“We were friends before this merger, but there’s always friendly competition between Co-ops,” she says with a smile. “But once we started meeting regularly with Mid-South and getting to know their personnel better, it became obvious we were all cut from the same cloth — hardworking, committed to service, and serious about keeping Co-op values alive.”

Sellers, who already had plans to retire in 2025 before the merger discussions began, says it became obvious during discussions that now was the best time to take the next step in the ongoing industry consolidation trend.

“As markets and economics continue to evolve, so must the Co-op to maintain relevancy, competitiveness, and sustainability,” Sellers says. “Anything less is being irresponsible. It's not about today — it's all about the future generations. Complementary strengths, shared vision From a practical standpoint, the merger promises multiple efficiencies. For one, it creates a more diversified organization that can weather the volatility of crop or cattle markets better than a Co-op focused on only one sector.

“When crop prices are tight, cattle can help cushion the blow, and vice versa,” Stubblefield explains. “We’re not just spreading geography, we’re spreading risk.”

The newly formed United Co-op will boast 22 retail locations and multiple agronomy and feed service centers. That expanded footprint also opens new avenues for purchasing power and supplier negotiations, says Sellers, which is an important edge in an era when ag retailers are often competing with billion-dollar corporations.

“Manufacturers no longer treat all Co-ops the same,” he points out. “They base pricing on individual Co-op volume. By coming together, we gain the scale needed to remain competitive and keep prices fair for our members.”

The same market forces that led to the Mid-South Farmers merger in 2005 still exists today, he says. “This merger adds shock absorbers to the operations and balance sheets,” says Sellers. “It adds synergies from the different departments — and with better resources — to help support sales and service efforts in each cooperative.” Bigger isn’t just better — it’s smarter While combining back-office operations is one clear benefit, the merger’s biggest wins may come from sharing employees, expertise, and equipment.

“This is about deploying resources more wisely,” says Stubblefield. “For example, they’ve got spreaders, we’ve got trucks. We both have talented people. Now we can match those assets with where they’re needed most without duplicating everything.”

One notable project already in motion is the construction of a new bulk feed mill in Mount Pleasant, the ground-breaking for which took place May 22. With a projected 60,000-ton capacity, the mill will allow the new Co-op to buy locally grown corn and produce high-quality bulk feed at a competitive price — a major advantage for livestock producers across the region.

“We couldn’t have done this as individual Co-ops,” says Dawson. “But together, it’s possible. That’s the kind of impact we’re hoping for.”

Despite its larger scale, the new United Co-op isn’t aiming to become a faceless organization. Leaders were adamant that each location will maintain its own identity and serve the unique needs of its community.

“Every store’s market is different,” says Armour. “What sells in Jackson might not work in Columbia. That local feel is something we’re committed to preserving.”

Both boards also emphasized that employee feedback was part of the decision-making process. Surveys and meetings ensured that staff perspectives were heard, and those efforts appear to be paying off. Stubblefield says morale is high, and anticipation is growing.

“Honestly, the culture piece is what made it work,” he says. “We all value the Co-op model, we all care about our communities, and we all want to make things better for the farmer.” Looking ahead As the agricultural landscape continues to evolve with fewer farmers, bigger operations, and tighter margins, Co-ops are continually exploring ways to stay on the cutting edge. For the leadership of UFHC and Mid-South — and the farmer-owners they represent — this merger is being viewed as a proactive step in the right direction.

“We don’t want to wait until we’re forced to act from a position of weakness,” says Sellers. “To the contrary, we want to lead with intention and protect the cooperative model for future generations, and I think we are addressing that with this move and our vision for what’s coming.”

That vision includes plans for increased member engagement, expanded services, and even targeted marketing to younger farmers — a group less inclined toward traditional Co-op loyalty but still hungry for community and support.

“Younger farmers might not care as much about stock certificates or annual meetings,” says Dawson. “But they do recognize great customer service, responsiveness, and agricultural expertise. That’s where we shine — and we plan to keep shining.”