Our History (page 2)

John Vickers however proved a match for the suppliers and managed to get enough discipline within the Woldmarsh membership to mean that the suppliers had to be put through Woldmarsh if they wanted to trade with the farmer members.

The 60’s and early 70’s saw rapid growth in turnover and membership; however it was not all plain sailing with farmers working well together.
Next we saw Woldgrain set up and this was not easy initially, so after a few years we saw the separation from Woldmarsh and John Vickers stayed as manager whilst David Bryant joined Woldmarsh as manager in 1976 which saw the continuation of growth with members and suppliers.

In 1977 Woldmarsh purchased the district council offices in Cannon Street for a relatively modest sum and moved into the ground floor becoming landlord to the other tenants which also included Woldgrain.

David Bryant’s time as manager saw turnover reach £20 million with improved staffing skills. Although commitment from the members was becoming a problem. However in time this became less of an issue as turnover was growing and buying power had improved.

David Bryant retired in 1998 passing over the reins to Brian Richardson who became the third manager in forty years. In 2000 turnover reached £30 million. This put Woldmarsh in a strong position and meant that suppliers were coming to them rather than the other way round.

In February 2005 Steve Jagger took over from Brian who left to join CWG. During these years we saw rapid growth through enthusiastic members realising that their neighbours were not the threat but the world market. It was the constructive, collaborative attitude which inspired the tag line ‘Together we Grow’ which formed part of the Woldmarsh logo, this has since been changed.

Following Steve’s departure Stuart McKenzie joined Woldmarsh in November 2008 with the brief to examine the structure and operational efficiency of the organisation. To date changes have included increasing the number of staff, reorganising operational responsibility and providing increased facilities, including extending the IT network to ensure a first class service for its members.

Changes to the Board and management structure have allowed re-tasking, encouraging a more pro-active rather than reactive approach to external factors. The move from Cannon Street House to Agriculture House on the outskirts of Louth has led to an improved and far superior working environment.

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