Meet Neil Keane, manager of the 2016 European Dairy Career Development Program (DCDP). After successfully running the Beef Career Development Program in Europe in 2015, Neil will be in charge of recruiting, training and helping a new generation of graduates grow a successful career in Alltech. Neil is anxious to meet the new DCDP members and shared his impressions and expectations of the program.

Please tell us a little bit about your role in Alltech.

Originally from Ireland, I have a master’s of science in ruminant nutrition from the University College Dublin and a postgraduate diploma in business management from the University of Plymouth. Working in Alltech for more than 11 years now, I am responsible for our ruminant sales in Europe; developing and setting up trials for our new biogas project with Niall Brennan, a former DCDP member; and providing our European dairy customers with sustainable and profitable solutions.

As the Dairy Career Development Program manager, what are the most important skills you are looking for during the hiring process?

When screening candidates for the Dairy Career Development Program, a degree in animal science, dairy science or veterinary science is essential as the position requires a good technical knowledge of animal health and nutrition as well as the dairy industry. The key skills we look for are openness, curiosity, humility, flexibility and enthusiasm. As the program seeks to develop a sales role, it is important that candidates display good interpersonal skills. Being sociable and outgoing is essential, and it allows our graduates to build good relationships with customers. Alltech is a fast-paced environment, having the ability to adapt and work on various projects is vital.  

The Dairy Career Development Program is a year-long learning process, what do you expect from the members upon completion of the program?

Upon completion of the Dairy Career Development Program, Alltech hopes that all members will have grown in confidence in their daily activities. Our world-class training provides graduates with not only innovative solutions for modern dairy farming but it also provides them with an opportunity to develop new solutions based on their first-hand knowledge on the farm. Professionally, we expect them after this year to be able to bring value to the dairy producers they work with, to develop their own projects bringing innovation to their market and to have them take full ownership of these ideas.

How would you describe your relationship as a manager with members of the program?

Throughout the year, we ensure a supportive environment for DCDPers. Previous programs have taught us that we need to maintain frequent communication to assist the members if needed. We also try to set the best conditions and give members access to resources to facilitate them pursuing opportunities and developing their own projects. DCDP members receive support and mentorship from senior members of Alltech as well as industry leaders to help them succeed in their careers.

In your opinion, what is special about the Dairy Career Development Program?

In addition to the uniqueness of the program and opportunities to travel, the DCDP gives graduates a chance to work with senior leadership. The approach Alltech will be taking is not just to instruct and share knowledge, but to show the graduates the route of experiential learning. The hands-on programme allows graduates with a passion for dairy farming to develop solutions for emerging industry issues and make their stamp on the industry. We aim to develop the next generation of dairy nutritionists who are ready to support and develop the global industry. Ongoing challenges, such as weak import demands, excess supplies and the ever-changing climate, continue to shake the dairy industry. This investment by Alltech shows the significant importance of the global dairy industry to us and our belief in the importance of supporting future dairy industry leaders.

What advice would you give to applicants to the Dairy Career Development Program?

Alltech is seeking graduates who have a passion for dairy. It is essential to know and understand Alltech and its values. I would advise graduates to read our ACE principles. Throughout the selection process, we want candidates displaying honesty about their skills and personality and sharing about themselves openly.

Have a question or comment?

In today’s world, competition in the marketplace is significantly greater than it was 50 years ago. Damien McLoughlin, Anthony C. Cunningham Professor of Marketing at the University College Dublin Michael Smurfit Graduate Business School, opened up the final plenary session of ONE: The Alltech Ideas Conference by discussing a strategy for differentiation.

“What is it that you can do to make your competition irrelevant?” asked McLoughlin. “What is it that you can do to make competition less significant in your competitive and business life?”

The theme of McLoughlin’s talk pivoted off these questions. He gave many reasons why he believes competition is more intense right now, but the most important factor is the advance in technology.

“Today, all of the power is with the buyer,” said McLoughlin.

He said places like China, the Philippines, Vietnam and other competitors of the U.S “have access to ideas from the old world and they are applying those at new markets in the new world.”

“They’re pushing competitive activity in a way that we haven’t experienced before,” he explained. “These first three forces (Technology, globalization, demographic change), of course, are all beyond the control of any person in this room… However, there is one other force, which is impacting our ability to affect competition; that’s the strategic or strategy choice.”

McLoughlin then explored the “red ocean” and “blue ocean” strategies that define businesses.
 

Red ocean strategy
 

A prime example of a “red ocean” business is the soda industry. McLoughlin said that when you see soda in a grocery store, everything is priced the same and looks exactly alike.

“When their competitor takes action, they copy it straight away,” he said, illustrating one of the signs of a red ocean.

He believes this strategy consists of companies that compete in existing market spaces, beat the competition, exploit existing demand, make the value-cost trade-off and align the firm’s activities with its strategic choice of differentiation or low cost.

According to one of McLoughlin’s slides, the “red ocean” is the death of a firm.
 

Blue ocean strategy
 

McLoughlin used Southwest Airlines as an example of a “blue ocean” business. 

“They smashed the rules of competitive engagement, created large uncontested new markets, simultaneously pursued value and low cost,” he said.

The outcome of this strategy was that Southwest Airline is now the number one airline in the U.S, with an 18.5 percent market share in 2016.

A blue ocean strategy is the exact opposite of the red ocean strategy. You will know you have a blue ocean company if you, “create uncontested market spaces, make the competition irrelevant, create and capture new demand, break the idea of value-cost trade-off, align the whole system of a firm’s activity in pursuit of differentiation and low cost,” said McLoughlin.

“It’s a tall task,” he said.

McLoughlin says that the main core principle of blue ocean strategy is value innovation. “What I mean by that is, we find ways to reduce our cost,” he said.

The craft beer industry, Ocado (an online supermarket in the United Kingdom) and Justin Trudeau, prime minister of Canada, are also successful utilizers of blue ocean strategies.

McLoughlin asked the audience two questions:
 

1.Do you dare to be different?

2.Are you willing to invest the strategic thinking time needed to create blue oceans?

He said four tools are needed for a blue ocean strategy within a company:

1. The strategy canvas.
2. The four actions framework.
3. Find new customers by looking for non-customers.
4. Price corridor of the masses - Price to encourage as many people as possible to buy the product.

Mission-driven companies are often viewed as places where employees feel their work contributes to a higher purpose. When it comes to “mission-driven agriculture,” the industry is now responding to consumers who are looking for their food/diet to serve a higher purpose, said Rebecca Noble, Alltech Crop Science business development executive.

“Consumers’ perceptions of their diet have changed,” added Noble. “Food and nutrition are now seen as a gateway to health. It’s not just about weight loss and body image.”

A 2015 Nielsen report asserts that, globally, 80 percent of consumers are choosing foods for their diet as a means to forestall health issues and medical conditions. Consumers are also increasingly factoring agricultural production methods into their food purchasing decisions.

“Their decisions are now based on beliefs and convictions that go far beyond cost and convenience,” said Noble. “Awareness about the social and environmental impacts of farming is also fueling their decisions.”

Agriculture is being called upon to reinvent itself and further propel human advancement.

“The industry is now being transformed into a mission-driven industry,” she said.

Who is in the driver seat?

Perhaps in no other industry are the needs and desires of consumers being felt so profoundly than in food production, commented Noble.

“Mission-driven consumers are flooding the marketplace with greater capacity and purchasing power each year,” she said.  

Believing that the right food choices will lead to better health, 25 percent of consumers are willing to pay a premium for products, with the following five categories being key:

• All natural
• GMO-free
• Low/no fat
• Gluten-free
• Organic

The organic category continues to be the largest segment for attracting premiums in store aisles. In 2014, organic sales in the U.S. reached $40 billion, and global sales are projected to reach $1 trillion by next year.

Grocery stores are reporting that new food perceptions are especially concentrated in younger generations, with millennials driving the organic category. Adding to the momentum is Generation Z, aged 20 and under, as many of them head to college and make independent food purchases for the first time.

With growing demand, retailers are working creatively to keep their organic supplies steady. One big box store is even lending money to farmers to help them secure land for organic production.

What’s ahead on the journey?

Sales of foods grown locally could eclipse sales of organic food. Grocery chains and big box retailers are aggressively expanding and marketing their locally grown offerings for sale. Retailers are finding themselves reinventing their stores to provide high quality, locally produced food that is also affordable.

Demands on conventional farming are the next frontier, as consumers continue to want to know more about the way in which their food is produced, explained Noble.

 “Mission-driven producers are working carefully to not just change their agricultural practices to respond to consumer demands,” she said. “They are helping to tell the story — creating new narratives — surrounding food production.”

Likewise, some large retailers are creating consumer-facing campaigns. They are educating shoppers beyond health and wellness issues to producers’ management and land practices, water use, farm worker safety and energy consumption.

Within a mission-driven agriculture system, Noble described symbiotic relationships forming between both retailers and consumers and retailers and producers.

“Consumers are no longer just simply eating,” said Noble. “Retailers are no longer simply just buying and selling. Producers are no longer being asked to just simply produce. Things have been put into overdrive.”

Metaphorically, we’re all in the car together, concluded Noble. This will call for true collaboration, especially between retailers and producers, to realistically and systematically take us to the next frontier.

 “Consumers and retailers are influencing each other, and more and more producers are taking their business, their mission and how they are perceived in the market into their own hands,” Noble concluded.

Finally, market competition will play a key role in keeping mission-driven dreams balanced, attainable and accessible for all.

Rebecca Noble was a presenter at ONE: The Alltech Ideas Conference. Audio recordings of most talks from ONE will be made available on the Alltech Idea Lab by mid-June 2016. For access, click on the button below.

Our species is experiencing a technological inflection point, according to David Hunt, co-founder of Cainthus.

“Science fiction is becoming science fact,” he said.

In just the last few years, we have landed the rover Curiosity on Mars, discovered the Higgs boson particle and discovered gravitational waves. Hunt, a self-proclaimed science fiction fan, seemed especially impressed by the harpooning of a comet in 2015.

Technological advances on the farm

Hunt has worked for years on some amazing, but slightly more down-to-earth than comet capture, technologies. He and his twin brother co-founded Cainthus, a company dedicated to digitizing agriculture. He described some of the company’s projects in breakout discussions on dairy and the future of farming at ONE: The Alltech Ideas Conference.  

Facial recognition for cows

The audience got a glimpse into a few fascinating technologies, some of which are here now and others that are right around the corner. Digital cameras are at the core of many of these advancements. Cainthus has developed facial recognition software for dairy farms that can memorize the face of a cow in six seconds and monitor the activity of an entire herd without wearable tracking devices. They are creating algorithms that will allow their software to alert a farmer when cows show early signs of lameness or when they fight over the best feed. When cows fight, it typically disrupts the entire herd and interrupts them from feeding for up to two hours, which certainly has an impact on milk production.

Scouting fields with drones

Drones are being adopted at a rapid rate on the farm, and Hunt talked about both the potential and the limitations of their use. Self-flying drones are already very successful for monitoring crop growth. Hunt looks forward to a day when farms are photographed twice a day. He warned farmers not to accept any offers from companies offering to fly drones over their farm manually. The cost is prohibitive and would not allow frequent enough flyovers to be beneficial. Current drones are disruptive for use in animal agriculture and will not be fully effective until they are small enough to go unnoticed by animals or can fly high enough that they won’t be seen.

The future of agricultural robotics

Robots will have an enormous impact on agriculture in the next several years. Hunt showed a video of two dog-like robots walking side by side. One was large and clumsy looking, the 2010 model. The other was sleek and graceful and was released just four years later.

“Imagine what they will look like by 2050,” said Hunt.

The significance of robotics for agriculture is huge. Robotic harvesters could allow farming to return to polyculture, the practice of growing multiple crops side by side in the same field. Planting and harvesting with combines has allowed farmers to feed an ever-growing population by ramping up production, but it is dependent on monoculture planting. Polyculture is closer to the natural ecosystem, and proponents say that it results in better soil health and easier pest management.

Digitizing agricultural decisions

Digitizing agriculture will allow farmers to make decisions based on data rather than emotion or hype. Hunt stressed the importance of this, emphasizing the need to base decisions on what is happening on your own farm and not anecdotal evidence from another farm, even the one next door.

“Just because a product works incredibly well on your neighbor’s field doesn’t mean that it will work well on your field,” said Hunt. “If we have precision management observing what things work, what works, what does not work, on a meter-by-meter basis and a plant-by-plant basis, there is no emotion, there is no hype. There’s just good decisions and maximization of productivity.”

In closing, Hunt offered a challenge.

“We have an opportunity today to use the tools that are here to create a utopia by 2050,” said Hunt. “We also have the tools available today to have this planet being a desert by 2050. The choices we make today are going to determine which one we leave behind for our children.”

David Hunt was a presenter at ONE: The Alltech Ideas Conference. Audio recordings of most talks from ONE will be made available on the Alltech Idea Lab by mid-June 2016. For access, click on the button below.

Apple has created some of the most innovative products in the world. Steve Wozniak was the mastermind and engineer behind the Apple I and Apple II computers. Wozniak, recipient of the 2016 Alltech Humanitarian Award, addressed a packed house at ONE: The Alltech Ideas Conference to talk about his vision and how he sees computers in the future.

“I wanted to make a machine that could do what no other machine was able to do,” said Wozniak.

His main goal was to make something possible that nobody expected could happen. He accomplished this with both the Apple I and Apple II computers.

Wozniak described his early days working on computer designs and trading ideas with other members of the Homebrew Computer Club in Palo Alto, California. This was before Steve Jobs was around.

 “I was trying to help all these other people in our club who wanted to start a revolution. We used the word revolution and everybody in life kind of wants to be part of a revolution because it always leads to better, supposedly. And I wanted to be part of it, so I gave away my design of this computer. I would show it off every two weeks at the club.”

Wozniak surrounded himself with people who wanted social change.

“I believed in it,” he said.

When he was young, he told his parents he wanted to be either an engineer or a fifth grade teacher. He cared a lot about education and even became a volunteer elementary school teacher for eight years.

Wozniak said his goal was to help kids get back in school and “stop kids from dropping out, because some kids are dropping out now around 8 years old or something crazy like that.”

He started working with a girl in the fourth grade during his first year of teaching.

“Her mother told me she wasn’t interested in school and learning anymore,” he said.

So Wozniak took an Apple computer to her house. The Apple computer wasn’t popular at the time, so it was something new to the girl. He continued to visit her house all throughout the year.

“We would spend about two hours a night just typing away, writing papers,” he said.

She ended up finishing college and made the dean’s list all four years.

Wozniak started Apple with Steve Jobs when they were young with no money, no savings and no business experience. He closed by recommending the three types of people that young entrepreneurs need to start a business:

1. A guider: Someone who knows business and how to make money.
2. A marketer: Someone who knows the quality of the product.
3. A very good engineer: Someone who has talent and knows what will and will not work. 

John Calipari and Alan Mulally are two key leaders in today’s world who focus on team-centered leadership.

At ONE: The Alltech Ideas Conference, Calipari, head men’s basketball coach at the University of Kentucky (UK), and Mulally, former CEO of Ford and the recipient of the Alltech 2016 Medal of Excellence, both spoke on the idea of building a team and working together to achieve goals within a team. Although their experiences come from different sectors, they share many of the same ideas. Calipari gave five main points that he thought best suit his style of being a leader and building a team, while Mulally explained what he did to bring Ford out of a $12.7 billion loss.
 

Calipari: Connection, communication and creating community leaders
 

Calipari talked a lot about his “one and done” athletes, who come to UK for one year to play basketball and then leave straight for the NBA.  He explained that it all starts out with “staying in the moment.”
 

“You can’t get it done in one day,” said Calipari.
 

He challenges all his teams at UK to abide by this rule. He also encourages his teams to stay steady and keep everything in perspective.
 

“You have to try stuff and fail fast,” said Calipari.
 

He emphasized building relationships based on trust that will last forever. Social media is “vital in today’s world,” he said, and you have to “connect with a lot of people, reform, act quickly.”
 

But he noted that social media can’t take the place of face-to-face contact and creating an attitude through caring. It shows his players that he is serious about his job and he wants what is best for them.
 

These are all the steps Calipari said make someone a “servant leader,” and this is important because Calipari feels it is his job to build community philanthropists in his team members. All of his former players who are now in the NBA are involved in their community in some fashion, and Calipari feels that this in particular is a personal affirmation that he has done his job well.
 

Mulally: Making working together work
 

Mulally, like Calipari recruiting for his team, recruited the best people to work at Ford. He made sure that he surrounded himself with 16 leaders, nearly all of whom were already Ford employees. He hired the best 16 for the job and made sure that they all supported each other and their teams in the workplace.
 

Coming in at a time when Ford faced a $12.6 billion loss was a challenge, but Mulally felt company unity could bring them through it.
 

“The team decided that they were going to work together and share the issue, and people were going to survive,” said Mulally.
 

That’s what was needed to overcome such a big deficit. With everyone buying in and trusting not only Mulally but their entire Ford team, it made everything run more smoothly and lifted them out of that loss.
 

“Everybody has to know what the plan is; everybody has to know what the status is,” said Mulally.
 

He shared four key points for leading a team:
 

1. Go after a compelling vision
2. Include everyone       
3. Work on strategy
4. Check it out – review the plan and make sure it’s working (i.e., goals are being achieved)
    

 “Working together always works,” he said.
 

John Calipari and Alan Mulally were presenters at ONE: The Alltech Ideas Conference. Audio recordings of most talks from ONE will be made available on the Alltech Idea Lab by mid-June 2016. For access, click on the button below.

When Dr. Pearse Lyons, founder and president of Alltech, took to the stage at the company’s annual symposium, ONE: The Alltech Ideas Conference, his one question to the 3,000 gathered delegates was: “What is your ONE big idea?”

“Turn on your lamp,” he said, to light the paths ahead on your journey of discovery. He reflected that his own personal journey began on Gold Rush Road, Lexington, Kentucky, USA, and that journey has taken him to meet some of the world’s most amazing people, such as Muhammad Ali and Queen Elizabeth II of the United Kingdom.
 

His inspirational, entrepreneurial journey started with $10,000 and a question from his mother: “What took you so long?”
 

Dr. Lyons recognized that there were many other “lamps” that lit the path on his journey to creating a now $2 billion company. Bringing his team along on this journey was important, he noted, and at ONE, Dr. Lyons shared the following insights:
 

1. Find what you love, what makes your heart sing
2. Welcome opportunity
3. Make your one choice

Dr. Lyons stressed that choices change lives, not chances. Take the decision to go down that corridor. If you don’t go down that corridor, how can you expect doors to open to you?
 

“I’d like to help you to open those doors,” said Dr. Lyons at the ONE opening plenary session. “If we share our ideas with others, we can all conspire to help to make those ideas come to pass.”
 

Opportunities are everywhere, yet those opportunities are fleeting; in fact, Dr. Lyons believes you have to grab those opportunities within a 24-hour period.
 

He posed the question: “Where do ideas come from?” In looking for those new ideas, always look for the catch — what’s the catch? Then, find the solution.

Where to look for ideas:

1. Travel
2. Create
3. Build an innovation incubator
4. Be ready
5. Search for the catch and overcome it
6. Turn setbacks into bounce-backs

Entrepreneurs are sales people; they always find the solution. Steve Jobs and Henry Ford were sellers, Dr. Lyons said. They sold dreams, dreams of communications and of transportation. He advises entrepreneurs to march right when the rest of the world marches left. In going that different route, you go down the road less traveled.

Remember: If you do things the way you’ve always done them, nothing will ever change, and Einstein defined this as insanity! 

Dr. Pearse Lyons was a presenter at ONE: The Alltech Ideas Conference. Audio recordings of most talks from ONE will be made available on the Alltech Idea Lab by mid-June 2016. For access, click on the button below.

Nowadays, fewer people are living in rural areas and even fewer are becoming farmers. While agriculture is being forced to compete with sprawling urban settlements for land and water, it will also be required to serve on other major fronts: adapting to and contributing to the mitigation of climate change, helping preserve natural habitats and maintaining a high level of biodiversity while continuing to feed the world.

New and traditional demands continue to grow for agricultural products, thus putting pressure on an already scarce resource. As our global population is expected to reach 9 billion by 2050, the question must be asked: How can we feed the world with a finite amount of land?

In order to visualize the world in 2050, Alltech created a virtual experience entitled ONE Vision. ONE Vision will allow attendees to experience a planet of plenty, where technology and science align in order to produce nutritious food. Attendees will be guided through a 10,000-square-foot virtual planet, where they can witness a world in harmony with its three essential elements: land, air and water. Attendees will also find themselves in sub-Saharan Africa, where advanced soil management solutions have tripled crop production, and in Asia’s paddy fields, where upland planting is producing sustainable harvests in flood-prone areas. Across the globe, the farms of the future are thriving as their animals achieve their genetic potential, producing more with less, all while reversing soil degradation and reducing water use, waste and emissions. Attendees can also interact with reaction tables, allowing them to understand the effects of today’s choices on the agriculture industry and future of our planet. 

By drawing back the curtain on the future and allowing attendees to glimpse what’s possible, Alltech hopes to encourage individuals to make the right choices today for their future tomorrow and thereafter. A future of plenty in agriculture is ours if we harness the power of technology, conserve resources and encourage innovation. 

I want to learn more about nutrition for my dairy.

Bananas are a billion-dollar industry in Costa Rica. The much-loved fruit is the country’s fourth-ranked export at $1.38 billion in value, with approximately 115 million boxes of bananas sold annually to the U.S. and Europe.

But among the banana trees, there is a dark battle underway. Black sigatoka and other diseases threaten to annihilate the banana industry and the very livelihood of an estimated 10 percent of Costa Rica’s workforce.

Small farm plantations have been forced to cease their operations as black sigatoka has wreaked its havoc, decreasing yields by 50 percent and driving production costs up by 25 percent.

Much like a real war, local residents have become used to the drone of planes flying overhead. In this case, the weapon of war is fungicide applications, which, according to Kyle McKinney, crop science development manager for Alltech in Costa Rica, took place 60–70 times in 2015 in a valiant attempt to keep black sigatoka at bay. To put this in perspective, there were approximately only five to seven fungicide applications in 2010.

Enlisting nature’s help in bananas' battle against black sigatoka

In 2015, Alltech constructed a lab in Costa Rica dedicated to the battle for bananas. Calling upon their expertise in microbiology, Alltech scientists “enlisted the help of friends called microbes,” said Dr. Pearse Lyons, president and founder of Alltech.

This natural deployment of microbial technology appears to be having an effect on inhibiting the growth of Mycosphaerella fijiensis, otherwise known as black sigatoka.

Field trials in Costa Rica have been underway, alternating weekly microbial treatments with conventional fungicides. After two years, the project has expanded to 12 growers representing over 5,000 acres and over 1.5 million boxes of bananas destined for both the foreign and domestic market.

McKinney expects the program to expand its reach to other growers.

“The Alltech Crop Science program has decreased chemical pesticide treatments by 20% while maintaining equivalent disease control, at similar costs, making it a viable and sustainable option for the grower,” said McKinney.

McKinney noted that Alltech plans to stay the course in Costa Rica. In addition to its recently constructed lab and installation of fermentation equipment, Alltech is supporting an employee’s Ph.D. studies in Costa Rica to begin a project focused on disease control through microbial technologies.

Every year when the calendar flips to May 5, the world joins in Mexico's "Cinco de Mayo" celebration of its historic victory over the mighty French forces. In a David and Goliath battle against an army nearly three times its size, soldiers outside the city of Puebla vanquished the invaders in 1862, turning the tide on a military machine that had been undefeated for nearly 50 years.

France may have looked better on paper, but Mexico had a secret weapon that was far more powerful: sheer determination. Outnumbered but not outmaneuvered, Mexico showed the world that with the proper mindset, ambition can trump ammunition.

While the military victory it commemorates took place over 150 years ago, the spirit of the battle of Puebla lives on. Nowhere is that more evident than in Serdan, located in the same state just an hour’s drive from the battleground site. There sits a beacon of hope that reflects the nation's unflagging resolve to advance economically, technologically and societally: Alltech Serdan.

Alltech's Serdan facility is located about 120 miles southeast of Mexico City. The plant produces two main products: Allzyme ® SSF (a natural enzyme complex that maximizes nutrient release) and De-Odorase® (made from yucca extract, which reduces ammonia from animal waste). The state-of-the-art production facility, which has about 200 employees, is one of the largest facilities of its kind in the world. Construction of a new De-Odorase production facility is underway and is expected to more than double production capacity.

Paul Kilgallen has seen Alltech's investment in Serdan grow exponentially in recent years. The resultant benefits to the community – indeed, to the world – show in the faces of those whose lives they have touched, he said.

"You can't imagine what it feels like to see a young person who never even dreamed of having such an opportunity actually succeed," said Kilgallen, who manages Alltech's plant in Serdan. He has seen that happen many times over through Alltech's internship program, which has resulted in permanent employment for numerous candidates. "You see people here wearing 10-year pins, even 20- and some are close to 25-year. People are seeing that you can build a future at Alltech Serdan," he said.

Because Serdan is largely rural, in the past residents seeking education and employment usually had to move to urban areas, such as Mexico City, to seek career opportunities. Now, more and more residents of Serdan and the surrounding Puebla region are able to stay there after graduation, said Josefina Garcia, who manages Alltech’s community projects in Serdan.

"I'm a local girl, and it means a lot to me to see graduates be able to stay and have a successful career in their own community," she said. "Before, the only stable employment you could find was in the big cities."

Alltech's efforts in Serdan have had a ripple effect worldwide. Kilgallen offered the example of a Haitian student who, while attending the University of Kentucky, met Dr. Pearse Lyons, president and founder of Alltech (which is headquartered in Lexington, Kentucky). Lyons recruited him for a summer internship at Alltech Serdan, where the student was introduced to the company's innovative work with yucca. Afterward the student brought his knowledge and excitement about yucca back to his home country, where it generated interest. Haiti, still recovering from the massive earthquake of 2010, began exploring yucca as a means to improve its agriculture base and economy.

One of the team's most important projects is planting yucca trees throughout the region, which testifies to Alltech's commitment to sustainability. Alltech's operations in Serdan have received numerous awards for sustainability work from the governing authorities in Ciudad Serdan and in the city of Perote in the Veracruz region.

Yucca trees at Alltech Serdan, Mexico. Background: Pico De Orizaba, highest mountain (Volcano) in Mexico

Kilgallen said there are about 60,000-70,000 yucca seedlings at the Serdan facility, which are replanted in the surrounding regions until they reach full growth. About 15 years after planting, the plants are harvested and transported to Serdan, where the yucca logs are used to produce De-Odorase – always with an eye on sustainability. As Kilgallen noted, "For every tree we harvest, we replant three yucca trees."

Alltech's interns, supervised by experienced employees, are currently working on yucca products for an organic certification project. In addition, Alltech's alignment with new yucca suppliers has generated job opportunities, with about 40 new hires by a supplier in Perote.

"You can drive around and see Serdan prospering," said Kilgallen, who over the past several years has witnessed the area bloom into a commercially viable community with a higher standard of living than before.

"We even have Walmart-type stores now,” he added. "You don't see that in towns comparable to Serdan. The improvements on employees' quality of life are clear, even as exemplified by the types of cars now in the facility’s parking lot."

And, their success is paid forward. Some of Alltech's new and ongoing community projects in Serdan include aid to schools for disadvantaged and disabled children, including donations of computers and classroom furniture, as well as upgrades to buildings and play yards. Garcia and her team also help sell products made by students to raise additional funds for the schools. In addition, they make food and clothing donations to the regional prison.

El Cerrito Elementary School, supported by Alltech Serdan

For someone only at the dawn of her career, Bailey Mack has already traveled the path of many a professional’s dreams. Currently a 2016 Alltech Career Development Program member, selected as one of 11 from more than 2,000 global applicants, Mack is fluent in Mandarin Chinese and has traveled the world, spending at least a month each in Taiwan, China, Indonesia and Peru.

Growing up, the Louisville, Kentucky-native and her family were active in scouting, which led to a love for all things outdoors and a particular passion for environmental and sustainability issues. She received her Girl Scout Gold Award for rehabilitating a pond at a state park in Kentucky.

“When I started to learn Chinese, I tied my background in environmental issues into it,” she said.

This led to Mack’s first application for a Fulbright research grant. She was named a semifinalist at the time.

After a second attempt for a Fulbright grant to India for an English Teaching Assistantship, Mack discovered that her third attempt, this time for Malaysia, would prove to be a charm. Recently, she was named one of 90 Fulbright grant recipients for Malaysia, where she will live and work as an English teaching assistant next year.

“My application centered around and was interested in looking at the environmental issues faced by countries and markets that want to evolve and become more economically developed,” said Mack. “They are facing a lot of pressure from other countries that want them to evolve in a sustainable manner. In Malaysia specifically, rainforest preservation and palm oil are really hot topics.”

Where exactly Mack will be located in Malaysia is yet to be determined and will depend on the needs in the school system. In addition to teaching English, Mack will serve as an ambassador of the U.S.

“They want you to do things like run afterschool clubs, whether badminton or helping set up English clubs,” said Mack.

She is also looking forward to integrating her environmental and sustainability interests into conversations and learning more from her Malaysian neighbors.

“My perspective is someone coming from the U.S. and is totally different from someone who is actually living there and understands how it is going to affect them and change certain things.”

Following her time in Malaysia, Mack plans to return to Alltech with a desire for more adventure and opportunity.

“I just see this as a natural continuation of what I’ve been doing for so long,” said Mack.

Considering the list of Fulbright alumni, it is quite a promising path for her. Mack joins an elite group; Fulbright recipients have gone on to win  Pulitzer Prizes (82 recipients) and Nobel Prizes (54 recipients), take on roles as heads of state (33), and become members of the U.S. Congress (10) and the U.N. (one secretary general).