By Desiree Van Dyke, NACD Southwest Region Representative 

No two days look exactly the same for NACD Chief Executive Officer (CEO) Jeremy Peters. 

“A day in the life of Jeremy takes me in any number of directions, but never without a focus on my priorities: my family and my work family and making sure that I’m keeping those two things front and center,” said Peters. 

Those priorities have guided Peters throughout his career, from his upbringing on a Virginia farm to his current role leading NACD in our nation’s capital. In this month’s Did You Know edition, Peters discusses the experiences that prepared him for the role and the values that continue to guide his work. 

What Does the CEO of NACD Do? 

NACD’s CEO works closely with our Board of Directors to carry out organizational priorities. The Board establishes NACD’s direction, and the CEO helps ensure staff have the resources they need to support conservation districts and deliver those goals. 

Work ranges from nonprofit management to grassroots advocacy and strategic planning. Some days are spent reviewing budgets and staffing needs. Others involve meetings with congressional offices, federal partners, or NACD leadership. A recent meeting took him to the White House budget office to discuss conservation districts, NACD’s work, and conservation matters in the nation’s food system. 

When Jeremy became CEO in 2015, his first priority was ensuring NACD remained a strong, well-managed 501(c)(3) nonprofit organization. He also worked with the Board of Directors to establish a strategic planning process that continues to guide the association’s work and is reviewed every three to five years. 

Those same priorities continue to guide his work today. 

“I’m really proud that over this time we have achieved steady growth and have been successful in supporting the conservation districts programmatically,” said Peters. 

He is also proud of NACD’s reputation as a trusted, nonpartisan voice for conservation. That reputation has helped NACD maintain relationships across administrations and with policymakers from both parties, while keeping the focus on conservation districts. 

How Did Jeremy Become CEO? 

Jeremy’s path to NACD leadership began on his family’s farm in southwest Virginia, where he developed an appreciation for the land and natural resources by helping with the family’s cattle operation. 

“My family still has the farm. It’s been in the family since the 1850s,” he said. “That’s a source of pride for us.” 

After studying political science and history at Emory & Henry College, Jeremy moved to Washington, D.C., and worked on Capitol Hill for a Congressional member from North Dakota. 

In 2006, he joined NACD’s Government Affairs team, where he worked on policy and advocacy issues important to conservation districts. He later worked for national agricultural organizations, including the National Farms Union, managing climate and energy policies, and the American Farmland Trust as Federal Policy Director, while earning a Master of Public Administration from Virginia Tech. 

By the time the NACD CEO position opened in 2015, Jeremy had worked in Washington, D.C., gained experience with national agricultural organizations, and earned his master’s degree. He believed those experiences had prepared him for the role. 

“I’ve always cared about the natural resource conservation mission of NACD,” said Peters. “When the opportunity presented itself to come back, I felt like I was equipped to be effective.” 

What Keeps Jeremy at NACD? 

Jeremy’s connection to NACD’s mission began long before he became CEO. Growing up on a family farm sparked an interest in conservation that later drew him toward public policy and a career supporting natural resource conservation. 

“What really motivates me is the mission of the organization because it aligns so well with the interests that I have through my life experiences,” said Peters. 

Jeremy also spoke often about the people behind NACD’s work. He noted that one of the biggest misconceptions about the CEO role is that he has all the answers. Instead, he credits NACD’s staff, Board of Directors, and conservation district leaders for much of the organization’s success. 

“I view myself, yes, I’m a leader for the organization, but I’m leading from behind,” he said. “If other people are impactful with their work, then I feel like I’m doing my job.” 

Throughout the interview, Jeremy returned to the same theme: the accomplishments he is most proud of are the result of many people working toward a common goal. 

“The reward for me is getting to see that success,” he said. “It’s tremendously gratifying for me to see that work come to fruition and to see the results of the work that we produce as a team together.”