We are one of the worlds leading producers of agricultural equipment designing farming implements that make farming convenient while speeding up the time it will take to get your crop to market.
TruAG, formally Azland, Inc., was co-founded by Brian Vorst. Brian grew up on a family farm with Agriculture in his veins as his father, Jim Vorst, whom also grew up on a family farm, was a professor at Purdue University in Agronomy and taught there before retiring. Brian graduated from Purdue University both in 1993 with a B.S. in Agriculture Engineering and again in 1998 with a B.S in Mechanical Engineering. He also holds a Masters Degree in Business Administration (MBA). Brian bought out his partner in December of 2012 while still under the Azland name. In January of 2013 he changed the name to TruAG. “This better suites who we are and what we do” states Mr. Vorst.
Azland started off making D.O.T. compliant Fuel Trailers. Shortly thereafter, Azland offered Seed Tenders, Head Transporters, Nurse Tanks and Anhydrous Running Gear. Currently the company’s main production focus is on Fuel Trailers, Seed Tenders and Toolbars. When asked what makes TruAG so unique, Mr. Vorst says “We have superiorly designed products that are extremely well received in the marketplace. We have an excellent Engineering Department that truly listens to our customers and reacts quickly to their ideas and needs. I’ve been told that when dealing with the big boys, it takes a miracle to get a change made. While the big boys are still talking about the change in a meeting, we are already cutting parts.”
Often Mr. Vorst can be found talking to farmers at a farm show. “I feel that being the President of a company is more than just office work. I feel that I need to get out there and meet the people that are using our products. I really enjoy talking, and more importantly, listening to them.”
Not only is Mr. Vorst compassionate about his products and customers, he is also compassionate about his employees. We try to incorporate the word ‘team’ in everything, because that is who we are. I have a lot of ‘out of the box’ management ideas. But at the end of the day I have only a couple of goals that I want to reach with all our team members:
- How can we become more efficient?
- How can we maintain or improve quality?
- Are you utilizing all of your skills and performing to your potential?
- What can we (as a company) do better?
I have a lot of respect for the people that work here. I allow them, and want them, to think. This is at every level. It is truly amazing what kind of results you can get from anyone who is allowed to think for themselves. I am a very hands-off manager. I don’t micro manage. However, it is my responsibility to show everyone the goal or vision or paint that picture of where the company is headed. I have a vision and a strategy for where I want to take the company and I need to accurately convey this to all our team members so all of our goals line up.
As for management I have additional requirements: Everyone here gets respect; anyone can have a good idea; yours and my ideas are not always the best; and listen. We are consistently getting great ideas from our team members on the production floor. We are letting them take ownership of the equipment, parts and processes. They want to contribute and we are letting them. My philosophy is: ‘Let’s try it. If it doesn’t work we will make a change, but we won’t know until we try.” Furthermore, I tell my management team when a problem or issue arises “Is there something that we could have done better to support them? Did we, as management, fail them? Look in the mirror first before pointing a finger”.
I want everyone here to be very fluid. We need to adapt to change quickly, but making the right change is very critical. I am often asked: “how do I know if I am making the right decision”? My response is simple: “If you make every decision with the company’s (customer’s) best interest in mind, you will always make the right decision”.