds value and competes on a global scale.
Building an international company isn’t something that happens from one year to the next. It’s a long-term ambition that will take several decades to achieve
GDM ADDS KWS ASSETS TO GROWING PORTFOLIO
In the 42 years since it was founded in Argentina, GDM has consolidated its presence in more than 15 countries. This August, GDM began the formal integration process of its latest acquisition — KWS’ corn and sorghum assets in South America — following approval by Brazil’s Administrative Council for Economic Defense (CADE).
Thanks to the KWS acquisition, GDM expects its market share to reach 11% in Argentina and 10% in Brazil, helping GDM become one of the main players in genetics in South America, GDM communications manager Maria SoledadEchagüe says.
The KWS acquisition is just one of GDM’s many recent expansions. Others include the acquisition of Brazil- and Argentina-based wheat breeding company, Biotrigo, as well as a push into the U.S. marketplace via multiple strategic acquisitions and partnerships. In 2021, GDM acquired Local Seed Company, a key player in the regional corn, soybean and wheat seed market in Tennessee, Kentucky, Mississippi, Arkansas, and Alabama. In 2022, GDM took over W.S. Seeds, which was rebranded as Mustang Seeds in 2023. Adding Mustang Seeds to its portfolio gave GDM access to farmers in Kansas, Missouri, and Nebraska. Also in 2022, GDM created Traitology, a gene discovery company in North Carolina’s Triangle Park.
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