Dairy Chief Executive Officer (CEO) Job Description

This Dairy Chief Executive Officer (CEO) job description sets out the main duties, qualifications, skills and measures of success for the role, which is also known as Managing Director, Chief Executive, President or Group Managing Director. Download it free as a Word or PDF template and adapt it for your own vacancy.

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Job title	Dairy Chief Executive Officer (CEO)
Also known as	Managing Director, Chief Executive, President, Group Managing Director
Department	Dairy leadership and board
Reports to	Board (in a co-operative, the Board elected by farmer members)
Direct reports	Chief Operating Officer, Chief Financial Officer, Commercial Director, HR Director and other members of the executive team

What does a Dairy Chief Executive Officer (CEO) do?

Leads the whole dairy business and delivers the strategy agreed with the Board, whether the business is a company or a farmer-owned co-operative. Balances a secure, competitive milk supply with profitable growth, safe operations, food safety and long-term investment. Acts as the main link between the Board, the executive team, farmer suppliers or members, customers and other stakeholders.

Dairy Chief Executive Officer (CEO) duties and responsibilities

Strategy and Board relations

Develop the business strategy and long-term plan with the executive team and present it to the Board for approval
Deliver the strategy and annual plan agreed by the Board, and report progress openly and on time
Give the Board the timely, accurate information it needs to make decisions and oversee performance
Work with the Chair to plan Board agendas and prepare major decisions
Act within the authority the Board delegates and meet the duties of a director where appointed to the Board
Recommend capital allocation, acquisitions, partnerships and disposals for Board decision

Milk supply and farmer relations

Secure a reliable milk supply of the right volume, quality and seasonality to match plant capacity and demand
Oversee milk pricing and supply terms so they are fair, transparent and sustainable for the business and its farmers
Build trust with farmer suppliers or members through regular, open communication on performance and milk price
Uphold the co-operative's rules and principles and support member democracy where the business is a co-operative
Support farmers to improve milk quality, animal welfare and on-farm sustainability

Commercial performance and growth

Set the direction for the product portfolio, balancing butter, powders and cheese with higher-value products
Lead relationships with major retail, food-service, ingredients and export customers
Steer the business through commodity price cycles and protect margins and cash
Identify growth through new markets, products, partnerships and acquisitions

Operations, safety and food safety

Lead a culture where the health and safety of employees, contractors and visitors comes first
Ensure food safety and quality systems protect consumers, customers and the reputation of the business
Oversee plant capacity, utilisation and the capital investment programme
Lead the response to serious incidents, product recalls and other crises

Sustainability, compliance and stakeholders

Set and deliver targets for emissions, water use, waste and animal welfare across the supply chain
Ensure the business complies with company and co-operative law, competition law and food safety regulation
Represent the business with regulators, industry bodies, communities and the media
Report sustainability performance to the Board, members, customers and lenders

Leadership and culture

Build, lead and develop a capable executive team
Set objectives for executives and recommend their pay to the remuneration committee
Shape a culture of safety, integrity, accountability and continuous improvement
Plan succession for senior roles with the nomination committee

Dairy Chief Executive Officer (CEO) qualifications and experience

Essential

Proven record as a chief executive, managing director or divisional leader of a substantial business
Senior leadership experience in dairy, food manufacturing, agribusiness or a related consumer goods sector
Track record of delivering strategy, growth and better financial performance
Experience of working with and reporting to a Board
Strong understanding of commodity markets and how they affect margins and milk prices
Experience of leading large, multi-site workforces with a strong safety culture

Desirable

Experience of leading a farmer-owned co-operative or working closely with farmer members
Degree in business, agriculture, food science, engineering or a related field, or an MBA
Experience of international trade and export markets
Experience of mergers, acquisitions or major capital projects

Skills and attributes

Strategic thinking and sound judgement
Clear communication with Boards, farmers, employees and customers
Financial and commercial acumen
Building trust and handling difficult relationships
Decision making in volatile markets
Leading change
Integrity and resilience

How success is measured

Profit, cash flow and return on capital against plan
Competitiveness of the milk price paid to farmers against the market
Milk supply volume, quality and supplier or member retention
Lost-time injuries and serious safety incidents
Food safety outcomes, customer complaints and audit results
Progress against emissions, water and animal welfare targets

Working conditions and safety

Based at head office with regular travel to sites, farms, customers and international markets. Attends Board meetings, member meetings and industry events, some of them outside normal working hours.

Lead by example on health, safety, food safety and animal welfare
Uphold the code of conduct and all legal and compliance requirements
Raise concerns and report incidents promptly

Dairy Chief Executive Officer (CEO) interview questions

Use these questions to assess candidates for a Dairy Chief Executive Officer (CEO) role. Each one includes what a good answer shows.

How would you balance paying farmers a competitive milk price with investing in the business and protecting profit?
What a good answer shows: Understands the trade-off, links milk price to product returns and cash, and explains choices openly to the Board and farmers.
How should a dairy business shape its product mix to cope with swings in butter, powder and cheese prices?
What a good answer shows: Weighs commodity against value-added products, uses flexible plant and contracts, and protects margin across the price cycle.
What makes a strong working relationship between a chief executive and a Board, and where does the line sit?
What a good answer shows: Respects Board decisions and oversight, gives full and timely information, and keeps day-to-day management with the executive team.
How would you decide whether to invest in new plant capacity when growth in milk supply is uncertain?
What a good answer shows: Tests supply and demand scenarios, considers phased or shared options, and links the investment to strategy and return.
Farmer members are angry about a milk price cut and some threaten to leave. What do you do in the first month?
What a good answer shows: Listens openly, explains the market reasons with facts, agrees options with the Board, and keeps communication regular and honest.
A major retail customer threatens to move its business unless you cut prices. How do you respond?
What a good answer shows: Understands the account's true value, explores options beyond price, involves the Board if material, and avoids loss-making deals.
How would you lead the response to a serious food safety incident that may need a product recall?
What a good answer shows: Puts consumer safety first, acts fast, informs regulators and the Board, communicates honestly and fixes the root cause.
How do you make sure safety is a genuine priority across farms, plants and transport, not just a slogan?
What a good answer shows: Leads visibly, sets clear standards, reviews serious incidents personally, recognises safe behaviour and invests in removing hazards.
How have you built and developed an executive team, and what do you do when someone is not performing?
What a good answer shows: Sets clear expectations, coaches and supports, acts fairly but firmly on underperformance, and plans succession for key roles.
How would you lead culture change in a long-established business with strong traditions?
What a good answer shows: Respects what works, explains the case for change, involves people early and models the behaviours expected.

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Frequently asked questions

What does a Dairy Chief Executive Officer (CEO) do?

What qualifications does a Dairy Chief Executive Officer (CEO) need?

Employers usually look for: proven record as a chief executive, managing director or divisional leader of a substantial business; senior leadership experience in dairy, food manufacturing, agribusiness or a related consumer goods sector; track record of delivering strategy, growth and better financial performance.

Who does a Dairy Chief Executive Officer (CEO) report to?

A Dairy Chief Executive Officer (CEO) usually reports to the Board (in a co-operative, the Board elected by farmer members). Direct reports typically include chief Operating Officer, Chief Financial Officer, Commercial Director, HR Director and other members of the executive team.

Can I use this Dairy Chief Executive Officer (CEO) job description for my own vacancy?

Yes. Download the free Word template, add your location, contract and salary details, and adapt the duties to your site. You can then advertise the role on Dairy Jobs.