Director Position 4: Western Travis Corder

Travis Corder

Age as of March 1, 2026:     59

Residence Location: McArthur, California

Place of Operation: McArthur, California

Business Experience: As a working farmer, I see every day how markets, labor, regulation, weather, and land costs collide in real-world decisions: whether to expand, how to manage risk, when to invest in new equipment or conservation projects, and how to support the next generation. My motivation is to bring that on-the-ground insight into the boardroom so that AgCredit’s strategies, products, and risk decisions stay firmly rooted in what is actually workable for farms and ranches, not just what looks good in a model. My principal occupation for the past 35 years has been owner-operator of a diversified family farming business. I grew up working alongside my grandfather in our primarily cattle ranching operation. I asked to be paid in heifers, grew my own herd, then purchased my first harrow bed and financed my college education by doing custom work. While still a finance student at Chico State, I assumed responsibility for the farm’s finances when the operation was on the brink of bankruptcy. Upon graduation, I took over full management and have led the business continuously since then. Over the past three and a half decades, I have restructured debt, stabilized cash flow, and expanded the farm into a healthy, sustainable, multifaceted agricultural business. During the last five years, I have continued to serve full-time managing our operation, overseeing strategic planning, capital investment, financing, budgeting, and risk management, as well as day-to-day operations across hay, seed garlic, and wild rice crops and land development. My role includes working directly with lenders, vendors, and our 75 employees; evaluating major equipment and land purchases; and navigating regulatory, labor, and environmental requirements. 

Education:

• Bachelor’s Degree in Finance

Current Boards: 

• Redding’s Vistage CEO Peer Advisory Group 

Nominating Committee Slated: Yes

Strategic & Visionary Thinking: Over 35 years, I have led Corder Farms from a 285 acre, financially distressed operation to a 1,600-acre owned and 3,000 acre leased acres with a multimillion-dollar budget. I think several seasons and years ahead, aligning crop mix, land, equipment, and labor with long-term opportunities in garlic seed, wild rice, high-quality hay, as well as potential new crops

Corporate Governance: As an owner of Corder Farms, a closely held corporation, I set budgets, approve major capital investments, and review performance against plan. I’m used to separating my role as manager from my role as owner and to making decisions through structure, and board-style discussion focused on long-term health. 

Financial Expertise: While still in college 35 years ago, I took over our family farm’s finances when it was near bankruptcy and have managed its turnaround and growth since. I handle budgeting, cash flow, and capital planning for a multimillion-dollar operation, work directly with lenders on loans and lines, and closely monitor margins.

Communication: “Clear is kind” guides how I lead. I run weekly tailgate meetings with crews and planning meetings with department heads to set expectations and surface issues early. I’m comfortable explaining complex financial and operational topics in plain language and listening carefully to employees, lenders, landlords, and neighbors to build trust. 

Technology: With a finance major and computer science minor, I look for practical technology that improves our decisions. I use QuickBooks, Excel and Google Sheets for budgeting and analysis and work with in-the-field tech such as John Deere Op Center to turn field and equipment data into useful information to guide decision-making. I adapt quickly to new systems and focus on cost, training, data quality, and ROI. 

Human Resource Management: Our business has grown from three family members to about 75 employees.  I oversee hiring, retention, and performance expectations for field, shop, and office staff. Weekly meetings, clear roles, and consistent policies are key tools. I aim to treat people fairly, invest in training, and balance accountability with respect.

Risk Management: I manage production, financial, and operational risk across garlic seed, wild rice, and high-quality hay. I weigh weather, markets, regulation, labor, and land costs when choosing crop mix, contracts, and capital investments. I monitor cash flow and debt service closely and use planning, safety practices, and diversification to avoid major failures. 

Leadership: I lead by example, pairing clear direction with follow-through. Growing Corder Farms from a small, at-risk operation to a large, diversified, 75-person business has meant building a strong management team and delegating while owning results. I work to create a culture where issues surface early and everyone sees their role in our success.