4.1 Reasons to Join Us at Cultivate’26 and Grow Your Business
In July, we’re not just celebrating America’s 250th, but also the 26th Annual Cultivate! We look forward to seeing you July 11-14th at Cultivate’26 in Columbus, Ohio: the Green Industry event offering countless opportunities to grow your business and enhance your career. We will be there with FOUR in-person educational sessions on extremely timely industry topics such as talent acquisition, human resources, building value in your business, succession and exit planning, and more that you will not want to miss. Get educated and up to speed in these sessions. SUNDAY, JULY 12th Beyond Sweat Equity: Compounding Growth in Your Business 9:45 AM ET • Room A110 Speakers: Chris Cimaglio & Ken Lane Your business is likely your family’s greatest asset and wealth builder. With 75% of owners planning to exit within the next 10 years and buyers becoming increasingly selective, only 20-30% of businesses will successfully transfer ownership. Will there be a return on all of your years of blood, sweat, and tears? Now is the time for you to work ON your business, not just IN it. This session reveals the critical drivers for compounded growth and how to prioritize them in your business. You’ll discover proven strategies to enhance value today while preparing for tomorrow’s opportunities. You’ll take away leading practices and strategies for consistent growth, as well as the 8 drivers of company value most important to potential buyers. These value-building techniques strengthen your business now and position it to successfully transition, ensuring you capture maximum value when the time comes. MONDAY, JULY 13th Costly People Risks Most Business Leaders Miss: And Could Shutter Your Business 9:00 AM ET • Union Station Ballroom C Speaker: Michael Maggiotto, Jr. SHRM-SCP Business leaders in horticulture are amazing at growing and caring for their crops, possess exceptional product knowledge, and generally do a terrific job leading operations. Unfortunately, there are many people risks to their business, regardless of size, that leaders are just unaware of or don’t know the impact they have on their business. Many of them can shutter your business if left unresolved and uncovered in a government audit. This session will reveal: Some of the very significant and costly errors that happen right in our own industry The do’s and don’ts in key areas of human capital management that can lead to some of the highest costs Some of the hefty price tags are associated with the errors. What can you do to protect your business from these costly errors? Come to the session and find out! Rooted In Health & Wellness (Panel Discussion) 4:00 PM ET • Room A113 Moderated by Todd Downing with Panelists Broch Martindale and Jake Scott Employee health and wellness at work requires more than fitness perks and free snacks. From emotional resilience to financial security, learn how the various aspects of wellness shape how employees show up at work and how their well-being connects to the bottom line. It takes companies and employees working in unison to promote an overall mental and physical health atmosphere. Wellness is a retention, professional development, and growth strategy for a company. When the right programs and coping skills are put into action, it will lead to comforting magic words we all want to hear and say – “I love my job!” TUESDAY, JULY 14th Before the Storm: Common Sense Business Continuity Planning for Horticulture Business Owners [Extended Session] 10:30 AM ET • Room A113 Speakers: Chris Cimaglio & Ken Lane Disaster planning for weather events and infrastructure failure is just common sense. What many business continuity plans lack is practical recommendations for when the owner isn’t available to lead. An owner’s death or disability can lead to business failure, with repercussions for family, employees, and customers. If something happened tomorrow, would your team know how to keep operations running? Would your family know who to call and what decisions to make? This high-impact, extended session offers a framework for “keeping the lights on during a storm.” You’ll learn why smart continuity planning is essential not just for natural disasters, but for the 5Ds: Death, Disability, Divorce, Disagreement, and Distress that can derail your life’s work. You’ll walk away with: A ready-to-use Business Continuity Instructions Worksheet Strategies for both short-term crisis response and long-term business stability Immediate steps to safeguard your business and employees and protect your family’s future. A “plus” reason to attend— Connect with The BEST Team in person at Cultivate’26! Their focus will be on making themselves available to meet with leaders who want to discuss their company’s executive hiring, succession planning, and restructuring and turnaround needs. With decades of experience in corporate management, sales, marketing, human resources, exit planning, and business advisory, BEST specializes in talent acquisition and management consulting for the horticulture industry. If you represent a company that needs executive hiring, restructuring, or succession planning, please schedule a meeting with us anytime during the show. Contact us today, and may you have a great Cultivate’26! View or Download Our Best Overview to learn more about the BEST Human Capital & Advisory Group and why there is a better way! We look forward to seeing you in Columbus at Cultivate’26!
Thanks For Joining Us at GAMA Expo 2026 to Level Up Your Game!
Are you ready to LEVEL UP YOUR GAME? BEST Human Capital & Advisory Group was at at the GAMA Expo March 1-6, 2026, in Louisville, KY. During the tradeshow (open to GAMA Tabletop Games Association members only), Chris Cimaglio, Managing Partner, and Michael Maggiotto Jr., Director of Human Resource Solutions, presented 5 educational sessions designed to help Tabletop Games business leaders across all membership categories improve their businesses. Do you have the right people in the right places in your business? Are you concerned with building and keeping your bench for today and tomorrow? Has the current business environment left you struggling to build value and leverage it to grow your business? Do you know just how costly people risks are to your business? Are you concerned about exiting your business to either launch another venture or transition into retirement? Today’s business environment has been especially challenging for the Tabletop Games industry sector. Identifying ways to build value in your business, preparing for succession or exit, retaining your hard-earned revenue, and attracting and retaining top talent are just a few of the topics covered during BEST’s presentations: Value Acceleration: Maximizing Your Business Value Sunday, March 1, 2026 Speaker: Chris Cimaglio, CEPA®, Cert. Value Builder™, AVG, Managing Partner & Co-Founder With most businesses unprepared for succession, only 20% will successfully transfer ownership. We learned how to build value, reduce dependency on owners, and apply key strategies buyers prioritize. Whether you’re planning to exit soon or in the future, this session helps you prepare for a strong, scalable future. Costly People Risks that Most Business Leaders Miss Monday, March 2, 2026 Speaker: Michael Maggiotto Jr, SHRM-SCP, Director of Human Resource Solutions Running a tabletop business comes with hidden people risks – from hiring missteps to compliance issues – that can lead to costly consequences. This session highlighted common industry errors, shared real-world examples, and offered practical guidance to help protect your business and avoid legal or financial pitfalls. Overcoming Compliance Risks to Source and Hire Top Talent Monday, March 2, 2026 Speaker: Michael Maggiotto Jr, SHRM-SCP, Director of Human Resource Solutions Finding the right talent at the right time is tough in a tight labor Market. This session explored how building a diverse workforce can unlock new potential. Learn fresh strategies, discover useful hiring resources, and rethink your approach to recruiting to attract high-quality candidates and build a stronger team. Attract, Retain, and Motivate Top Talent through Compensation Design March 2, 2026 Speaker: Michael Maggiotto Jr, SHRM-SCP, Director of Human Resource Solutions Compensation is evolving fast, and understanding how to design effective pay structures is key to attracting and retaining top talent. This session offered a high-level look at compensation strategy, creative options beyond salary, and practical tips for staying competitive – without overspending. Learn how to hire smart on a lean budget. Succession & Exit Planning: What is Your End Game? March 2, 2026 Speaker: Chris Cimaglio, CEPA®, Cert. Value Builder™, AVG, Managing Partner & Co-Founder Most business owners lack a clear exit plan – yet succession planning is critical. This session explored how to prepare personally, financially, and operationally for a successful transition. Learn valuation basics, continuity strategies, and how to protect your legacy while maximizing value, whether selling or passing the business on. As a Production Category member of GAMA, with a presence on several committees, BEST Human Capital & Advisory Group specializes in the Tabletop Gaming industry through Strategic Human Resources Consulting, Business Advisory, and Executive Search services. We are BEST positioned to help your business attract and retain talent, execute your strategic plans, and drive future growth. While many business leaders are growing their businesses, more are ready to retire but may not have a succession or exit plan in place to care for their people and ensure a smooth transition. Led by Chris Cimaglio, CEPA® and Managing Partner, BEST PivotPoint’s Succession & Exit Planning service may be the right solution for you. According to Chris, “an Exit Planning Institute report found that over 75% of business owners who have sold their business profoundly regret it within a year after the sale. So, leadership succession and exit planning need to consider both the transactional and emotional aspects of leaving your business.” Whether your business is growing, stable, or even distressed, if you have people challenges like all businesses do, you require people strategies to overcome these challenges, or are ready to learn more about Exit Planning, connect with BEST in 2026! If you represent a company that needs executive hiring, restructuring, or succession planning, please schedule a meeting with us. Contact us today, or Download our Best Overview to learn more about the BEST Human Capital & Advisory Group and why there is a better way!
The Benefits of Improving Transparency in Hiring
Like all other aspects of business, hiring and recruitment continue to evolve faster and faster. Implementing AI, such as in the hiring process, will increase the efficiency of the process itself. There are hiring changes that are not technologically based occurring that, when properly applied, are proving to have a positive impact on attracting talent, increasing the retention of new hires, and helping companies become a preferred place for careers. At the top of this evolution in hiring is one simple yet too often ignored approach – transparency! What are the Benefits of a Transparent Recruitment Process? Companies that provide candidates with a fully transparent interview process find that over time, they attract better quality talent, increase offer acceptance rates, get new hires up to productivity faster, improve long-term retention rates, and create a stronger employer brand in their community and industry. All the benefits of transparency and authenticity are intertwined. Top talent candidates who experience transparency in the interview process from the beginning are more likely to stay engaged throughout the entire process. Due to the transparency of compensation and trust developed with candidates, offer acceptance increased. Candidates can make decisions on their compensation offer well ahead of the actual offer letter and are more likely to be flexible on their compensation expectations due to developing a trusting relationship. Once on board and with a thorough training plan, the new hires reach productivity levels faster and often exceed them. Perhaps most importantly, long-term retention rates increase, especially when coupled with a Training & Development program that was shared with them during interviews. Over time, professionals in a company’s community or within the industry hear of the positive culture, strengthening the overall employer brand. How to Implement Hiring Transparency: Transparency Begins Before the Interview Develop job descriptions that accurately reflect the role’s responsibilities and, more importantly, define metrics of success in the role. Job descriptions with a vast number of responsibilities will leave candidates wondering just what the role’s real priorities are, and they may not even bother to apply. Keep responsibilities reasonable and in a prioritized manner. Defining three specific and realistic key performance indicator (KPI) metrics is incredibly helpful to a candidate’s understanding of the role’s mission. It is a core component to increasing productivity once on board. What is a realistic KPI? An effective way to set a realistic KPI is to ask yourself: if the candidate does not achieve the KPI in one year, will I have to fire them? This may sound harsh, but it does result in companies setting KPIs that are realistic, thus influencing positive long-term retention. Help Candidates Prepare to be Their Best Communicate interview timelines, including all the interview steps. Doing so prevents candidates from leaving the process out of frustration. Change is constant, and these timelines can often get derailed due to other business priorities and scheduling conflicts, but communicating any changes immediately develops the candidate’s trust. Provide candidates with company information, an accurate overview of the culture, the names and titles of the interviewers, the type of interview questions the company asks, whether a behavioral assessment tool is utilized, and whether they will be required to present to the hiring committee. Candidates are equally responsible for a successful hiring process. However, providing details does not mean doing the candidate’s job of conducting thorough follow-up research on these details! A Conversation, Not an Inquisition Once candidate conversations begin, transparency is increased by having just that – a conversation. Included in this is realizing that no company is perfect, thus, be prepared to be authentic and share with candidates where the company is challenged and what about the role will not be a bed of roses for any candidate. Be prepared to share the onboarding process and exactly how your company invests in further professional training in their teams. Scripted questions lead to sterile conversation and scripted answers by candidates. We learn so much more about a candidate’s behaviors during a conversation rather than a scripted dialogue, as they are more at ease and able to be themselves as opposed to someone they think you want them to be. Timely & Quality Follow-up Providing quality feedback within 48 hours to a candidate in a timely manner may be the best transparency a company can practice. High-quality candidates will stay engaged with the hiring process to the offer end. Top talent that doesn’t receive thorough, timely feedback will exit the process to focus on other job opportunities. Thorough feedback includes sharing how many candidates are in process. This is a critical transparency step. Please do not tell candidates the age-old HR line that we are interviewing several other candidates and will get back to you, especially if you are not. Be transparent – is it one? Is it 5? Or are there no more candidates? Sharing quality feedback to candidates being turned down will help candidates grow professionally and leave a positive impression of your company with them for the future. This is an important way to build a positive company brand image in the community and industry. Transparency in Compensation and Benefits Gone are the days when compensation decisions were made based on salary history; 22 states plus 23 localities and counting have passed legislation banning employers from asking candidates for this information or basing hiring on the candidate’s current compensation. Hiring managers: please do not ask this question any longer. Transparency of compensation and benefits begins with their inclusion in the job description and extends through the final offer. This requires companies to invest time and resources to identify fair and accurate compensation for the role, industry, and geographic location. When setting the compensation range, be clear on what the absolute max is and what the absolute minimum is. Many great candidates are now passing over job descriptions that do not share this. Discuss the compensation range from the first interview and share benefit details. You are building trust and increasing efficiency by eliminating candidates who are over your
Who Wants to Be a Leader?
Do you have a specific career vision of becoming a company leader in the horticulture industry someday? Are you working on adding professional skill sets to enable you to take on C-level or leadership-level roles? As a company, have you invested in a definitive training and development program aimed at developing your next leaders? There is a leadership void in the horticultural industry that will critically need more leaders now and progressively into the future. The number of retirements occurring in the green industry is staggering. Did you know there are over 100 owners of green industry companies retiring soon who have no clear leader to succeed them? Per the USDA, in 2024, the average age of all agricultural producers is 58.1 years, and those over age 65 constitute 40% of the total. As an industry, we endured a period with historically low numbers of students and professionals interested in pursuing a green industry career. This period has created a talent gap in the upcoming generations, especially Gen X. The small number of professionals in this group are talented and knowledgeable. Still, it is merely a matter of supply and demand. There are not enough leaders to take over, and not enough professionals have been provided leadership training. Throughout every sector, demographic, and role in the green industry, there are fewer individuals who have a specific desire and career focus to lead a company. Compare this to the financial or software sectors, where a high volume of professionals have an early passion and focus on driving their careers to the top leadership roles in their industry. It is surprising how small the number of professionals in our industry is who are adequately prepared or willing to be a leader in their company. A dynamic affecting this is the sheer number of family-held companies where leadership has traditionally been passed to second or third generations. While this is admirable, it has also tempered the career aspirations of those not part of the family. We are now at a tipping point where there are fewer generations to pass leadership roles to, causing new and challenging exit planning options for the current leaders. A Mutual Effort Question: How do we address this predicament? Answer: From the mutual effort of individuals and companies. Encourage students and early career professionals to dream big and envision being a company leader. Leadership is not for everyone, provided all the responsibilities and challenges that come with it. However, we need more professionals who genuinely want to take on significant leadership roles with a company. Ask yourself— Have you allowed yourself to dream about this type of role? To have more leaders, we need more professionals who desire to take on a role of this level. With that desire comes the awareness that one must embrace continual learning with curiosity and accept certain sacrifices required to drive one’s career to a top leadership level. This could include putting in longer hours, the ability to relocate, and volunteering to take on new tasks or help in other departments when they are shorthanded. Professionals open to relocating for roles will indeed advance their careers faster! Academically, technical knowledge of plant science-related academia is essential. Yet infusing business knowledge is equally, if not more, important in developing future leaders. We have many excellent educational institutions producing knowledgeable students. Increasing the focus of these academic programs on developing leadership with curricula geared to business and management will provide a business base and inspire more students to do so. For example, we rightly celebrate our grower interns, but we should also celebrate those doing horticulture industry internships in sales, marketing, accounting, or human resources. Have a Plan If you want to lead a company, division, or department someday, identify within yourself the knowledge and skill sets needed to get there. Proactively take charge of gaining the knowledge and experience you lack rather than relying on others. There is just as much onus on companies to be a part of increased leadership development. This does require an investment in both money and time to be successful. Begin to balance your team’s professional development budget with your automation budget. No matter how automized, it still takes strong professionals leading from the front for a company to realize success. Many assessment tools, such as CliftonStrengths, DISC, and Myers-Briggs, are available to help a company identify individuals with future leadership behaviors. These tools will help craft a career plan to infuse them with the skill sets needed to be strong leaders. Does your company have career development planning that includes rotating top talent through different departments or functions? Companies that rotate talent through various departments produce the strongest leadership pipeline. At the very least, does the company invest in continual education or training programs focused on improving communication, soft skills, sales, marketing, financial, operations, or supply chain knowledge? Encourage and support these professionals to become active within the industry via associations, seminars, or other educational and networking events. Don’t be afraid of losing this talent to industry exposure. Several leadership programs have been developed specifically for our industry, such as Dr. Charlie Hall’s Texas A&M EAGL program and the HRI Leadership Academy. Professionals who know their company invests fully in their employee’s growth are much less likely to leave. Employees feeling stifled in their development will leap at the opportunity for growth elsewhere. Investing in the Future No company has an endless budget, but a company can apply strategies that do not require a monetary investment, such as transparency in your business and delegation of responsibilities. Openness with your employees about all facets of the business directly correlates to increasing their professional growth. For example, companies applying the “Great Game of Business” approach to transparency have more engaged, business savvy, and motivated employees concerning their career progression. Pairing high-potential employees with positive mentors will also benefit the mentors themselves by increasing organizational talent strength. Encourage delegating responsibilities and not micro-managing those who are assigned tasks. This must
How Do You Know When It’s Time for a Career Change?
While professional development is viewed differently by everyone and is often driven by a person’s behaviors, the vast majority of people do want to experience continual growth in their careers. A primary rule of thumb is that no matter what this growth looks like, it is important to be going towards something and not running away from something. There are many other factors to think about as you determine what career growth may be for you. Does your company proactively invest with you in planning your professional growth? Do they actively invest in you earning certifications and being active in industry associations or professional peer development groups? Timing – everyone is on a different career time clock, and one’s stage of life influences this. What does your timing for professional growth look like now and in 5 or 10 years? Is it the job itself? What responsibilities would you change or add to feel you are growing professionally? Is it the company? Somewhere, somehow, the cultural fit became misaligned. You can envision being happy in your current role but find growth coming from being in a different culture, a different product or service line, a different market focus, or even a different industry. Is it you? People change, and that’s OK! Even the most committed professionals will, on average, find themselves in 3 different careers during their lifetime. Here are specific indicators that it may be time for a career change. The body, mind, and spirit will be talking to you. Are you constantly tired? Is your body having physical reactions that are stress-related? Is it hard to concentrate? Do you dread Mondays? Even when you have great energy, are you just not enthused about being at work? Is your job negatively affecting your confidence and self-esteem? Do you second-guess decisions? Do you find it difficult to make a decision? Are you only staying because of the money? You can buy some great toys, but they don’t increase your happiness. Is the next bonus target the only reason you are still there? Are you constantly thinking about or researching other jobs? Do the career positions other people you know have seem much more attractive to you because they seem so happy? Or do you even find yourself jealous of their careers? Have you become apathetic to your company, your position, your coworkers, or your industry? You don’t care about the decisions being made, personal or company successes, or positive industry news. Do family and friends share their concerns about your mental state and happiness? Have you disconnected socially from them? Are you quiet when together? If any of these ring true, spend time thoughtfully identifying where your career passions are taking you and invest in what new skills this path requires. Contact me at tdowning@bhcagroup.com for a Candidate Objective Worksheet, which will help you define your career goals, vision, and the parameters that are important to you! Speaking of career development, we are sharing a few current growth opportunities (click here) we are hiring for, which may best capture where your career passions are moving you toward. What are you passionate about? Where do you feel most fulfilled? Whatever that may be, you should be doing just that in your career. We’d love to connect to learn all about it and support your professional journey wherever possible. Todd Downing is a Managing Partner for Best Human Capital Advisory Group and leads the Horticulture & Green Industry executive search and advisory services. He has more than 30 years of experience in the industry and a passion for supporting its continued professional growth.