At CHS, we're honored to offer veterans and their families a place to grow their careers and make a difference. And we're proud to have so many who have served and are serving in our ranks.
The values that you and other veterans lived in the military, integrity and accountability, respect, leadership, service, leading with courage, commitment to a job done well, align with the long-held values that make CHS and our cooperative system strong. Military hires bring unique skills and experiences with them to the job making our company stronger the discipline, attention to detail and ability to quickly problem solve are second to none.
Guided by the values of the American farm families who own us, we offer military veterans career opportunities where they can experience a shared commitment to teamwork and community, and feel right at home while working in one of many CHS hometown locations across rural America.
We're the nation's largest farmer-owned cooperative and a global energy, grains and foods business, and are owned by 600,000 farmers both directly and through approximately 1,100 locally controlled cooperatives.
Most of our business is conducted in rural America, where we sell cooperatives and farmers everything they need to grow healthy, profitable crops. Products and services like fertilizer, seed, crop protection products, agronomic expertise, financing, fuel, machine lubricants and propane. We then buy our customers' grain and sell it to food and feed companies all over the world.
We excel at managing commodity marketing supply chains and logistics around the globe. We also operate petroleum refineries/pipelines and manufactures, markets and distributes Cenex® brand refined fuels, lubricants, propane and renewable energy products.
Rick put in a recruiting card at 17 and got a call from a Marine recruiter during his senior year of high school. Rick liked working with computers and was looking for a job that would give him opportunities after the military. He signed on and soon headed to boot camp in San Diego, then off to training just outside of Camp Lejeune.
After training, Rick got orders that sent him to Camp Pendleton where he stayed for three years. Next, he received orders to Diego Garcia and began to prepare for deployment. Soon after, Rick was sent to Bahrain to help secure bases in the region.
Rick was offered a three-year re-enlistment package, but decided he was ready to start his civilian career. He got a job scheduling logistics with a privately-owned company. Rick worked directly with the division manager and the shipping department, and built relationships with companies domestically and internationally. He was scheduled to become an IT administrator at the company, but met his wife and, together, they moved to Minnesota.
Rick found an IT contractor job doing everything from analyzing data and taking inventory to swapping out computer equipment and installing software. When his contract job was up, he starting looking for opportunities on the Minnesota State Job Bank website. He found a sales and administrative role at CHS and called to inquire about it. He had an interview that morning and was asked to work the rest of the day. Rick was offered the job that day and believes it was because of the discipline and leadership experience he developed in the Marine Corps.
In that role, Rick identified a need for a liaison between the sales and IT departments. He built a role for himself as an IT relationship manager between sales and IT. Soon he realized that he didn't want to be sitting behind a computer forever and started seeking new challenges.
Two months after he started with CHS, he was offered a role handling biodiesel sales. He created his own marketing and development plans and grew sales from 300,000 to 4 million gallons over the next few years. During this time, Rick also completed a bachelor's degree in Business Management and Marketing.
Five years into his new sales role, he became a refined fuels account manager for CHS northwestern territory, working daily with cooperatives for their customers and their retail stores, and recommending solutions to accommodate their needs. He took over a small section based on demand (400 million gallons for just over 50 customers). There was high demand in the area and potential to grow. In early 2015, Rick assumed a regional sales manager role, which encompassed four areas, including two of those he used to handle day-to-day.
Over the years, Rick has seen opportunities and used them to create new roles for himself. Rick's consistent training, eagerness to learn and drive to support where support is needed have been vital to his success.