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Five generations strong: Putting success into farm succession

Hilton Ventures has grown by leaps and bounds but the greatest accomplishment is bringing in the next generation

Bringing in the next generation isn’t easy but it’s been a focus for the Hilton family. From left, Sterling, Dane, Reid, Lynne and Spencer Hilton (pictured in the early fall when snow held up combining).

By virtually any measure, the Hilton family is successful.

Over the past three decades, the family has expanded its Strathmore, Alta.-area operation from just over 2,800 acres to around 13,000, diversified crop production, and started a successful malting and brewing company that complements the core farm business. As well, family members have taken leadership roles in farm groups and are strong advocates in areas such as soil conservation and farm management.

But they would tell you what gives them the most pride is their farm succession plan — the one that brought young people back home. It has anchored their business and brought a fifth generation of partners and managers to the core group.

“We realized if we didn’t figure out a way to bring in new talent, it would go elsewhere,” said Spencer Hilton. “This generation does not have the philosophy of ‘Come back and we’ll figure it out.’ We need to figure out what is good for young people, and shorten the timeline to integrate them.”

Spencer and wife Lynne became full partners with his parents several decades ago, with Sterling (who is 15 years younger than Spencer) and his wife Lianna joining in the late ’90s. Most recently Spencer and Lynne’s son Dane joined the partnership and their younger son Reid is working towards partnership as well.

The Hiltons will be the first to tell you that they have had good fortune in this journey, that some things just fell into place. But while you have to be lucky to be good, you have to be good to be lucky.

Looking back, the family identifies six key factors.

A living plan

“The first thing we did was to get some good outside help,” said Spencer. “We soon realized this is a living document, that looking forward generationally really never stops. You need something that you can say to young people, ‘If you choose this path we’ll be ready.’”

Dane is quick to add, “At the same time it’s important to note that just because you are a Hilton you don’t get to come back automatically. It’s a big business but you have to bring some skills to become a shareholder. You have to bring value, make a more efficient and better company.

“And not everybody wants to be a machine operator. That thinking is part of our next generation of family opportunity.”

Reid finds this invigorating.

“It’s good to see we are more than going back and forth in the field,” he said. “I hope that in 10 or 20 years, the older generation will look back and say these young people have done a good job.”

Clear management structure

The second thing was to establish clear management roles and responsibilities — and not to restrict someone’s role because of their gender.

“We recognized the role of women and involved them,” said Spencer. “Lynne and Lianna are a key part of our management team with equal say. Agriculture has been tough on gender discrimination, but that is changing and we were glad to be part of it.”

Roles revolve around both individual skills and training. Spencer and Lynne both have agronomy training. Sterling trained in the financial field; accounting, planning and farm management. Dane worked in the oilpatch, gaining experience in managing crews and heavy machinery. Lianna works in the medical field. Reid is a pilot.

Focus on communication

Communication is a huge hurdle for a multi-family business, and so the family takes a structured approach.

“It takes a lot of discipline to have communications as family business partners,” said Dane. “When we go through a busy time, we know we don’t have as much as we should.

“Having a farm office really helps and setting hours (when) we are expected to show up. An office is better for business, dealing with suppliers or an employee discussion.

“We have daily morning meetings that run anywhere from 10 minutes to two hours. Then we have a more formal monthly meeting to update the entire team. Part of our role as managers is to keep people informed. A secretary is assigned to take meeting notes and action items reviewed next meeting.”

Capturing opportunity

A big part of business success is handling change.

“We have had a mindset of being prepared to capture and make good use of marketing opportunities and that has been a big part of our success,” said Sterling. “When the Canadian Wheat Board was dismantled, we were so fortunate to have had a good reputation in the malt barley sector.”

Rahr Malting introduced the Hiltons to Tony and Carissa McGee, owners of Lagunitas Brewing of Petumla, California (which became one of the largest U.S. craft brewers and is now owned by Heineken).

“Tony’s vision was linking their beer drinkers to selected farms in Alberta and Saskatchewan, and we became part of the group to supply that need,” said Sterling. “That was one of the first deals right after the board and we captured it well.”

Relationships with landlords

Hilton land management has always been a source of pride, but today is a big part of the farm brand and a major reason they are able to expand.

It’s a world of more rented acres, said Sterling.

“In the old ag world, you expanded when you could buy more land. Today people are less willing to sell because they see farmland as a good investment. If you are going to expand now, it is through rented acres.”

“In 1989, we only had 100 acres rented,” noted Spencer. “Now we are closer to half. We went from farming within a seven-mile radius to farming 13,000 acres across almost 100 miles. The rewarding thing is that most of the farm rental opportunities came to us because of (our) farming reputation.”

The family treats rented land the same as its own acres, added Dane.

“We do proper rotations, use good agronomic practices,” he said.

Open up the farm

One of the biggest impacts the Hilton farm has had is by opening up their farm to others.

“Never before has our farm had the opportunity to be so close to the end-user, and that’s fantastic,” said Spencer. “However, never before has the population been so far removed from the family farm.

“One of the biggest threats is misinformation. We are losing tools such as seed treatments which we do not have alternatives for. As farmers we know all the crop protection products we use are fully registered and regulated through Canada’s Pest Management Regulatory Agency, one of the most stringent agencies of its kind in the world.

“We have a good story to tell, but we maybe are not telling it as well as we need to.”

One major benefit of having young people coming back to the farm is they share values with other young people who aren’t farmers, said Lynne.

“We are all consumers, and young farmers can assure the public and young people out there that the food they are buying is of excellent homegrown value,” she said.

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