Joe Briggs, Coleambally.
Ten years on, the Australian Agribusiness Leadership Program (AALP) is being recognised for changing how leadership is understood and practised across one of Australia’s most vital industries, a new impact report shows.
Established by the Australian Rural Leadership Foundation (ARLF), the program set out to tackle a major gap – siloed thinking across the agribusiness value chain and a lack of leadership development that connected people beyond their own organisations.
“There were a number of leadership opportunities in the broader agribusiness sector, but none bringing together people from diverse places and backgrounds and exposing them to one shared experience,” explains ARLF Chief Executive Matt Linnegar. “The sector needed something different; an opportunity for people to connect, think critically and lead across all parts of the agribusiness chain.
“That’s why the Australian Agribusiness Leadership Program (AALP) was created. It was never just about the individual. It was about strengthening the whole system through relationships, insight and influence. Since then, the program has built lasting cross-sector networks. It’s helped people lead not by title, but through action, working across organisations, industries and perspectives to tackle the challenges that matter.”
The program, the first of its kind, has since supported 168 participants from every state and territory and built lasting networks across the agribusiness sector. Congratulations to the tenth cohort of 27 participants who graduated this month.
To date, 42 funding partners have invested in the AALP, contributing approximately $2.3 million to build collective leadership in agribusiness. This year’s scholarship partners include Nutrien Ag Solutions, Fletcher International Export Pty Ltd, Elders Limited, AgriFutures Australia, Nufarm Australia Limited, Australian Meat Processor Corporation Ltd, Greenham, Syngenta, Australian Eggs Ltd, Woolworths Ltd, The Casino Food Co-op, Consolidated Pastoral Company, Australian Lot Feeders Association and ANZ and Westpac banks.
The impact report produced by the ARLF found the program has since become a cornerstone in leadership development for companies like Nufarm and Syngenta, fostering inclusive cultures and sector-wide thinking.
“People come back more confident, more self-aware, and they know they’ve got something to offer, not just inside the business, but across the sector,” says Peter O’Keeffe, Commercial General Manager at Nufarm. “Years later, they’re still saying it’s the best thing they’ve done. That’s why we keep investing, year after year.”
For Syngenta’s Head of HR Carinne McRae, who completed the program herself, it’s about growing people who can contribute to the sector as a whole. She believes AALP delivers more than just skills, it builds mindset.
“I’ve seen definite growth. I’ve seen a greater vulnerability when they come out and more curiosity about what they could do differently.”
The impact report highlights four core outcomes of the program:
- Transformational leadership development
- Deep and lasting peer connections
- Value of immersive, challenge-based learning
- Increased adaptability across the industry
Participants report increased confidence, stronger behavioural intelligence, and a clearer sense of purpose. Many step into leadership not through a job title, but by building up others and influencing change within their teams, businesses and communities
“Leadership is about building people up intentionally, not just focusing on the work in front of you. It’s about helping others grow, even if their next step takes them outside your organisation,” says Wayne Collier, AALP alum and LiveCorp CEO.
Others, like Brett Hofman from Syngenta, say the program helped them shift from technical operator to people-centred leadership.
“Helping others shift from being technical operators to understanding how they can lead. That’s the kind of leadership I try to model now. It’s about showing people their influence goes beyond just doing the job well.”
Participants describe the first week of the program – held in a range of settings and designed to stretch them beyond their comfort zone – as transformative. It’s physically and emotionally demanding, but a turning point for personal growth.
“Thrown into the wilderness… taught me a lot about myself,” said Simon Thurbin from Westpac. “My experience changed how I handle risk, and that’s led to different business decisions, some of which surprised even me.”
NSW Riverina cotton farmer Joe Briggs says the experience changed how he sees leadership.
“Before AALP, I thought you had to have the title to be a leader. Turns out, you just need the courage to step up when it matters.”
As the agribusiness sector faces global disruption, workforce shifts and sustainability pressures, the AALP is evolving to meet new needs, expanding its alumni networks, embracing diversity, and growing the next wave of changemakers.
Carinne McRae sees the AALP playing a vital role in supporting the generational shift in leadership, helping participants bridge differences and lead with empathy.
“This is the first time we’ve had five generations working at the same time. They’ve all got very different perspectives. We need to adapt our ways of working to manage and respect that.”
Nufarm’s Peter O’Keeffe adds: “There’s a whole group of capable people out there who don’t even realise they’re the ones we need. We have to find them and give them opportunities like this program
