In a market driven by genetics and timing, Mike Peterson explains why hesitation is the biggest risk independent seed companies face.
Editor’s note: This story is part of a special Seed World U.S. series honoring the most recent recipients of the Independent Professional Seed Association’s Lifetime Achievement Award. The award recognizes individuals whose careers have helped shape the independent seed sector through leadership, innovation and service. In this installment, Mike Peterson reflects on the decisions, philosophies and partnerships that have defined his career and influenced generations of independent seed companies.
For Mike Peterson, success in the independent seed sector comes down to one word: momentum.
“Seed companies have to stay aggressive,” Peterson says. “Every year we’re going up with new and improved soybean varieties, and the only way to be competitive is to stay as aggressive as possible.”
Why Speed Matters
As CEO and owner of Peterson Genetics, he has spent decades helping independent companies navigate the balance between innovation and practicality. In soybeans, he says, that balance is more achievable than many realize.
“It doesn’t really cost that much in the long run to introduce a new product,” he explains. “It allows you to roll your lineup quickly.”
That speed is critical. The companies that succeed, he says, are the ones that move decisively.
“The ones with the greatest success and the best lineups are the ones that roll them quickly.”
Trust the Data and Move Forward
Still, speed without confidence can slow everything down. Peterson believes one of the industry’s biggest challenges is trusting the data that drives those decisions.
“The most aggressive programs have learned to trust the data and just roll,” he says. “If you take a line and test it again for another two years, you’re probably going to release it anyway, but you’re just slowing down the process.”
To address that, Peterson Genetics built a system designed to accelerate decision-making while maintaining rigor.
“We moved to a two-year release cycle,” he says. “If it’s good the first year and good the second year, then you’ve got consistent performance.”
A Turning Point for Independent Seed Companies
That consistency has helped independent seed companies compete in a landscape shaped by major technology shifts. Peterson points to one as a turning point.
“When Enlist E3 came along, we made the decision to move aggressively to that technology,” he says. “It gave independent companies a choice for the first time ever.”
That decision, he adds, changed the trajectory for many businesses.
“It proved to be wildly successful.”
Building Partnerships, Not Just Customers
Throughout his career, Peterson has taken a firm stance on accessibility. Rather than limiting top-performing genetics, he has pushed for broader availability.
“Every line we develop should be available to every company,” he says. “Every company, regardless of size, has the potential to have a wonderful product lineup.”
It’s a philosophy rooted in partnership, not competition.
“Treat your customers as your partners,” Peterson says. “That’s something we’ve tried to do over the last 50 years.”
Advice for the Next Generation
For the next generation, his advice is straightforward but demanding.
“It’s a wonderful industry,” he says. “Work harder and smarter, and it will give you a great opportunity to succeed.”
