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As U.S. aquaculture scales to meet rising global demand, there’s a pressing question every industry leader must ask: Who will lead it?

The industry is growing fast both domestically and worldwide, with new technologies, species, and markets opening up at an unprecedented pace. In the United States, aquaculture is one of the fastest-growing segments of agriculture, yet it still lags behind countries like Norway, Chile, and China in both volume and workforce development.

Amid all this opportunity, there’s a very real and immediate risk: We are not doing enough to build and retain the next generation of aquaculture leaders. If we don’t act now, the leadership drought will catch up to the momentum.

In aquaculture and across adjacent industries, we are witnessing a generational shift. Many of the sector’s most experienced professionals are nearing retirement, and institutional knowledge is at risk of walking out the door.

At the same time, industries like biotech, environmental sciences, and food tech are aggressively attracting young talent that might otherwise explore aquaculture. These sectors offer competitive salaries, strong branding, and faster career mobility, pulling talent away before aquaculture even gets on their radar.

Worse still, global expansion is outpacing our leadership pipeline. Companies are growing, investments are flowing, and innovations are accelerating but who is preparing the people who will run, scale, and evolve these operations five to 10 years from now? Without intentional development of future leaders, we risk limiting the industry’s capacity to grow and sustain itself long term.

Attracting and retaining emerging professionals in aquaculture requires more than job postings and entry-level offers. Members of Gen Z and young Millennials are seeking mission-driven work, continuous learning, visibility, and faster paths to making an impact. They want to know whether a company aligns with their values, whether they will be mentored, whether there is room to grow, and whether the industry itself is relevant and future-focused. Creating a culture that supports professional development, inclusivity, and innovation is no longer a nice-to-have, it’s essential to competing for top talent.

To truly retain emerging leaders, employers must move beyond traditional job structures and start building clear and compelling career pathways. This begins with launching or strengthening internal mentorship programs that connect seasoned professionals with rising talent.

Companies must articulate what career progression looks like, from entry-level roles to leadership positions, and provide opportunities for growth through experience, exposure, and education. Identifying high-potential individuals early and engaging them in strategic projects can accelerate their development, and the impact is mutual. These rising professionals contribute fresh ideas, new technologies, and a level of digital fluency that complements traditional aquaculture knowledge.

Incentives beyond salary play a critical role as well. Purpose, culture, visibility, and autonomy matter to today’s workforce. A company’s brand and internal environment must reinforce that this is a place where people can grow and be recognized. In addition, entrepreneurship should not be overlooked.

Not every future leader will follow a corporate ladder. The aquaculture industry must make room for and encourage business builders, innovators, hatchery owners, and technology creators. Employers, incubators, academic programs, and trade organizations all have a part to play in helping entrepreneurial talent flourish.

Equally important is the readiness of the workforce to meet the demands of a modern, tech-enabled industry. Aquaculture’s future will be shaped by AI, data analytics, remote monitoring, and precision farming. However, there is a growing gap between the skills being taught and those actually needed in today’s and tomorrow’s aquaculture operations. Upskilling is needed across all levels, from the farm floor to the executive suite.

Training must include emerging technologies, digital tools, strategic thinking, and collaboration across disciplines, including biology, technology, and business. According to NOAA, workforce development and training remain key bottlenecks to advancing U.S. aquaculture. If we fail to modernize our training strategies, we will struggle to scale sustainably.

The same principles that guide successful aquaculture apply to building great leaders. We must have a long-term strategy; leadership development cannot begin only when there is a vacancy. Ongoing coaching, feedback, and mentorship should be built into the daily rhythm of team culture. And above all, we must create the right environment; a culture that allows people to experiment, evolve, and thrive.

Whether you’re running a farm, managing a hatchery, or leading a global company, it’s time to treat talent development as mission-critical. The future of aquaculture will be built by the people we invest in today. If we want to scale the industry and meet both domestic and global demand, we must grow leaders with the same care and intention we bring to growing fish.

Leah Williams Stoker is a recruiter and career strategist focused on aquaculture, natural resources, and sustainability. She is the founder of FishPros Network and a regular columnist for Aquaculture North America.