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Job DescriptionRole clarity, standards, and operating expectations The Box Elder Ranch has gone through acquisition and early development phases since its purchase and ownership have defined “who we are going to be” in the realm of progressive regenerative ranch management in Montana.  This job description defines the General Manager (GM) role at Box Elder Ranch. It is intended to create full clarity about what the job is, what ownership expects, and what success requires. It is not limited to traditional ranch management; it reflects the actual needs of Box Elder Ranch in its present moment and its future operations. Ranch VisionThe governing vision and operational standard for Box Elder Ranch is contained in the vision deck, and the subsequent annual execution plans.

The vision deck sets the direction for the ranch and will guide operational decision-making across seven pillars:The “why” – Education pillar: Nature, Science and The Inner Life of AnimalsLand & Wildlife, Soil & EcosystemFamilial Herd ManagementAnimal Forward Stockmanship & EthosRelationship-Based Horse ProgramFull-Life Beef Operation, Business & OperationsHospitality & Experience GM Core ResponsibilitiesThe GM is expected to understand and support the full ranch vision, carrying it into ranch operations through strategic planning, training of staff and execution of operations. The GM at Box Elder is a team leader overseeing operations for the ranch divisions which are Cattle, Horse, Hospitality, Land (health & infrastructure), and ownership use/recreation. This role is responsible for leading ranch operations, integrating teams, planning proactively, executing strategically, while continually managing toward ownership’s core “pillars.”  Financial planning and oversight of all departments/divisions of the ranch. Key Components of GM OversightDevelop, with division managers, annual operational plans for all divisions which must include strategic short and long-term goals/objectives which lie within the pillars of the ranch vision. Ensure major/seasonal transition windows are well planned and maximized.Develop, with division managers, annual budgets from the operational plans, for review and approval of ownership/accounting/management.

Execute against budgets.Monthly budget variance reporting to ownership/management, with clear reasons for large variancesContribute to forward profitability planning and execution across cattle, land use, labor, infrastructure, and emerging hospitality/business opportunitiesClear, concise and timely communication with ownership on issues concerning project execution, cost, timing, weather events or staffing issues which compromise intended plans and resultsLead, train, educate supervise and align the ranch departments which include cattle, land, horse, land infrastructure and guest operationsCreate a “team” culture for the ranch where each department is supportive of others, crossing over and helping each other in times of need.Be hands on doing the work required, as well as delegating. No one is above any task that needs done.Give clear direction, set priorities, and hold division managers accountableAnnual performance reviews of full-time staffAssist and support hiring and managing staff, both full time and part timeActively research best practices relevant to Box Elder’s goals, including regenerative ranching, stockmanship, low-stress handling, grazing systems, animal welfare, relationship-based horsemanship, budgeting, staffing, marketing strategies, operational strategies and infrastructureBring recommendations and options to ownership for review, discussion and adoptionUse input from outside advisors/consultants as needed or appropriate as tools for “sharpening” operational focus as may be appropriateDemonstrate curiosity and follow-through in areas where the ranch is evolving beyond traditional normsContinuously improve systems based on observation, results, and learningAnnual continuing education for GM and core staff – everyone is learning something new continuallyResearch, education, learning and continuous improvement What success in the role looks likeOwnership is not required to act as the day-to-day integrator or problem solver of the ranchThe team is aligned and receives clear operational direction through the GMSeasonal windows for work are anticipated and planned for in the annual planning processAnimal, land, horse, hospitality, and business decisions are understood as connected and integratedThe operation moves measurably toward the Box Elder vision each season in a planned strategic mannerCommunication with ownership is clear enough that they can remain at the level of governance and strategic decision-making rather than daily task managementProblems are identified early, and recommendations are brought forward with practical options in a timely mannerThere is clear alignment between ownership and staff on values around land stewardship, animal behavioral science and relations, and organizational and aesthetic standards.Learning and research-based growth is noticeable QualificationsApplicants should have 5+ years of “hands on” experience in regenerative management involving cattle and range management. A 4-year college degree in agriculture or closely related field is ideal but not required. Continuing regenerative and agricultural education desirable post college. Experience in horse/cattle management, low stress livestock handling, resistance free training desirable. Experience in supervising and managing crews. Experience with or exposure to western hospitality management desirable. Applicants must have excellent operational organization skills, and diligence and openness in communicating to owners.Applicants must have good written and verbal communication skills. CompensationCompensation package is competitive salary in the field of ranch management, depending on experience; housing – new three bedroom house; health insurance for employee, health insurance for family negotiable; annual performance bonus; some family animals potentially allowed. Final noteThe Box Elder Ranch GM role is demanding because Box Elder Ranch is transitioning to a non-traditional familial and regenerative operation with a level of high-end guest service capability.  The ranch is changing biologically, operationally, experientially, and developing as a business. The GM role must be large enough, disciplined enough, and fully aligned with ownership’s vision to carry out those changes in the near term. Interested in joining our Team?

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