Lessons in Leadership from an Unprecedented Challenge in Kern County
Fifteen years ago this week, Kern County, California—home to Bakersfield and the southern Central Valley—was hit by torrential downpours that redefined local history. In a single “long weekend,” the region received nearly a year’s worth of rain, shattering records that had stood for 135 years. Typically, Kern County averages around six inches of rain annually, with just one inch expected each December. But in December 2010, the skies unleashed over 5.8 inches—an astonishing 600% above the normal monthly average. What unfolded was more than a meteorological anomaly; it was a local crisis that soon became very personal for me.
In 2009, I joined Bolthouse Farms as Chief Customer Officer—a newcomer to the world of carrot farming and its expanding line of juices, smoothies, and healthy salad dressings. Our operation was massive, harvesting nearly three million pounds of carrots every day. The busiest stretch of the year ran from Halloween to Super Bowl, known in our circles as “N/D/J”—the crucial November, December, January window when holiday shoppers depended on fresh carrots. The industry itself was tightly consolidated, with just two major growers—both based in Bakersfield—supplying most of the market.
As the rains began, I found myself leading a sales meeting in a Chicago hotel, far from the unfolding disaster. News of the crisis reached us not through weather reports, but through frantic calls from customers desperate for their Christmas carrot shipments. Realizing the severity, I cut the meeting short and headed back to a waterlogged Bakersfield.
Throughout my 25-plus-year career—including nearly 18 years at The Coca-Cola Company—I had never faced a threat this existential. Entering the administrative building on Brundage Lane, I understood that I was now a C-level executive in the midst of a full-blown emergency. Our harvesting operations ground to a halt; the flooded fields were impassable for our massive carrot harvesters. With our “fresh harvest” model, carrots picked each morning shipped out that same day, leaving little warehouse inventory. After a couple days of relentless rain, the supply chain dried up—no carrots for us, our competitors nor our customers.
The situation outside the plant underscored the gravity. Semi-trucks lined up behind our facility—more than 250 at one point, far exceeding the usual numbers—each waiting to collect carrot orders for retailers across North America. The drivers, anxious to get home for Christmas, grew increasingly frustrated. To ease tensions, our team fired up BBQ grills and served steaks, narrowly averting mutiny. Still, the warehouse doors stayed locked.
Eventually, the rain subsided. One evening, our head of agriculture, Derek, burst into the office, mud-caked but grinning—he’d located a field dry enough to begin harvesting. That moment remains vivid: despite ruined holiday orders and financial setbacks, we found a path forward. By continuing to address the problem at hand, we survived to fight another day.
Reflecting on this ordeal fifteen years later, I recognize it as just one of several “existential close calls” during my tenure at Bolthouse Farms—the most dramatic being the onset of the Covid pandemic in March 2020. In every crisis, my team and I relied on three guiding principles:
· Run to the Problem: Face challenges head on, rather than avoiding them.
· Work the Problem at Hand: Focus on actionable solutions, not distractions.
· Prepare Yourself to Work Your Way Out: Stay ready and strengthen yourself for the path forward.
These principles, though simple, proved vital in navigating times of disruption and crisis. The rains of 2010—and later, a global pandemic—were beyond our control. Yet, by staying focused and resilient, we found our way to “drier fields.” For anyone facing future crises, remember these lessons: run to the problem, work it, and prepare to work your way out. That’s how you weather the storm and emerge stronger.
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