Having been born and raised on a farm in Iowa, being in the food industry as an adult was pretty much a foregone conclusion for David McDonald. He set out on this path after graduating from high school when he chose to attend Iowa State University, an educational institution known for its excellent agricultural and life sciences college. After completing a degree in their animal science program he was hired at OSI Group of Aurora, Illinois, as one of their project managers.
Since 1987 David McDonald has continued on with his career at OSI Group. By working his way up the ladder he became the president of this company as well as its chief operations officer. Additionally, he is on its board of directors. He has been a huge part of OSI Group’s international expansion in the past 30 years. One of his main duties is managing a logistics team which oversees OSI Group’s vast global and complicated supply chain. He says that he and his team need to manage international markets which are always evolving when it comes to what consumers want and what his company’s clients require.
When OSI Group purchases another company in the food industry it is David McDonald that handles financial transaction. In the past few years, OSI Group has made some major acquisitions that he has managed. The first of these was Baho Foods which he managed to get a controlling stake in early 2016. He next acquired Flagship Europe which provides food in several European nations. In early 2017 he managed the acquisition of a German food manufacturer, Hynek Schlachthof GmbH. He was also heavily involved when a merge occurred between OSI Group’s Australian operations and that of Turi Foods Pty Ltd.
When it comes to the partners of OSI Group as well as this company’s own factories around the world David McDonald says that they know the business network and food culture of these areas better than anyone else. He says that when it comes to operations the best management decisions are going to be made by those who are in the closest contact to his company’s customers. He says that he gives a lot of latitude to these partners and managers to make the best business decisions in each market as a top-down approach would be the completely the wrong way to compete effectively on a global basis.
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