Where Legacy Evolves

Thursday, August 27, 2026

How Braden & Misty Drul modernized a 5th generation operation without losing its roots

By Mary Loggan

Near Oakburn, Man., Braden and Misty Drul are reshaping their grain farm to fit today’s realities while keeping the next generation in mind.

Drul Farms Enterprise crops about 8,000 acres of canola, wheat, barley and pulses, alongside 566 Ag Services — an equipment assembly shop and Pioneer seed agency, the couple built to help support their family, create year round work for staff and keep their rural community strong.

Recently named Manitoba’s Outstanding Young Farmers for 2026, the Druls were recognized for deliberate growth, thoughtful diversification, and a people first approach that has turned a traditional operation into a more adaptable, multifaceted business.

Farm beginnings

Braden’s family has farmed the same land since 1899, when his ancestors emigrated from Ukraine and established the beginning of what has become the Drul Farms Legacy.

“We’re fifth generation right now,” he says. “Our kids will be the sixth, hopefully, down the road.”

He grew up on the grain farm, completed an ag business degree at the University of Manitoba, and worked in the industry before returning full time.

“I worked in the agriculture industry during summers and after university, but the calling was always in my heart to come back to the family farm, continue the operation and help my dad.”

His parents, Wayne and Gwen, are semi retired but still central — Wayne helps in the field during the growing season, while Gwen continues to look after much of the bookkeeping.

Misty also grew up on a farm, then later studied healthcare.

“I took lab and X ray after high school and was working in local rural hospitals,” she says.

“I grew up on a farm in the local area. We grew up knowing each other, and after returning from post-secondary education, our paths crossed once again. Now here we are raising our own family on the farm.”

Today, she anchors the people-and-paperwork side of the business.

“Braden looks after day to day operations,” she explains.

“I handle a lot of the HR, invoicing and record keeping, and I make sure our guys are fed through the growing season — plus raising the kids and keeping everything moving at home.”

Once both were fully involved, they knew the business had to change.

“The number one question was: how do we make two families survive on an operation that was sustaining one?” Braden says.

“We wanted to raise children on a farm and give them the lifestyle we had growing up.”

Since he returned, they’ve added roughly 3,500 to 4,000 acres to reach their current size.

Their two children are already immersed in the farm business.

“They’re typical farm kids,” he says.

“They love tractor rides in spring and fall. Once the crops are growing, one of their favourite things is going crop-checking in the side by side as a family. We cruise, check fields, and teach them all the important aspects of growing crops.”

Innovations

High land prices and tight competition for acres pushed the Druls to look beyond simply farming more ground.

“In the last 10 years, things have really been getting harder and harder to expand,” Braden says.

“Land prices have gone through the roof, and there’s a lot of competition in the area.”

They also needed more stability for staff than a six month growing season could offer.

“Historically, we were heavily reliant on seasonal help.

“We knew we needed more full-time roles, but our growing season is only about six months. If guys leave for winter work, it’s hard to get everybody back and have reliable employees.”

Their answer was a heated shop and a new business.

“We built a shop on the farm with the hope of starting a business that could help keep employment throughout the year,” Braden explains.

He drafted a plan and started approaching agricultural manufacturers about contract assembly work.

“We didn’t have the shop built yet, and we were talking about starting an assembly business,” he recalls.

“Some people said, ‘So you’re starting an assembly business, but you don’t have a facility yet?’ We wanted to know what they’d need from us before we finalized our design plans.”

By that fall, they had their first contract with Meridian Manufacturing and began assembling augers and conveyors.

“We still work with Meridian today, and we’ve added a couple of other manufacturers along the way, including Brandt Agriculture.

“We’ve branched into a second assembly yard, and to this day we’re around 350 pieces of augers, conveyors and harrow bars that we’ve built.”

Those ventures fall under 566 Ag Services, named after the provincial road that runs past their yard.

“566 Ag Services covers both the assembly business and the seed sales,” Braden explains.

“On the seed side, our customer list is about 100 plus people locally right now. The Pioneer agency followed once the shop business was on its feet.

“We’d been approached previously about a Pioneer seed sales agency,” he says.

“With the new assembly business just getting off the ground, it was a bit much, so we didn’t jump on it right away. We revisited it in 2024, and now this is our second full year running a Pioneer seed agency as well as the grain operation.”

Growing that side has been about showing up.

“We’ve been hosting grower events and doing a lot of advertising.

“We work with local hockey rinks and community fundraisers, so people know we’re the local agency now. It seems like the business is starting to flow a lot easier instead of us having to force it as much.”

On the grain side, the emphasis is on doing more with what they have. “We’re fully invested in the latest technology on our farm, including variable rate technology,” Braden notes.

“We do all our soil sampling and use the latest tools to help curb costs and be as efficient and sustainable as we can be.”

Their machinery would allow some expansion, but they’re not in a rush.

“Around that 8,000–10,000 acre mark is probably a comfortable spot for us,” he says.

Challenges

Alongside the usual Prairie concerns — weather, markets, input costs — the Druls point to labour, finances and transition as their biggest pressures.

“Labour is a big challenge for all farms these days,” Braden says.

“It seems to be getting harder. I can’t imagine having to go into every single year to train new guys. Our season is so short, and the workload is so heavy, there’s not a whole lot of time for continuous training.”

Their response is to invest in people.

“We do a very good job of working with our employees and being very hands on in our training. We want to see them grow and succeed hand-in-hand with our operation.

“We don’t just throw them into these jobs. Everything they do has been taught hands on by management, and that sets everybody up for success. I think that’s a big part of why we’ve been able to retain our employees — they feel comfortable knowing their roles.”

The farm has two full time employees and a dedicated group of part time employees to help during seeding and harvest.

“For us, the team environment is integral,” Misty says.

“We couldn’t do all this by ourselves. Surrounding ourselves with the right team has been huge for our success.”

Cost pressure is constant.

“We’re always trying to keep costs in check, especially with inflation and extremely high prices on fertilizer, inputs and machinery,” Braden says.

“Being able to limit our exposure and limit risk on our operation has been one of the key ways we’re trying to drive this thing forward.”

Transition adds a personal dimension.

“Working closely with family is a very rewarding experience but can also create challenges with emotions running high at times,” he says.

Misty adds, “The cost of living is another challenge. We needed this farm to support two families plus employees. That’s a big responsibility.”

In 2023, Wayne’s cancer diagnosis brought that responsibility into sharp focus.

“My dad had a run with cancer that kind of came out of the blue,” Braden says.

“It really changed our perspective on life, as well as the operation as a whole. We learned with Braden’s dad that things can change really quickly,” Misty says.

“You really can’t take time for granted.”

Even with those stresses, they’re committed to their rural community.

“Our small communities are getting smaller, and it’s concerning,” Braden says.

“If we can be part of the story that helps maintain them and helps them thrive, that’s important. Employing people locally helps keep that money local and keeps our little small towns alive.

“Being able to give back to our community is what really gets us out of bed in the morning,” Misty adds.

“Being part of the community and then being able to give back to it is a full circle moment for us.”

Looking ahead

Looking to the future, the Druls want the farm to be strong enough that their children can choose agriculture on their own terms.

“For us, the goal is continuing the operation,” Braden says.

“The pride I have is that I’m able to see my kids drive the combine with me just the way I did with my dad, and he did with his dad.

“Whether they choose to farm or not is going to be their decision. If they choose to, it’s our responsibility now to make that an attainable goal for them.”

They also want the businesses to support — not overshadow — home life.

“We started these businesses really early in our relationship,” Misty says. “So, spending some time with the kids while they’re at that fun age is also a very big priority.

“It’s not just a faceless corporation; it’s a family business.” Braden agrees.

“A lot of consumers forget there’s a living, breathing farm family. It’s not just a company. It’s a household. It’s real people. The crops we produce on our farm feed our family before they feed yours.”

For others weighing diversification, his advice is straightforward.

“Don’t be scared to take a chance,” he says. “Never be scared to push the envelope or step outside your comfort zone. With the assembly business, there were a lot of uncomfortable moments. But once we had the building built and went back to those contacts — ‘Remember us?’ — that’s what led to our success.”

The OYF award has forced them to pause in a way farmers rarely do.

“This whole OYF process has really helped us realize what we’ve accomplished,” Braden says.

“Farmers as a whole don’t do a great job of waving our flag or taking a step back to see what we’ve done.”

They also see the program as a way to speak directly to non farmers.

“I went to a meeting years ago where the message was, ‘If we don’t tell our story in agriculture, somebody else will,’” Braden recalls.

“This has given us a stage to do that, and we’re not taking it for granted.

“It’s an honour to be recognized and to be able to share our story. You don’t always feel like you’re making a difference, but when the light shines on you a little bit, it’s nice to reflect and see that maybe you are.” BF