Welcome to the Bullvine Podcast, where we tackle
the toughest challenges facing today's dairy
industry. And what I'm about to share might be
the most uncomfortable truth you'll hear this
year. Your dairy legacy has a staggering 83 .5
% chance of disappearing by the third generation.
While you're obsessing over milk prices and feed
costs, the real threat to your operation isn't
in the barn. It's at your kitchen table. Today,
we're ripping the lid off the family dairy time
bomb that's ticking under operations across North
America. You'll discover the hidden math, family
dynamics, and strategic fixes that separate the
16 .5 % of farms that survive generational transfers
from the overwhelming majority that implode.
This isn't just another podcast about succession
planning. It's your wake -up call to ensure your
life's work doesn't become another statistic.
Let's dive in. All right, welcome to The Deep
Dive, where we grab the bull by the horns and
really get down to what matters in the dairy
industry. Glad to be digging in. And today, well,
we're kicking things off with a statistic that
should make every family dairy operation set
up and take notice. A huge number. 83 .5 % of
family dairy farms don't make it to the third
generation. Wow. Just let that sink in for a
second. Is your farm potentially facing that
same uphill battle? Yeah, it's a tough question.
It's a direct question, absolutely. But frankly,
it's one we can't afford to sugarcoat here. No,
definitely not. It's a sobering truth, really.
We all know the daily grind, right? The constant
juggling of milk prices, feed costs, the weather.
Oh, yeah. The day -to -day. But the reality is
those numbers. They don't lie. Often the biggest
threat to a farm's long -term survival isn't
just market swings. It's closer to home. It's
what happens within the family. It's the lack
of a solid plan for the future. It's like the
succession elephant right there in the milking
parlor. The succession elephant. I like that.
We're calling this the family dairy time bomb.
Aptly named. Because it's not some distant worry
for... way down the road. It's a present danger
if we're not proactive. Absolutely. It sneaks
up on you. Think about it. The USDA tells us
97 % of farms are family -owned. That's almost...
All of them. Right. The vast majority. Yet surveys
time and again show that only around 20 percent
of farmers feel truly confident in their succession
plan. That's a huge gap. It's a Grand Canyon
size gap between, you know, good intentions and
actually being prepared. It really highlights
this disconnect, doesn't it? Between wanting
to pass the farm on and having a concrete roadmap
to actually make it happen. And we've all heard
that old saying, you know, shirt sleeves to shirt
sleeves in three generations or the third generation
losing the farm. Yeah, it's almost folklore.
And it can be easy to just brush it off like,
oh, that won't happen to us. But then you look
at the actual data, like from the Small Business
Administration. No, it's not pretty. Not at all.
Less than a third of family businesses even make
it to the second generation. And only about,
what, 16 .5 % survived to the third? 16 .5%.
Wow. So you realize this isn't just some old
wives' tale. It's a statistical reality. It's
backed by data across different sectors, different
cultures, even going back centuries. And let's
be honest, the dairy sector, our sector, has
its own unique set of hurdles. It makes the succession
puzzle even trickier than, say, a family hardware
store. Oh, definitely. You've got factors that
just amplify the challenge. Like what specifically?
Well, first off, it's a 247 business. There's
no clocking out at five. Nope. Cows don't take
weekends. Exactly. Then there's the massive investment
needed in specialized equipment. Think robotics,
feeding systems. It's always evolving, always
expensive. And the regulation. Don't get me started.
Right. The regulatory landscape can feel like,
well, like navigating a maze blindfolded sometimes.
Yeah. So all of that just makes handing over
the reins that much harder. It absolutely amplifies
the challenges. And you know, we talk a lot about
sustainability these days. Usually meaning environmental
stuff. Right. Environmental stewardship, which
is crucial, of course. We need to apply that
same critical thinking to the operational sustainability.
The basic question, will your farm still exist,
still be running 30 years from now? That's the
core question. Remember that Farm Journal survey?
80 % of farmers intend to pass the farm on. Good
intentions. Yeah. Only about 20 % feel confident
they'll actually manage it successfully. Intent
versus confidence, big difference. Huge difference.
And then that Iowa State study. Half of farmers
didn't even have a basic estate plan. Half. That's
shocking. And nearly three quarters hadn't identified
a clear successor. So the picture is pretty clear.
Good intentions just aren't enough. You need
concrete action. Okay. Now, I know when you start
talking farm transitions, one of the first things
that pops into a lot of farmers' minds, something
we hear about at the bullvine too, is estate
taxes. Ah, yes. The tax man. It's always a concern.
It's a legitimate concern for sure. But is it
the main killer? Well, look. Tax planning is
definitely a piece of the succession puzzle.
You can't ignore it. Right. But it's crucial
to understand it's rarely the sole reason or
even the primary reason that family farms fail
to make it through the generations. So what are
the real culprits then? Think about the farms
you've seen that didn't make it. More often than
not, the root causes are things like, well, an
inability to adapt and scale the operation. To
stay competitive. Keeping up with the times.
Exactly. Or unresolved conflicts simmering within
the family. That's a big one. Family dynamics,
yeah. Or simply the next generation. Maybe they
lack the passion, that fire in the belly, or
maybe they just haven't developed the necessary
management skills to take the farm forward successfully.
Those sound like the silent killers you mentioned.
That's exactly what they are, the silent killers
of family farm legacies. Less dramatic than a
tax bill, maybe, but often far more destructive.
Okay, so let's really dig into the nitty gritty
here. What are these specific challenges within
dairy that make these generational transitions
so darn difficult? Right. Dairy does have some
very distinct hurdles. First and foremost, you've
got the sheer capital intensity of modern operations.
The money. Always the money. Always the money.
We're not just talking land prices, which are
significant enough. Think about the investment
in things like robotic milking systems. Those
aren't cheap. Not even close. We're talking upwards
of $200 ,000 per unit in many cases. Per unit.
Wow. Yeah. And a 2024 Compere financial report
really hammered this home. They basically said,
with the skyrocketing costs and the trend towards
larger scale, the old model. The kids just buy
out the parents. Exactly. That model, where the
next generation simply buys out the retiring
folks while keeping the business afloat financially,
it's becoming increasingly unrealistic for many.
The numbers just don't pencil out anymore. So
it puts the next generation in a really tough
spot right from day one, saddled with huge debt
before they even, you know, make their mark.
Precisely. And then you factor in the lifestyle
commitment we talked about. It's unlike almost
any other industry. Not a nine to five, that's
for sure. No way. It's round -the -clock dedication.
So anyone thinking about taking over isn't just
making a business decision. They're choosing
a way of life, really. It affects everything.
Everything. Their family, their time. Their whole
existence. Interestingly, some research out of
Brazil in 2023 actually found a positive link
between bigger farm size and actually doing formal
succession planning. Really? So bigger farms
are more likely to plan? It seems so. It suggests
that maybe at a certain scale, with the increased
complexity and the bigger financial stakes, the
need for planning becomes more obvious. You can't
just wing it. That makes sense. Or maybe smaller
operations are just too swamped day to day. That
can be part of it, too. The sheer daily demands
might leave less time, less mental bandwidth
for that long term strategic thinking. Yeah.
When you're dealing with a sick cow or a broken
feeder, next year's transition plan feels pretty
far away. Exactly. And beyond the tangible stuff,
the land, the cows, the equipment and the crazy
workload, there's all that knowledge, isn't there?
The dairy wisdom. That's a good way to put it.
That intellectual capital, the deep understanding
of. Herd genetics, repro cycles, nutrition quirks,
keeping that milk quality perfect. Stuff you
can't learn overnight. Not at all. And that invaluable
knowledge needs to be transferred just as deliberately
as the physical assets. A 2023 study, I think
it was in the Journal of Agribusiness and Rural
Development Research, identified farm transfer
and farm handover as key patterns. Okay. And
both of those require getting the potential successors
involved actively and early. You need that overlap
to make sure that vital, often unspoken knowledge
isn't lost. Right. You can't just hand over the
keys and say, good luck. Definitely not. Yeah.
Expecting it all to magically transfer is a recipe
for failure. So it sounds like the deck is kind
of inherently stacked against a smooth transition
in Derry, unless there's a really conscious,
really well thought out effort. I think that's
fair to say it requires intentionality. And that
brings us to what you've identified as the three
critical elements for either survival or, well,
failure in this process. Unity. Talent and drive
and asset growth. That's right. Those are the
pillars. Let's start by unpacking this idea of
unity. You emphasize it goes way beyond just
everyone in the family getting along at Thanksgiving
dinner. Oh, absolutely. That romantic notion,
you know, that family harmony will just automatically
prevail once the next generation is involved.
It's a dangerously naive assumption. Just because
you shared a bunk bed doesn't mean you can run
a multi -million dollar business together. Exactly.
The stakes are much higher. livelihoods, significant
assets. It's a different ballgame. Legal experts
who specialize in this, like Sandin Law, often
talk about the challenge of balancing things.
Balancing what? Balancing the needs and expectations
of the kids who stay on the farm versus the kids
who leave. How do you distribute assets fairly
and keep the farm financially viable? It's a
real tightrope walk. A very tough balancing act.
You've even got a table here outlining what unity
is and... maybe more importantly, what it isn't
in a family farm business. Let's hit a few of
these. Unity isn't about everyone always agreeing.
Correct. True unity, in this context, is about
creating an environment where everyone feels
safe to speak up, even if they disagree, even
if it's uncomfortable. So disagreement is okay?
Healthy, even? It can be very healthy. Yeah.
It leads to more robust discussion, better decisions
in the end, suppressing different opinions just
for a superficial piece. That's weak unity. Okay.
And it's also not about needing total consensus
on every single decision because that sounds
impossible. It pretty much is impossible. And
trying for it leads to paralysis. Nothing gets
done. So what's the alternative? Intentional
unity means that even if someone doesn't fully
agree with a decision, once it's made, everyone
commits. They get on board, work together to
make it succeed. It's about trust and shared
commitment to the farm's goals, even with individual
reservations. Right. And this one might hit home
for some families. Unity doesn't mean everyone
has to be best friends outside of work. Exactly.
Look, positive relationships help, obviously.
But the foundation of unity in the business is
about clear professional expectations. How do
we interact here on the farm during business
hours? Respecting roles and responsibilities?
Yes. Mutual respect, shared commitment to the
farm's success, regardless of whether you hang
out together on Saturday night. Okay. And this
one feels crucial for multi -gen farms. Unity
isn't always about strict equality in pay. ownership,
or responsibilities. This is a big one. Fairness
in business isn't always the same as absolute
equality. Oh, so? Unity here means having clearly
defined roles, clear responsibilities, and transparent
compensation structures that everyone understands
and accepts. It's about setting realistic expectations
up front. How does the next generation earn their
way in? What's the exit plan for the senior generation?
How are jobs divided? All agreed upon proactively.
Not assumed. Never assumed. You quote Daryl Wade
from Farm Life Financial Planning Group, saying
that not having these tough conversations inevitably
leads to bigger headaches later. That rings true.
Avoidance just makes it worse. Absolutely. He
stresses having regular family business meetings,
separate from the day -to -day operational chat.
Dedicated time for the tough stuff. Exactly.
A structured space to tackle these succession
issues before they blow up. Intentional unity
doesn't just happen. It takes effort, communication,
maybe even some structured arguments. Okay, so
unity is more about structure and professionalism
than just warm, fuzzy feelings. Pretty much,
yeah. The second critical element... talent and
drive in the next generation. And you make a
really key point that entrepreneurial fire, the
thing that maybe started the farm, it isn't automatically
passed down like eye color. No, it's very natural
for it to diminish, actually. The founding generation
often starts with less, right? They operate out
of necessity, maybe scarcity. Yeah. That breeds
incredible work ethic, huge sacrifices. Built
it from scratch. Right. Subsequent generations
often grow up with more comfort, more security.
So that initial intense, almost primal drive,
it can naturally lessen. So farms need to actively
counter that. Sustainable family farms recognize
this. They put strategies in place. They know
the business can't thrive long term if the owners
lack drive, if they aren't bringing high value,
if they aren't willing to adapt. And there seems
to be a wider issue, too, with just getting young
talent into farming in general. The average age
keeps climbing. There is indeed. The Canadian
Bar Association pointed this out. Farming is
getting more capital intensive, more reliant
on complex tech, advanced management skills.
Needs a different skill set, maybe. It does.
And at the same time, the percentage of farmers
under 35 has plummeted. It went from 20 % back
in 91 to just 8 % in 2021. 8 %! That's a tiny
pipeline. It's a very real challenge. Finding
and cultivating that next generation of skilled
dairy operators is getting harder. And even when
the next generation is involved working hard
every day, it doesn't guarantee they see a clear
path forward for themselves, does it? No, and
that can be really disheartening. That 2024 Compure
report mentioned this too. Often, the kids are
deep in the labor, maybe even management, but
they lack a clear, communicated vision for their
future role. Like ownership or real decision
-making power. Exactly. And that uncertainty,
it can really stifle their long -term drives.
Why pour your heart and soul into it if you don't
see a tangible path forward, a real stake in
the future? Yeah, that makes sense. And you also
brought up this idea of the hidden succession
challenge technology transfer. It's not just
about breeding cows anymore. Not by a long shot.
Modern dairy is so tech heavy. Automated milking,
advanced genetic software, complex data analytics
for herd management, financials. The list goes
on. It really does. The next generation needs
to be more than just comfortable with this stuff.
They need to be proficient. It's a core competency
now, alongside the traditional skills. Failing
to transfer that tech aptitude, that's a critical
but often overlooked failure point. The farm
of tomorrow needs tech skills. Absolutely. And
you included that example, kind of sad really,
of Loveland Dairy Whip in Ohio. The ice cream
shop with dairy roots. Yeah, closed after 31
years because the next generation just wasn't
interested. A clear consequence of that transfer
failing. It really underscores it. When the passion
the knowledge, the interest. When it isn't successfully
passed down, legacies can just end. You can't
assume they'll want it. You have to actively
nurture that interest and capability. Okay, so
we've got unity, talent, and drive. The third
essential piece you talked about is asset growth,
what you called the uncomfortable math. Yeah,
uncomfortable because it forces a hard look at
the financial realities. Which are? Which are
that dairy farming takes huge capital. And every
time another family member comes back to the
farm, wanting to work, wanting ownership eventually,
that's another household needing financial support
from the business. Another mouth to feed, essentially,
from the farm's profits. Exactly. So without
corresponding strategic growth in the farm's
assets, it's profitability. The basic math just
doesn't work long term. You can't just maintain
the status quo if you're adding more families
to the draw. You have to grow the pie. It seems
straightforward, but easy to ignore in the daily
rush. You have to ask, right? If two kids come
back, how much more net profit do we need just
to keep everyone at the same standard of living?
Precisely. And while that Brazil research linked
bigger scale to more planning. Which makes sense.
It does. But they also made a crucial point.
Scale alone isn't the magic bullet. Oh. The communication,
the strategic planning that goes with that scale,
that's just as critical, maybe more so. Yeah.
You can have a big, efficient farm, but if the
financial structure can't support multiple families
or if there's no plan for future growth, succession
is still going to hit major roadblocks. Okay.
So given all these potential traps, what can
dairy farmers actually do? How do they defuse
this family dairy time bomb? You've got a five
-step action plan. Step one, assess your current
readiness. This is ground zero. You need some
honest self -reflection, maybe even uncomfortable
reflection. Asking the hard questions. Exactly.
Like, do we have a written, up -to -date succession
plan? And has everyone involved actually reviewed
it and agreed to it? Okay. What else? Have we
clearly identified potential successors? And
more importantly, are their current skills and
training genuinely lining up with what the farm
will need in the future, not just what it needs
now? Future needs. Got it. Have we actually sat
down and crunched the numbers? Calculated the
long -term financial needs for every family member
who plans to be involved. The uncomfortable math
again. Yep. And finally, is our current growth
path realistic? Is it actually enough to meet
those future financial needs? And if the answer
to any of those is no... Then your operation
is likely in that danger zone. A no to even one
puts you at significant risk. Experts generally
say a comprehensive plan needs... Well, things
like a three -year and five -year business plan.
Okay. A unanimous shareholder agreement if you're
incorporated. Clear lease agreements if land
is rented. Updated financials, obviously. And
explicit plans for grooming, training, knowledge
transfer. Needs to be on paper, not just in someone's
head. Absolutely. Documented, agreed upon. Okay.
Tangible items. Step two in your plan, develop
financial structures that actually support the
transition. What does that look like practically?
This often needs some creative thinking about
structure, legal, and financial. The Canadian
Bar Association had a good case study. What was
the approach? Splitting the farm into two companies.
One holds the main long -term assets land, big
machinery, often kept by the senior generation
initially. Okay, an asset holding company? Right.
And a second company operates the actual farming
business. It leases the assets from the holding
company. And this operating company is what the
successor generation gradually buys into. Ah,
so they don't have to buy the whole farm outright
at the start. Exactly. It massively eases the
financial burden on them. They don't need that
huge chunk of capital up front. Plus, it gives
the retiring generation a steady income stream
via the lease payments. That's clever. A win
-win, potentially. It can be. The underlying
idea is that sustainable farms push each generation
to learn the skills needed for the future, not
just the past. And the financial structure should
support that forward look. Okay, interesting
structure. Step three sounds simple, but maybe
isn't? Start meaningful family conversations
and start them now. Deceptively simple, absolutely.
That Penn State Extension study, it consistently
found communication is the hardest part of farm
transitions. The biggest hurdle. Often, yes.
And they stress that successful transitions,
especially in complex operations like dairy,
can realistically take five to ten years. Five
to ten years. even when things go well. Even
under the best circumstances, with everyone cooperating.
That timeline alone shows why you need to start
talking now. Urgently. Can't wait until retirement
is looming. Definitely not. The Bullvine actually
had an article on this back in February 24, ensuring
the future. It's stressed starting early, having
open, honest talks about everyone's goals, expectations.
Getting it all out on the table. Yes. Getting
everyone on the same page early minimizes conflict
later. Makes the whole thing smoother. Makes
sense. Can't solve a problem we won't discuss.
Okay, step four. Intentionally develop your successors.
This isn't just sink or swim. No, not at all.
It has to be deliberate. systematic skill development,
mentorship. That Compere article made another
good point here. What's that? Lenders are increasingly
asking about next -gen involvement, about the
transition plan. They see a farm without a clear
succession strategy as a higher long -term risk.
So not having a plan, not developing successors,
could actually hurt your borrowing ability now.
It potentially could, yes. So whether it's formal
ag education, structured on -farm training with
more responsibility over time, external mentors.
Successors need to actively build the skills,
the knowledge, the leadership they'll need. Building
capacity. Exactly. That Agraris Journal study
backed this up too. Early, meaningful participation
by successors is critical for long -term sustainability.
You're investing in them, not just waiting for
them to inherit. Right. A proactive investment.
Okay. Fifth and final step. Get expert help to
test and refine your plan. Don't go it alone.
Absolutely non -negotiable. Succession planning
hits so many complex areas. Legal, financial,
tax, and maybe the trickiest, family dynamics.
All intertwined. Deeply. As Compure advised,
get guidance from pros, ag lawyers, tax advisors
who get farm transitions, business consultants,
your lenders. They all bring a piece. Because
every farm is different. Totally unique. Assets,
debts, family situation. A one -size -fits -all
plan just won't work. Baker Tele Canada listed
all the components. Family dynamics, training,
financial transition, management transition,
legal, taxes. It takes a team. It really does.
A coordinated team to cover all the angles, make
sure the plan is solid, legal, and actually doable.
And we included a table, kind of a timeline.
Yeah, I saw that. Immediate, short -term, long
-term actions. Right. Just to show it's a process.
Yes. A marathon, not a sprint. And you need experienced
guides. Makes perfect sense. You wouldn't do
surgery on your herd yourself. Why try to navigate
the farm's future alone? Now, we've mostly talked
parent to child, but you mentioned alternatives.
Yeah, it's important to remember that's not the
only path. Yeah. Always the best one. That Loveland
Dairy Whip example. Where the kids didn't want
it. Right. They ended up selling to an unrelated
family who wanted to continue the business. The
original owners hoped they'd build their own
tradition there. So a different kind of legacy,
but the business continues. Exactly. And other
models are gaining traction, too. Worker cooperatives,
employee ownership transitions. When there's
no family successor. Right. Or if the family
wants a different outcome. It keeps the farm
going, keeps the employees employed. An Ontario
Ministry of Ag report in 2023 stressed being
flexible, considering a range of scenarios. Finding
the right fit for that specific farm and family.
Precisely. Finding a sustainable path forward,
whatever it looks like. Okay. You also included
a self -assessment tool. How does that work?
Yeah, just a quick way for listeners to kind
of gauge where they stand. High level, but useful.
Five areas. Five key areas. Written planning,
financial preparation, communication systems,
talent development, and contingency planning.
And you rate yourself one to five. Right. One
means lots of work needed. Five means you're
on solid ground. Add up the scores. If you're
below 20 total. Red flag. Yeah, it suggests significant
work is needed to improve your odds of a successful
transition. We had a client once talking about
the challenges. Their main goal, they said, was
just not becoming terminal. They knew they were
profitable now, but not structured to survive
beyond them without a real plan. Wow. Not becoming
terminal. That's blunt. But honest. And that
self -awareness is often the crucial first step.
Puts the stakes in perspective. So we've hit
the challenges, the steps, the alternatives.
But what are the real consequences of doing nothing,
of inaction? Well, those grim stats we started
with, two -thirds failing by Gen 2, over 80 %
by Gen 3, that's just part of it. It's just the
business side. Right. Compure reminded us, unforeseen
stuff happens. Health scares, market crashes.
A plan is a crucial safeguard. But beyond the
money, beyond the farm may be dissolving. The
human cost. the emotional psychological cost
can be devastating. Family relationships already
complex on a farm can be just destroyed. Bitter
legal fights, no communication, the whole legacy
built over generations evaporated, gone. Acrimony
and regret instead of legacy. Exactly. Hopes
and dreams just dissolved. It's incredibly sad
when it happens. It is. A heavy thought, but
vital. So as we wrap this deep dive, what's the
fundamental question every dairy farm family
needs to ask themselves? right now. The core
question, the bottom line is this. Are you actively
building a lasting legacy? Or are you maybe inadvertently
creating a future liability for your loved ones?
Legacy or liability? That's it. Census data shows
a massive amount of farmland changing hands in
the next couple of decades. Huge transfer. Risk
and opportunity. Both. Big risk if you're unprepared.
Huge opportunity if you plan proactively. Penn
State Extension reframed it well. How so? They
said succession planning is really about answering
the question, what happens if the owner is suddenly
unable to run the farm? Illness, accident. Modern
farming is too complex to figure that out after
a crisis hits. You can't wait for the emergency.
No. And you hear from farmers who have successfully
passed it on. They often say it's the hardest
thing they ever did. But also their proudest
achievement and the common thread. None of them
left it to chance. They were all intentional.
They planned. So the takeaway is crystal clear.
Can't put this off. Not at all. The clock is
absolutely ticking on that family dairy time
bomb. The choice to diffuse it through planning,
through communication, or risk letting it detonate.
That choice rests entirely with you and your
family. Okay. And just to quickly recap the absolute
core messages from our discussion today. Right.
First, remember that shocking stat, 83 .5 % don't
make it to Gen 3. often due to poor planning,
family conflict, lack of financial scaling. Okay,
second. True unity isn't about zero conflict.
It's about having structures to handle disagreements,
formal agreements, maybe mediation to stay aligned
on goals. Got it, third. Developing next -gen
talent and drive needs deliberate effort. Skills,
experience, real responsibility. It's not just
inherited. Sustainable asset growth is essential
to support multiple households. This often means
creative financial structures, like separating
assets from operations. And finally? Dairy has
unique challenges. 247. High tech costs. Succession
plans need to be tailored to these realities,
not generic advice. And just to boil it down
even further, the executive summary? Basically.
Dairy faces a huge succession challenge, low
success rates. Despite the complexity and cost
of modern dairy, few have solid plans. Success
hinges on unity, via structure, developing talent,
and ensuring financial scalability. Dairy -specific
demands amplify these needs. Proactive planning,
family meetings, financial restructuring, skill
development is vital to avoid farm collapse.
With massive land transfer coming, the urgency
is immense. Couldn't say it better. So there
you have it. Succession planning isn't some optional
luxury for dairy farm families. It's an absolute
necessity if you want that legacy to continue.
A must do. And with that, we want to leave you
with one final thought, a call to action, really.
What is one specific thing, however small it
seems, that you can commit to doing today about
your farm succession plan? Just one step. Maybe
it's finally scheduling that family meeting you've
been putting off. Maybe it's digging out your
current will or estate plan just to look at it.
Maybe it's doing 15 minutes of online research
about different business structures. Anything
to get the ball rolling. Exactly. Taking that
first step. even if it feels overwhelming, is
often the most critical move. We really hope
this deep dive has given you some valuable insights
and maybe the push you needed to start diffusing
your family dairy time bomb. Thanks for tuning
in to The Deep Dive. Until next time. That wraps
our deep dive into the family dairy time bomb.
Remember, building a lasting dairy legacy isn't
about chance. It's about intention. The clock
is ticking on your family farm's future and the
choice to diffuse that bomb. or let it detonate,
rests entirely with you. If this episode hit
close to home, take one action this week. Schedule
that uncomfortable family meeting you've been
avoiding. Your dairy's future depends on conversations
happening at your kitchen table, not just decisions
made in the barn. For more industry -challenging
insights and practical strategies, visit us at
thebullvine .com, where we're constantly adding
fresh, provocative content to help your operation
thrive. Subscribe to our podcast, follow us on
social media, and join the conversation. Thank
you for joining us for this episode of the Bullvine
Podcast, where we're not just passionate about
dairy farming, we're obsessed with helping you
build a legacy that lasts. Until next time, keep
challenging conventional wisdom and building
something worth passing on.