Q&A with Jay Funke, Del-Clay Farm Equipment

Years in Business: 33 years

(Opened March 2, 1992)

Q: How did your dealership get started, and what inspired you to get into the business?

A: Our dealership was originally started in 1947 by Paul Livingston and Vic Stone. It was known as Livingston & Stone in those days. After a split, it became Livingston Sales and Service, and eventually changed hands a few times until I purchased it from Dick Faust in 1992. My dad and brother later joined as partners in 1998. In 2021, as part of our succession plan, we adjusted ownership—my brother became the majority shareholder, and my daughter joined the business as well.

Q: What are the biggest changes you’ve seen in the equipment industry over your career?

A: When I started, we sold 10 mixer mills and 20–30 manure spreaders annually. Today, the family farm has evolved—many livestock-oriented farmers in our area are now farming 1,000 acres or more. The scale has changed, and so has the technology. We’re still a livestock-focused dealership, but the equipment and expectations have grown tremendously.

Q: What’s been your approach to navigating economic downturns or challenging seasons?

A: Survival mode. That’s really what it came down to at times. We had to make tough decisions—cut expenses, sometimes lay off staff. But we also focused heavily on our service department. Around 2010, we began working toward full absorption, and I’m proud to say we’ve reached over 100% in recent years. That’s been a game-changer.

Q: How have customer expectations changed, and how has your dealership adapted?

A: Customers want more from their equipment. Technology—auto steer, precision ag, retrofits—is no longer optional. Even small operators are embracing these tools. We’ve adapted by investing early in precision services and ensuring our team can meet these changing needs.

Q: What’s the best business decision you’ve ever made—and why?

A: Investing early in precision technology. Around 2012–2013, we hired a full-time specialist and got out ahead of the curve. While some manufacturers lagged behind, we leaned into it—and it’s paid off.

Q: What advice would you give to a younger dealer just starting out?

A: Hire good people. Whether you’re a three-person shop or a fifty-person team, having people who care about your business and your customers is everything. Respect has to flow both ways—for the employees and the owner.

Q: How have you approached succession planning?

A: Start early. I began thinking about succession seven or eight years ago. Plans evolve—what you envision at the beginning may change. Today, my brother is majority owner, and my daughter plays a key role in the business. I’ll likely stay involved in some capac ity, but I’m shifting into more of a consulting role.

Q: What’s one lesson you learned the hard way?

A: Used equipment. It’s easy to get aggressive chasing market share, but if you don’t value trades correctly, it’ll cost you. Paul Livingston, one of the original founders, once told me: “Your best chance to sell a used piece is in the first 90 days.” That advice has held true.

Q: How do you stay connected to your community, customers, and employees?

A: Listen. Smile. Be present. Whether I’m on the street or in the store, I try to listen more than I talk. Customers often know what they need—we’re here to help guide them, not lecture them. That same principle applies to employees and the community.

Q: What keeps you motivated after all these years?

A: The people—both those I work with and the customers we serve. Farmers are incredible people. We’re proud to support them, and the relationships we’ve built over the years are what keep me coming back. 