New IPSA board president set to lead with purpose.
Scott Sanders, the newly elected president of the Independent Professional Seed Association (IPSA), approaches his leadership role with a mix of optimism and pragmatism.
“Generally, my outlook for independent seed companies is positive,” he begins, making it clear that he is no stranger to the obstacles ahead. “That is not to say we don’t have some serious challenges facing us; competition, consolidation (both on and off the farm), a landscape that is changing at an increasing rate, and navigating the advancements in seed technology.”
The industry is rapidly evolving, with multinational corporations exerting growing influence, yet Sanders firmly believes independent seed companies possess unique strengths that will enable them to thrive.
“Now more than ever, independent seed companies have an opportunity to further differentiate themselves to our farmers and double down on our ability to serve that farmer,” he says.
Looking ahead to the next five to 10 years, Sanders envisions a dynamic industry landscape where agility, customer focus and innovation will define success.
“In the next five to 10 years, independent seed companies will face a mix of challenges and opportunities. Those that can adapt to technological changes, focus on niche markets, maintain strong customer relationships, and embrace sustainability will be well-positioned for success,” he states.
While the competition from the giants is fierce, Sanders is confident that the demand for differentiated products, specialized traits and localized solutions will create significant opportunities for independents.
Turning Challenges into Opportunities
The challenges independents face, particularly the consolidation of multinational corporations, are not lost on Sanders.
“First and foremost, we are facing increased competition with multinational corporations and their consolidation,” he says. “As these companies continue to consolidate, they increase their market power and economies of scale, specifically in terms of price, distribution, and brand awareness.”
Competing with such well-funded entities is daunting, but Sanders is quick to highlight the competitive advantages held by independents.
“This also creates an opportunity for independent seed companies to exploit their regional knowledge and focus on the qualities that differentiate their brand,” he explains.
One of these key differentiators is the ability to build deep, personalized relationships with local farmers.
“We have the opportunity to leverage local knowledge and relationships by building deeper, one-on-one relationships with local farmers,” Sanders says. “Independent seed companies can position themselves as trusted advisors, offering higher levels of service and customization that larger firms struggle to replicate.”
For Sanders, this personalized approach is not just a business strategy; it is a mission rooted in serving the needs of farmers.
“Ultimately, we are able to truly keep the local farmer in focus and tailor our solutions to the regions we serve,” he says.
Sanders points out that independents face a broad range of challenges beyond consolidation, including supply chain vulnerabilities, regulatory pressures and the rise of direct-to-farmer sales models.
“There are a whole list of additional challenges and opportunities such as supply chain vulnerability, regulatory pressures, and direct-to-farmer sales models, which all pose strong headwinds to our businesses,” he explains.
But with a proactive approach and smart business decisions, Sanders believes independents can turn these challenges into opportunities for differentiation and growth.
Adaptability as a Competitive Edge
One of the defining strengths of independent seed companies lies in their inherent flexibility and agility — an ability that has increasingly become a decisive factor in their success and relevance within a rapidly evolving agricultural landscape. Unlike their larger, multinational counterparts, independent seed companies are not weighed down by the complexities of corporate bureaucracy or rigid processes. Instead, they possess a nimbleness that allows them to pivot quickly, make strategic decisions with speed, and respond in real-time to the ever-changing needs of farmers, market conditions, and emerging agricultural trends.
“Independent seed companies are typically more flexible and agile,” Sanders highlights. “This makes us more able to react to changing market conditions and to stay ahead of the larger companies in adapting new opportunities.”
This flexibility manifests itself in numerous ways. For one, independent companies are better positioned to tailor their offerings and introduce innovative solutions without navigating lengthy approval chains. Whether it involves developing a specialized seed variety suited to unique local soil conditions, adjusting pricing structures to meet economic pressures, or launching a new product line based on farmer feedback, independents can act with an immediacy that larger firms may struggle to match.
Responding to Farmer Needs with Precision
Flexibility empowers independent seed companies to maintain a farmer-first approach, a principle that is often central to their success.
“Our size allows us to be more in tune with the farmer,” Sanders says. “We can adapt faster to their changing needs, whether it’s a response to drought conditions, shifting consumer demands or regulatory changes.”
This responsiveness allows independents to play a proactive role, offering timely solutions that address farmers’ immediate concerns while positioning themselves as trusted advisors.
This adaptability extends to incorporating and testing new technologies. Sanders says independent seed companies can engage with emerging tools and practices — such as digital agriculture platforms, precision farming solutions and biological treatments — with a degree of experimentation and flexibility that sets them apart. Unlike larger corporations that may need to consider global strategies and corporate policies, independents can selectively pilot innovative solutions at a local or regional level, scaling successful initiatives more rapidly based on real-world results.
Regional Focus and Personalized Service
The adaptability of independent seed companies is closely tied to their strong local and regional roots. Unlike larger multinationals with broad, standardized approaches, independents often operate with a deep understanding of the communities and environments they serve.
“We can build and tailor solutions that align with the needs of the specific regions we operate in,” Sanders points out.
This deep connection to local markets enables independent seed companies to stay nimble in their response to evolving market dynamics, from changes in weather patterns and crop diseases to fluctuating economic conditions.
“Being hands-on and having a direct line of communication with farmers allows us to make adjustments that are both timely and relevant,” Sanders says.
When weather conditions demand changes in planting schedules or when a pest outbreak threatens crops, independents can pivot and support their farmers with customized recommendations, product alterations or additional resources. This adaptability not only builds trust but strengthens long-term relationships, cementing the role of independent seed companies as integral partners to farmers’ success.
Innovation as a Cornerstone of Success
“Innovation is essential for independent seed companies to remain competitive in an industry increasingly dominated by consolidation,” Sanders asserts.
He sees innovation as a multifaceted effort that can encompass product development, digital tools, customer engagement, and sustainability initiatives.
“The ability to be agile, customer-focused, and willing to experiment with new technologies and approaches will determine the long-term success of independent seed companies in a rapidly evolving market,” he explains.
Sanders is particularly proud of the farmer-centric approach that independents can take when it comes to innovation.
“As independent seed companies, we can truly keep the farmer as our No. 1 focus,” he says. He contrasts this with the approach of larger multinationals, which he feels are often distracted by market share and top-line revenue. “The large multinationals will say they keep a farmer-focused approach, but in reality, it doesn’t play out that way.”
By focusing on real-world solutions that address farmers’ needs, independents can stand apart from their larger competitors.
Embracing Non-Genetic Innovations
Non-genetic innovations represent another area where independent seed companies can differentiate themselves.
“There are certainly a few and these are the areas independents have an easier time implementing and larger corporations have a harder time replicating,” Sanders says, reiterating that personalized customer service, tailored agronomic advice and flexible supply chain and distribution models are examples of areas where independents can excel. “Being able to tailor our agronomic advice, field demonstrations and visits, and customized seed applications or treatments allows us to stand out from our competition.”
Independents also have an advantage in integrating technology solutions that address specific farmer needs.
“Staying knowledgeable of your customers’ needs or stresses will help the independent pick and choose those solutions that create solutions to real issues facing our local farmers,” he says.
The Importance of Strategic Partnerships
For Sanders, strategic partnerships are key to the long-term success of independents.
“Partnerships with research universities or centers, technology companies and other industry players will be crucial for the future success of independents,” he emphasizes.
He adds that these partnerships provide access to advanced research, new breeding technologies, and co-branded solutions, giving independents a competitive edge.
“Strategic collaborations will enable independents to focus on their strengths, such as customer service and local market expertise, while tapping into external expertise, resources, and technologies that can help them thrive,” he explains.
Leading at Peterson Farms Seeds
As general manager of Peterson Farms Seeds, Sanders is responsible for overseeing day-to-day operations, but his approach is anything but routine.
“My job is to create a professional environment that allows our talented team to do what they do well for our customers,” he says, emphasizing that listening is a key part of his leadership philosophy. “Our customers will tell us how they need us to show up and our team members will typically tell us how we can best serve our customers.”
This emphasis on active listening aligns with his vision for IPSA, where he seeks to leverage the collective expertise of independent seed companies to drive progress.
Peterson Farms Seeds differentiates itself through a relentless focus on serving farmers and fostering innovation.
“Carl and Julie Peterson started the company 30 years ago with the sole focus of helping their neighbors grow more bushels. And in 30 years, that remains our sole focus,” Sanders says, adding that the company continually seeks new ways to innovate and improve the farmer experience. “We experiment so our farmers don’t have to.”
From evaluating trait and genetic options to enhancing seed packaging and delivery, Sanders says the entire team at Peterson Farms Seeds is dedicated to providing exceptional service and value.
Family Values and Purpose
Family values play a central role in Sanders’ leadership, both at Peterson Farms Seeds and within IPSA.
“At Peterson, we have four main pillars of our team: Integrity, Contribution, Excellence and Positive Attitude,” he shares, explaining that these values guide every aspect of the company’s operations and are reflected in his approach to leadership. “Not everything will always go your way, but how you handle those adversities and how you show up every day for those around you is what makes up your DNA as a leader.”
Sanders married his wife Andi in 2020. Together they have a 14-year-old daughter, Bowie, a one-year-old son Harrison and two labrador retrievers named Mitch and Joon. Sanders said he’s fortunate to spend a lot of time with his immediate and extended family. They like to spend time on the lake, in the trees and on the golf course.
“My family provides me with an authentic purpose,” he said. “I got married and am having kids later in life. For a long time, everything was about me and my personal life. Having a more focused purpose has helped me galvanize what is important to me and dial in my ‘why.’”
Sanders believes independent companies need to prioritize understanding their ‘why’ and providing that to their farmers.
“Farmers have a unique understanding of their purpose and it’s critical to independents’ long-term success to understand how they fit into that purpose,” he says.
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