plan in place for full ownership in the next 15 years.
That pride extends beyond the farm gate. Copenhaver’ s son, Brad, works in public service and policy, while his daughter, Jaymee, leads in the nonprofit world. And then there are the grandchildren, who for Copenhaver, represent both joy and continuity.
“ Being a grandparent is the greatest gift God ever gave,” he said. His three-year-old granddaughter rides in the feed truck, counts cattle— that’ s how she learned her numbers— climbs onto the skid steer, and helps wherever she can.“ She gets it,” he said with a smile.
At the heart of the family— and of Copenhaver’ s success— is his wife, Jodi. What began as a chance blind date turned into an incredibly strong partnership. Copenhaver often says Jodi is the glue holding everything together. Ask anyone who’ s been welcomed to Jodi’ s table and enjoyed her famous blackberry cake, and they’ ll tell you her kindness and hospitality aren’ t just gestures. To know the Copenhavers is to feel like an extension of the family.
That same sense of responsibility to family strengthens Copenhaver’ s leadership in the cattle industry and commitment to future generations. His father taught him early to“ be at the table,” especially when policy decisions were being made. About 25 years ago, he helped launch a county cattlemen’ s group, then worked his way through leadership roles at the state level, eventually serving as president of the Virginia Cattlemen’ s Association. Nationally, he became involved with NCBA, serving on the Tax & Credit and International Trade committees, multiple task forces, and the officer team. If there is a single theme to his leadership philosophy, it is grassroots engagement.
“ I’ ll go to my grave saying our greatest strength is grassroots,” Copenhaver said. He points to the Product of USA Task Force he chaired as a prime example. What began with concerns raised by a county cow-calf group in Oregon moved through state associations and ultimately led to national action.“ That’ s grassroots in motion,” he said.
Another defining experience was the Young Cattlemen’ s Conference.“ It was the most fulfilling week I’ ve ever had in the cattle industry,” he said. Traveling through different regions, seeing different production systems, and connecting with peers reinforced a simple truth.“ Different landscapes, same people,” he said. The bonds formed among young leaders during that week, he believes, are part of what keeps the industry cohesive.
His priorities as incoming president are straightforward: continue what works,
Success, for Copenhaver, is not stay grounded in grassroots input, complicated,‘ Build a good operation. remain openminded, and focus
Involve your family. Treat people right.’ on profitability.“ Profitability is sustainability,” he said. He wants every sector and every scale of operation to be viable. That means pushing back against regulatory barriers, supporting policies that allow reinvestment, and building on recent momentum around tax provisions.“ We can’ t build the future if every good year gets taxed away before we can shore up our infrastructure,” he said. He is equally optimistic about demand.“ It continues— no matter the price point,” he said of beef consumption. Education, transparency and consistency, in his view, are key to keeping beef“ in the middle of the plate.” He added,“ If we keep doing the right things, we can grow demand even more.”
What keeps him optimistic comes down to two things. First is the demand the beef industry has built steadily in the last four decades. Second is the next generation— young producers who are smart, relationship-driven, and family-centered, and who want to build operations that last.
Success, for Copenhaver, is not complicated.“ Build a good operation. Involve your family. Treat people right,” he said. For the industry, it means continuing to grow demand and profitability across all sectors without losing sight of its roots. From the green hills of Washington County to the policy rooms where the future of the cattle business is debated, Gene Copenhaver’ s path has been consistent. Do the right thing. Invest in people. Stay at the table. Strong roots— grounded in family, community and trust— make all the difference.
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