The NFU (National Farmers Union) very much promoted co-operatives in the beginning.

Woldmarsh was formed in 1961 around Henry Sharpley's kitchen table. Louth Trading Group had been running for a short time and discussions took place with Beelsby Viners to investigate whether the two groups could work together and justify employing a full time secretary. Originally both groups had been set up to finance static viners to produce peas for Bird's Eye. As the first tractor-drawn Viners came along the companies looked to develop as trading operations.

This was the time when the National Farmers Union was very much promoting co-operation amongst farmers and the setting up of buying and marketing groups to strengthen individual farmers' negotiating position, Most of the successful  co-operatives that are still trading were formed between 1959 and 1961.

Getting agreement for the two groups to join together was not straightforward. At an early stage it was agreed that the trading company should act as a principle in purchasing to enable it to guarantee payment to suppliers and thus improve its position. Whilst all those involved had a common purpose, to save money, they were not happy to guarantee each others debt.

A great strength of Woldmarsh came out of these discussions as it was felt that the company would operate centrally for purchasing. Further to this, each group elects a Director to represent them on the board. It was also felt that no group of Directors should become too powerful and that they would serve a 3-year term only.

Once an agreement and name had been reached, John Vickers joined from the local NFU as manager and the first office was in Newmarket, Louth.

From 1961 to 1962 the membership expanded joining egg trading and packing groups which meant other groups had to be formed. At this stage there were concerns over the rules of the company not being as co-operative minded as they would have liked. 

The Directors were very hands on, inviting new suppliers to the Board meetings and agreeing terms for the coming year with them. Initially the trade wanted Woldmarsh to fail but in the end worked around them wherever possible. 

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 £30million. 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 is now part of the Woldmarsh logo. 

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.