Five months ago, we spoke with Jack Bobo, CEO and founder of Futurity, about the rapidly changing food supply chain and what trends he believed would influence the future of food production and consumer habits. We recently spoke to Jack again about how consumer trends in the food industry and the food supply chain adapted through the rest of 2020.

The following is an edited transcript of the Ag Future podcast episode with Jack Bobo hosted by Tom Martin. Click below to hear the full audio.

Tom:              Welcome to Ag Future, presented by Alltech. Join us as we explore the challenges and opportunities facing the global food supply chain and speak with experts working to support a Planet of Plenty.

                        Futurist and Futurity CEO Jack Bobo was with us back in June of 2020, when we were only beginning to come to grips with the meaning of the term “pandemic”. We wanted to know then what sorts of behaviors and trends peculiar to the COVID-19 crisis he was observing, and so much has happened since then. Jack is back to update us on trends in food and farming. Welcome to Ag Future, Jack.

Jack:               Thank you for having me.

Tom:              When we spoke with you in June, you were noticing an acceleration in online purchases of foods and other goods. Let's start with that. What has happened in that sector since June?

Jack:               Well, a lot is happening. One thing is just (that) the numbers continue to go up. We've got about a 200% increase in shopping over that time. One thing that's interesting is that we're not nearly seeing as much loyalty, though, in the online shopping as we do to the brick-and-mortar store, so I think that's a bit of a surprise — that consumers are much more willing to try two or three or four different online stores, whereas normally, we have sort of one store that we go back to time and again, our local store.

Tom:              I've heard that there is a problem now with returns through the mail and through FedEx and UPS — a phenomenon that wasn't happening before, because people were taking them back to brick-and-mortars. Are you hearing about that?

Jack:               Yes. I think that's definitely an issue. There are a few issues, though. That's one, and that's an important one, and it can contribute to waste — but of course, all of this home delivery is just adding to the package waste that's becoming just an enormous problem. One thing that's a bit of a distinction is that companies like Instacart, where they're actually making local purchases and bringing it to the home, have gotten about a 50% increase (in) consumer loyalty over those that are purely online, and I think that addresses a little bit of that issue. When somebody is actually going to your local grocery store and picking it out, that's one thing, but when somebody's sending it across the internet, that feels like somebody didn't really take as much care to get it to you.

Tom:              Right, and we're learning a new etiquette, a new discipline, in working with our Instacart shoppers. It's been kind of interesting.

Jack:               It is. People are learning lots of lessons that they didn't expect to at this age.

Tom:              Well, at the time back in June when we spoke with you, you noted that due to the pandemic, we had just compressed five to ten years of growth in online food purchases into just a couple of months. At that time, you predicted that this would have a long-term impact. Would you say that online food shopping is here to stay?

Jack:               Well, the numbers are pretty good. (In) surveys that have asked people (who) are currently doing online shopping whether it's something they intend to stick with, about 90% of online shoppers today think that they will continue to make those purchases online long after the pandemic has passed.

Tom:              There's been a big shift from most people dining outside of the home to most everybody now eating their food at home, and this is going to continue for some time. What are the implications?

Jack:               Well, some people today are getting a little bit tired of eating the same thing over and over again and are finally accepting that they might need to learn to cook as well. So, one thing that I've noticed is an explosion in online cooking classes. People are trying to either learn some new skills or learn those skills for the very first time. I think that's going to be a good thing long after this, because people feel more comfortable in the kitchen, but other things that are coming out of this are that restaurants are trying to get in on the game as well — because people aren't coming into the restaurant, but they want to be able to connect with people at home.

                        This has led to a lot of restaurants creating sort of that dining experience in the home, so they're packaging up their products in a way that can then be served at home so you feel a little bit more like you're getting that dining experience than you would from just getting a meal kit. What I think that's interesting is that if COVID hadn't happened, most restaurants would not be getting out of the box. They would not be trying to explore new paths and new models to reach the consumer. They would have just continued to do things the way they had been doing it forever.

                        This has really shaken up the restaurant world, and those are changes that are going to stick — or some of them will. I think that we're going to find that some of them that are able to do it better are going to thrive because of this. Unfortunately, I think a lot of the smaller players, it's just going to be very challenging for them, and I think we'll continue to see a lot of small restaurants going out of business.

Tom:              It's going to be interesting to see what business model emerges from this pandemic and has staying power after that happens. Earlier this year, you were talking to people about panic buying and retail therapy and then food production squeezes and shortages. So, looking forward, what are the long-term implications to our food supply and how we produce food that are going to come out of this pandemic experience?

Jack:               Well, I think the first thing is just to be proud of the fact that our supply chain responded as well as it did to the pandemic. There were a lot of predictions that we were going to run out of food, that animal protein was going to be in short supply, that people were going to be rationing, and none of those things really came to pass. I think that that is to the credit of the companies in the supply chain, the food companies, the farmers and others, who all stepped up to avoid the really serious disruptions that could have taken place.

                        Now, absolutely, there were some disruptions of the supply chain, but given the magnitude of the problem that we faced, things certainly went better than they might have. Other things, though, to think about is that the United States is gearing up for a stimulus package that is about $900 billion, nearly $1 trillion. This is going to provide a lifeline to many people in the near term, but in the longer term, that money is going to run out as well. There are a lot of people that are in a very precarious situation today, a lot of renters who have not been paying their rent. Mortgage owners have not been paying, and at some point, those bills are going to come due. So, as well as things have worked so far, I think we're going to see people being squeezed far more on the consumer side than on the food production side, but when people don't have any money, that tends to have an impact on the entire supply chain.

Tom:              How is the consumer mindset being changed, and where do you think it's going in regards to food trends? Is the way people think about food actually changing?

Jack:               Well, I believe (that) last time we talked, I talked about how uncertainty over jobs, uncertainty over the pandemic, all of those things tend to make people more cautious. When people become more cautious, they become more frugal, more careful in how they spend their money. I think we're definitely seeing a lot of that. I think that those kinds of trends are not things that people get over quickly. They tend to be lasting effects. One, people are going to be short of cash for a long time, but the mental repercussions of that are going to last much, much longer.

Tom:              Again, when we talked earlier in the year, it was, then, way too early in this crisis to make any definitive statements about how it would impact people across the demographic spectrum, but let's look at Generation Z: 18-to-23-year-olds (who) are coming into life with possibility before them, a lot of hope, and suddenly, that's all gone on hold. What does the future have in store for that age group?

Jack:               Yeah. Well, this is definitely the group that is going to be hit the hardest and where the impacts are going to last a lifetime. My daughter started college this fall, but she started from her bedroom. I can tell you, she much would have preferred to have been on a college campus. But more than that, the students that are graduating last year and over the next few years, they'll be graduating into the worst economic climate since the Great Depression.

                        We know that (for) people (who) lived through the Great Depression, that impacted how they think about money, how they think about food, how they think about expenses for their entire lives. So, I think we know for sure that those (who) are in that age group that you mentioned will have really lasting effects on how they think about everything. So, we shouldn't be surprised if they come out of this being more cautious, more careful, more prudent in how they spend their money, but it's also going to have an impact on their earning potential for their entire lives, because the first few jobs you have puts you on a trajectory for retirement.

                        So, they're going to be starting, really, several years behind, and those are things you really just can't make up.

Tom:              What would you say has COVID-19 revealed about the ways that we get the right food to the right people at the right price? What have these disruptions shown us about our food systems?

Jack:               Well, on one hand, our food system is resilient, but it can be disrupted. These disruptions can have broad, even global repercussions. Some of those are going to be in the short term, but some of those will ripple throughout the years. I think the system is better if countries resist the urge to limit exports and to protect their citizens, because we have seen little where countries have been blocking exports, but where we do, those really (have the) potential to disrupt global trade, and it makes everybody nervous.

                        Unfortunately, the few times that that happened over the last six months have not grown and (have) become a global problem. In many ways, that was the problem we saw back in the 2008 and 2009 global recession. This is not a short-term problem. We'll probably lose a decade of progress towards things like reducing global hunger. That's very unfortunate. We had been making decades of progress at reducing hunger and poverty. Those trends are going to continue or (are) going to be reversed for years to come.

                        One of the challenges in 2021 is that we're going to have tens of millions of new people who are going to fall into poverty and hunger, some of them for the very first time. So, at a moment where many governments are struggling to take care of their own people, we're going to have people all around the world that are going to be in greater need, and so it's going to be a challenge to see whether or not countries can take care of their own but also recognize that there's a global need that needs to be addressed as well.

Tom:              Jack, you touched on this a little bit earlier, but I'd like to expand on it, if I could. Again, in June, I asked who you saw coming out of the pandemic as winners and losers, and you singled out online purchasing as a big winner but (said that) restaurants and small businesses (are) in real trouble. What is your assessment now of sectors that will emerge strong versus those that will either not survive or will come out of this, somehow, transformed?

Jack:               Well, one thing I think is interesting is that the importance of farming and food production has never been clearer. I think that's really important because I think, for too long, many consumers had taken food production for granted. Now, this is both a blessing and a curse, for our consumers to care about what it is that you do, because when people care about things, they begin to want policy changes in order to make things better. Sometimes those policy changes do, in fact, improve the situation, but there's also a risk that they'll make things worse.

I don't think we quite know how that's going to play out. But just one example is — I've heard a lot of people talking about how we need to go back to a time when there's greater inventory so that we don't run into the shortages we did at the beginning of the pandemic. I think people forget that by cutting down on inventory, what we did was we reduced cost. Now, the cost of not having inventory is that you're more at risk, but eliminating inventory also reduces cost and the price to the consumer. There are trade-offs. If we have inventory, we're better prepared for a pandemic, but those who are worried about the cost of their food may be disadvantaged. So, I think one of the challenges we're going to have is: How do we balance the need to fix some of the problems that we identified without creating new problems that we'll have to live with?

                        Now, in terms of winners and losers, we've already talked about online purchasing as a winner. We've talked about restaurants; many of them are going to come out of this much, much weaker. There will likely be some that benefit from it, but I think there's going to be a reassessment of the role of dining out in our lives. That's something that restaurants are going to have to figure out: how they can play a more intimate role in the lives of consumers. I think that food companies also are going to have to evaluate where they are and what their relationship is to the consumer.

                        Some of the winners are the larger, big food companies that had been really struggling, to be honest, over the last couple of decades to get the attention of the consumer. These days, consumers are more interested in that comfort and are turning back to the brands that they grew up with. So, I think that they're going to come out of this much stronger, and that's going to be a benefit to them for a long time to come.

Tom:              Well, change is a given. It's like background noise; it's always there. It's always occurring. But right now, we're going through some monumental changes. I wonder about your thoughts, if it's possible to form some thoughts, about the market implications of the changes that are underway in Washington.

Jack:               Yes. Well, I think that we're seeing a lot of changes taking place. I think that there were some that were worried about what the market implications would be of changing from a Republican to a Democratic administration. I think the stock market, at least, has not been concerned about the change, so I think there will be a continuation of positive growth there. But I expect that there will be some changes in terms of how a new administration looks at things like climate change, environmental issues, sustainability, and health and nutrition.

                        I think we'll see a change in focus on priorities, but I don't think that we'll see such dramatic impacts that it's something that people or companies or industries would need to be worried about. Hopefully, there's an opportunity for companies that are already interested in addressing sustainability issues to partner with the new administration in order to accelerate some of the things they're trying to do.

Tom:              Futurist and Futurity CEO Jack Bobo. Thanks so much for the conversation, Jack.

Jack:               It's been great. Thanks for having me.

Tom:              Thank you for listening. To hear other conversations with many of the featured speakers at ONE: The Alltech Ideas Conference, visit ideas.alltech.com. Access is free after signing up.

How do the top farms achieve and maintain exceptional performance? Valerie Duttlinger, chief analytics officer at Summit SmartFarms, explains how a positive workplace culture that focuses on the people and processes on the farm can lead to greater agricultural production.

The following is an edited transcript of the Ag Future podcast episode with Valerie Duttlinger hosted by Tom Martin. Click below to hear the full audio.

Tom:                          I'm Tom Martin with Valerie Duttlinger, chief analytics officer at Summit SmartFarms, and she joins us to talk about her session at (the Alltech ONE Virtual Experience), “Achieving top performance: What does it really take to be the best?” In this session, Valerie covered how top pig farms achieve and maintain elevated performance through focusing on people and processes. Greetings, Valerie.

Valerie:                      Hi.

Tom:                          So, first, a bit of background. Tell us about Summit SmartFarms.

Valerie:                      Well, we’re a startup company based in Remington, Indiana, and we’re focused on equipping people to optimize performance through labor and technology.

Tom:                          The title of your presentation at this year's virtual ONE (Alltech) Ideas Conference, as I said, was “Achieving top performance: What does it really take to be the best?” And I'm wondering: What criteria have to be met to be considered the best?

Valerie:                      Well, you know, it's really a combination of a number of things, but it’s ultimately driven by a company's business model. The best for a producer selling weaned pigs is different than what a producer finishing their pigs would be looking for. It's a combination of animal performance, employee engagement and, ultimately, profitability.

Tom:                          And can you give us some examples of “bests” that everybody would be familiar with?

Valerie:                      Yeah. So, for a sow farm, you know, 30 pigs weaned per mated female per year is certainly one that is thrown out there a lot. But again, that's not right for everyone. Low mortality is certainly a driver of “best,” both on the sow unit and on the finishing side. But I think having low turnover and highly engaged team members are often not considered in that definition but really should be.

Tom:                          So, Valerie, if you were called in to diagnose the health of an organization, what would you be looking for?

Valerie:                      You know, there's really four buckets that I would be looking at. One would be: Do they put people first? And second, are they coaching, or are they just bosses? Third, does the team have the tools they need to win and be successful? And fourth, have they really created an irresistible culture?

Tom:                          Okay. Let's take those four points one by one. First, people. What needs to be recognized and understood about the people of an organization?

Valerie:                      You know, everybody is different, but ultimately, people are looking for the same things. And our teams really aren’t any different than those that are working in factories or in offices. They want to be known individually and appreciated for their contributions to the team.

Tom:                          And “be a coach, not a boss” — what does this mean?

Valerie:                      You know, for me, great coaches do three things really well: they advocate for their team; they congratulate and celebrate a job well done; and they provide timely guidance when they don't do their jobs correctly.

Tom:                          “Deploy tools to win” — does this have to do with the quality and the effectiveness of the tools employees are provided to work with?

Valerie:                      Yeah. It's not just enough to provide tools; they have to have the right tools, like quality and user-friendly SOPs. Other tools could include personality assessments and tools to help team members understand each other in a much better way.

Tom:                          What are the things that make a workplace culture irresistible?

Valerie:                      An irresistible culture has a waiting line instead of a revolving door of people, and it's a place where people want to come to work instead of having to come to work. It’s a place where they’re supported and are valued and are known for the difference that they're making in the organization.

Tom:                          And within that culture, what kinds of generational differences should employees be aware of?

Valerie:                      Yeah. There are a lot of generational differences, but there certainly has been a big shift in the way that millennials and Generation-Z’s view work. They’re looking for more than just a job that provides a paycheck. They really want their job to provide a purpose that allows them to use their strengths and not focus on weaknesses.

Tom:                          Do you find that the generations offer different perspectives when they're asked to rate their job satisfaction?

Valerie:                      Yeah. In 2019, we conducted a labor intelligence study with just over 100 team members in 12 different farms, and the millennials were the least satisfied while making up 50% of the respondents in that study. And that's been a trend that is seen across many different industries, across a number of different surveys and engagement.

Tom:                          Some of us, we work too hard. We just throw ourselves into our work. And if the job becomes your life, what becomes of your life outside of the work?

Valerie:                      Well, we do spend more waking hours at work than we do at home. So, a job should really be an extension of your life. It should be working for something that you're passionate about and with people you enjoy being around so that it does add to the value of your life.

Tom:                          This pandemic that we're in is causing us to kind of step back from overworking. Are you seeing that, and do you think that's going to make a difference going forward?

Valerie:                      Yeah. It's certainly impacted the way that people are working and living.

                                    You know, in the ag industry, especially in production agriculture, we don't get to just work from home. The animals, they'll have to be cared for and fed. So, it still means going to work, for many of these people. And so, it has certainly been new concerns and new stresses for people as they're trying to educate their children from home while working full-time, having problems with childcare. It's really had a really big impact. But at the same time, in production agriculture, we’re helping to feed the world. And so, we're playing a really important role for frontline workers, and that's important for our team members to remember: the role that they're playing through this pandemic.

Tom:                          Back to your presentation at the (Alltech) ONE (Virtual Experience). Something I found really interesting (is that) you advocate hiring for fit instead of skills. What is fit, and why is fit more important than skills?

Valerie:                      You know, fit is about culture. Does this person fit in with the core values and the culture of the company? And we can teach people the skills much easier than we can help them fit into our culture.

Tom:                          What are the signs of a toxic work culture?

Valerie:                      Well, I would put at the top of that, gossip, and from — that is generally a result of poor communication. It can be strained interactions, and certainly, high turnover would be a sign of a toxic culture.

Tom:                          What if, Valerie, right this second, we're talking to somebody who is just absolutely miserable in their job. First, what are some signs of this?

Valerie:                      You know, I think one of the signs is feeling like you're replaceable, like you're a cog in a wheel and that you're not really known for who you are personally. If you don't feel a connection to the mission of the company and you don't understand if you're winning in your role, it's really hard to be engaged in your job.

Tom:                          And so, how could this unhappiness be prevented?

Valerie:                      Well, I think it's partly the responsibility of the leadership team to share the messages that come back at, you know, communicating the history of the company, helping each team member understand how they're impacting the success of the company and the impact that they have on the world by being in agriculture and food production, helping to feed those around us.

Tom:                          And what could a manager — and I guess a good manager would notice if somebody is going through this. And so, what could that manager do help to a person feel more positive about their job?

Valerie:                      Well, it may not be just their job that's causing them to be negative. It can be those things that are impacting them outside of (their professional) life. And so, for a manager, to start with having a conversation with them about what really is bothering them is the first place to start. And then, if it dovetails into it being a part of the job and (is) really focused on things that they don't like in the job, it's about how can you adjust the job to allow people to do things that they like. We can't avoid all of the jobs that we like or dislike. But if one person in the farm maybe hates paperwork, and yet they’re responsible for a lot of it, having another person help with that or adjusting those responsibilities can go a long way to helping people be more positive in their outlook on their job.

Tom:                          And what if you have no way, or at least think you have no way, to actually measure progress or success in these areas?

Valerie:                      So, I think it's about getting creative. You know, if you have no way to measure progress or success, it’s tough for people to stay engaged. And we really want to know if we're getting better at what we're doing. And so, get creative — even if it's just the scale of 1 to 10, how well do you feel like you did this week, or having your boss rate you (on) how well did you do this week. It doesn't have to be something that is a hard and fast measurement. It can be an objective measurement.

Tom:                          Okay. And now, this is a “listen up” for management. The question is: What are the key traits of an organization that people want to be a part of?

Valerie:                      Yeah. They want a place that embraces teamwork. They need to have clear goals and objectives so that they really have a clear path to what they're working towards, and they really want to work in their strength areas. You know, a football player, a quarterback, is not out there practicing kicks, because that's not his strength area. So, putting people in the places where they're working in their strength area is really important today.

Tom:                          Earlier, we touched on why it's important to be a coach and not a boss. Let's drill down into that just a bit. What distinguishes a coach from a boss?

Valerie:                      A coach would say things like “we” instead of “I”. They're going to give the credit instead of taking credit, and yet, they're always going to accept the blame instead of placing the blame on others. And I think a really great coach pushes you to do more and be more than you thought you could do or be.

Tom:                          Sometimes, there has to be a difficult, uncomfortable conversation between employee and manager, and you say that these discussions should happen sooner than later. Why is that?

Valerie:                      Well, nothing good ever happens by putting it off. And certainly, if the conversation is about somebody doing a task wrong, and they're doing that task over and over again and then you finally address it, it makes them feel foolish. It also hurts their trust in you as a leader, because if you really cared about them and the company, you would have addressed it in a much quicker manner.

Tom:                          We talked earlier about providing good tools to employees, but what are some important tools that ought to be made available to managers?

Valerie:                      You know, most managers get promoted before they've actually had any leadership training, and that's not just true in agriculture; it’s true across all industry. And so, providing training is so important to help them develop the skills to lead people, because that role of a leader is so different than being an individual contributor. And there are a lot of different tools out there. You know, one of them that we’re utilizing is a personality platform called Cloverleaf that has nine different personality assessments on it. And you can put your team on it to help you see the differences in people's personalities — how they want to be communicated with, what motivates them — so that you can really tailor your role as a manager to best motivate and influence individual team members.

Tom:                          So, these are tools that can help managers better understand their people.

Valerie:                      Yeah. Absolutely. And the Cloverleaf platform has nine different personality assessments — things like DiSC and Myers-Briggs, that are very common for most people. And it puts your team all together so that you can see how individuals fall on those different assessments.

Tom:                          How about conflict? Are there tools available to help managers deal with conflict?

Valerie:                      There are. There's more generic tools out there that help people learn how to have productive conflicts. You know, not all conflict is bad. And then there are other tools on the Cloverleaf platform as well. There's a comparison tool where you can look at two different people and identify where conflict is existing between those (people) and helping them understand each other — that it's not an intentional push of a button to get somebody upset, but just the way that people view things differently.

Tom:                          How can an organization optimize onboarding and training?

Valerie:                      Well, I think it starts with having the right person do the onboarding and training, and that should not be the last person that was hired, which is often the case. Having a teacher's heart is so important, rather than someone who may be annoyed by the same question over and over. It’s going to be really important to optimize that onboarding and training process.

Tom:                          And are there some training tools that you can recommend?

Valerie:                      Yeah. There's a number of production-related training platforms out there today that provide a really good foundation. There are also programs that are done internally within some of these organizations that have been hugely successful, but tools that really focus on improving communication and leadership are important not just for leaders but for everybody in the organization.

Tom:                          Earlier, we touched on culture. Do a company's core values translate into the nature of its culture?

Valerie:                      Not always. So, core values are words on the wall, while culture is the behavior and the actions of the people. And so, they don't necessarily equal each other, unfortunately.

Tom:                          Earlier, we talked about the signs of a toxic workplace culture. How can this be changed?

Valerie:                      It really starts with rebuilding trust, because to get to a toxic workplace, there has been trust that had been broken. And so, communicating transparently that you're making an effort to change the workplace culture, admitting the mistakes that have been made and acknowledging that you want a different outcome in the future (are important steps). It's important to recognize the changes in behaviors as you go through this transition. And one of the big things that happens in toxic workplaces, often, is treating each person — making sure that everybody follows the same rules and that nobody gets preferential treatment. Changing culture is not a fast process, but it may be the most important key to long-term success for operations.

Tom:                          So, these are some ways that an organization's leadership can go about fixing these issues that lead to toxicity in the culture.

Valerie:                      Yeah. I think you've got to start with making a commitment to change and then find somebody to help you through the process who doesn't have other responsibilities pulling them away from the mission. You know, it's great to pick a platform to get to know your people better, and that can be that single assessment, like DiSC or Myers-Briggs, or it could be the Cloverleaf platform that I talked about. And then, finally, it’s integrating those changes and inspecting them regularly to make sure that the changes are taking place and you're seeing the outcome that you desire.

Tom:                          Valerie Duttlinger, chief analytics officer at Summit Farms. We thank you for joining us, Valerie.

Valerie:                      Thank you.

Tom:                          I'm Tom Martin. Thank you for listening.

[DUNBOYNE, Ireland] – Weather patterns have been variable across Europe throughout the 2020 growing season and have had a direct impact on the presence of specific moulds and mycotoxins across different regions. Mycotoxins are produced by certain species of moulds and are a concern for livestock producers due to their ability to influence feed quality and subsequent animal health and performance. Samples collected from across Europe as part of the Alltech European Summer Harvest Survey have been submitted to the Alltech 37+® mycotoxin analytical services laboratory, and analysis is indicating the presence of moderate to high levels of mycotoxin risk.

The results are based on 274 samples of barley, wheat, corn, corn silage, grass silage, alfalfa, haylage, grass, peas, oats, sunflower meal, triticale and soybean. These samples are collected from farms or animal feed production sites from 15 countries across Europe including Russia, Spain, Portugal, Denmark, Hungary, Germany, United Kingdom, Czech Republic, Estonia, Republic of Lithuania, Morocco, Greece, Belarus, Croatia and Kazakhstan, and offer a representative picture of the contamination risk in all regions, with an overall moderate to high risk. Samples have shown an average of 4.4 mycotoxins, with 99.6% containing at least one mycotoxin and 96.4% containing two or more mycotoxins. Fumonisins were found in 80.7% of the samples, while 74.5% contained type B-trichothecenes.

A noticeable trend in recent years is the growing presence of emerging mycotoxins. More than 75% of samples contained this group, which includes specific mycotoxins such as beauvericin, moniliformin, phomopsin A, alternariol and enniatin A and B. Zearalenone (ZEN), a mycotoxin that can have a significant impact on the fertility of most species groups, was detected in almost 7% of samples. Aflatoxin B1 (AfB1), a member of the Aspergillus species and a particularly harmful toxin, was detected in less than 7% of the samples that have been analysed — a percentage that is potentially lower than expected considering the dryer-than-normal conditions across much of Central and Eastern Europe this year.

''Overall, the current results indicate a moderate to high mycotoxin risk across Europe this year, and producers must remain aware of how the risk and impact will vary between different species and animal groups, with breeding animals and youngstock being more susceptible,” said Dr. Radka Borutova, European technical support manager with the Alltech Mycotoxin Management team. “We know that feeding even low-level contaminated feeds has been shown to impact animal health and performance, so even in lower-risk scenarios, producers should not neglect the need to guard against the threat of mycotoxins.''

Summary of results by region:

• Southern Europe (Portugal, Spain, Greece and Croatia): The results from this region show that 91.3% and 80.4% of all samples were contaminated with fumonisins and emerging mycotoxins, respectively. The average concentration of fumonisins was 1,195.88 ppb, a concentration able to harm the health and performance of pigs. More than 86% of samples contained fusaric acid, which is frequently found in different feedstuffs, mainly in corn. Fusaric acid gets into many mycotoxin interactions and has a synergistic effect with other mycotoxins like fumonisins and moniliformin. AfB1 was detected in less than 6% of the samples, and the maximum concentration of 8 ppb was found in one of the Spanish samples. The maximum concentration of deoxynivalenol (DON) was found in Spain in corn silage, and the concentration was 4,903.3 ppb.

• Central Europe (Germany, Hungary and Czech Republic): Samples show contamination of fumonisins of 86.7% and 73.5% with type B-trichothecenes. The average concentration of type B-trichothecenes was 463.5 ppb, a concentration able to harm the health and performance of pigs. More than 68% contained emerging mycotoxins, a group of with increasing relevance in the past few years. AfB1 was detected in less than 4% of the samples, and the maximum concentration of 3.6 ppb was found in one of the Hungarian samples. The maximum concentration of DON was found in the Czech Republic in corn silage with a concentration of 3,921 ppb.

• The Baltics and Eastern Europe (Estonia, Lithuania, Russia, Belarus and Kazakhstan): Of the samples analysed, 70.9% were contaminated with type B-trichothecenes, fumonisins and emerging mycotoxins. The average concentration of type B-trichothecenes was 454.9 ppb. None of the samples from Eastern Europe were contaminated with zearalenone, a mycotoxin that can have a significant impact on the fertility of most species groups. AfB1 was detected in more than 10% of the samples, and the maximum concentration of 27 ppb was found in one of the Lithuanian grass silage samples. The maximum concentration of DON was found in the Republic of Lithuania in corn silage, and the concentration was 4,970.5 ppb.

• Northern Europe (Denmark): The results from this region show that 94% and 92% of all samples were contaminated with emerging mycotoxins and type B-trichothecenes, respectively. The average concentration of emerging mycotoxins was 414.4 ppb. Interestingly, 6% of samples contained ergot alkaloids, while the average concentration was 695.4 ppb and the maximum concentration was 2,037 ppb, found in barley. AfB1 was detected in less than 2.5% of the samples, and the maximum concentration of 3 ppb was found in wheat harvested in Denmark. The maximum concentration of DON was found in Denmark in barley, and the concentration was 1,351.8 ppb.

The average levels of mycotoxins identified fall below the EU-recommended levels for each of the mycotoxins when assessed individually. Only 0.36% of samples exceeded EU allowed concentration of AfB1 (20 ppb) in feed ingredients (COMMISSION REGULATION (EU) No 574/2011. However, the risk level for productive species based on Alltech's risk equivalent quantity (REQ) varies from moderate to high when the multiple-mycotoxin challenge is considered.

• Pig producers should be aware that the risk level based on the average REQ for breeding sows and young piglets is deemed to be high.
• When the mycotoxin contamination levels are applied to poultry, the mycotoxin risk for breeding birds is moderate, while in broiler birds, it is low to moderate.
• In ruminants, the results from the samples analysed so far indicate a low to moderate risk in dairy cows.

There was a notable difference in the mycotoxin contamination levels of large grains (corn) and small grains (wheat, barley, oats). The average number of mycotoxins detected in corn samples was 6.4, while in small grains, it was 3.6. This variance is reflected in the REQ and risk of feeding these ingredients to specific species and animal groups. For instance, in sows and gilts, this year’s corn samples represent a higher risk of mycotoxins, but when small grains are fed to the same animals, the mycotoxin risk is deemed to be lower.

Alltech will host a webinar with Dr. Radka Borutova on Dec. 9, 2020, at 11:00 a.m. CET. Register for the webinar via this link.

For more information and results from the 2020 Alltech Summer Harvest Survey, visit www.alltech.com/en-gb/summer-harvest-survey.

Agricultural communicators are essential to help educate and bridge the gap between rural and urban audiences on food production, innovation and technology. Traditional and new media platforms allow for these stories to be told and shared beyond traditional borders, with the next generation of agricultural communicators leading the way.

The Livestock Publications Council (LPC) Forrest Bassford Student Award, sponsored by Alltech, honors excellence, professionalism and leadership among students. Katelyn Harbert, a senior in agricultural communications and journalism and global food systems leadership at Kansas State University, was announced as the recipient of the 2020 LPC Forrest Bassford Student Award during the LPC Annual Membership Meeting, held virtually on Nov. 9, 2020.

“Receiving an award in honor of someone as influential as Mr. Bassford is incredibly humbling,” Harbert said. “I hope that I can spread my passion for agricultural communications in such a way to make a fraction of the impact he made on the industry and in the Livestock Publications Council.”

Harbert credits growing up in a small town in rural Kansas and spending much of her childhood on tractors and combines for her passion for agriculture and love of the industry. In high school, she was an active member of the Kingman FFA chapter, going on to become the first female American FFA Degree recipient from the chapter in 2019. Harbert’s involvement in FFA showed her the opportunities available in agricultural communications and inspired her to pave her own path.

In addition to being an officer in Kansas State’s Agricultural Communicators of Tomorrow chapter, Harbert is also involved in the College of Agriculture Ambassadors, Agricultural Communications Advancement Team, Alpha Zeta Agricultural Honorary Fraternity and Royal Purple Yearbook at Kansas State University.

The application process for the LPC Forrest Bassford Student Award was competitive, with talented agricultural communication students as candidates. In addition to Harbert, the finalists for the award were Kylie Harlan, Texas Tech University; Hannah Chambers, Texas A&M University; and Lacy Jackson, Texas Tech University.

“As a voice for the farmers and ranchers who work hard to feed our growing world every day, agriculture communicators help educate consumers about our industry and how food is produced,” said Jenn Norrie, communications manager at Alltech. “Alltech is proud to sponsor the LPC Forrest Bassford Student Award and to support future agricultural communicators.”

More information about the LPC Forrest Bassford Student Award and past recipients can be found here.

The International Federation of Agricultural Journalists (IFAJ) and Alltech have announced the call for nominations for the IFAJ-Alltech International Award for Leadership in Agricultural Journalism. The award will be presented during the Alltech ONE Virtual Experience in 2021. Now in its third year, this global award recognizes excellence and leadership demonstrated by young journalists within their IFAJ guilds.

The recognition honors Alltech’s late founder, Dr. Pearse Lyons, who was a passionate storyteller with a great respect for agricultural journalists. The award upholds this legacy while keeping an eye toward the future as it supports the next generation of leaders who connect agriculture to a global audience. It’s an endeavor that aligns with Alltech’s vision for a Planet of Plenty^TM, in which a world of abundance is made possible through the adoption of new technologies, better farm management practices and human ingenuity within agriculture.

“Producers throughout the food supply chain are implementing smarter, more sustainable solutions to positively impact plants, animals, people and the environment,” said Dr. Mark Lyons, president and CEO of Alltech. “However, progress does not end at implementation. We must also amplify the message that we are in the midst of a new era in agriculture led by science, data-driven decision making and a passionate dedication to farming with the future in mind.”

Journalists aged 40 years or younger by Dec. 31, 2020, can be nominated through their IFAJ guilds via the online application form. A global winner will be selected by an international committee based on their journalistic achievements and the leadership they demonstrate within their guild. The global winner receives complimentary registration to attend the Alltech ONE Virtual Experience and will be honored during a presentation.

“IFAJ shares our commitment to supporting journalists who give a voice to the farmers and producers, the innovators and change-makers, the scientists and scholars all working toward a Planet of Plenty,” continued Dr. Lyons. “We are excited to once again partner with IFAJ as we honor excellence in journalism and ensure that the stories of agriculture continue to be well-told.”

The two organizations have enjoyed a longstanding relationship, having also co-founded a young leader program in 2005 that continues today.

"Alltech's respect for agricultural journalists and commitment to cultivating leadership skills among young reporters has strengthened the profession around the world," said Lena Johansson, president of the IFAJ. "The company's emphasis on the importance of accurate reporting on science and agriculture is more important than ever, and Alltech's dedication has helped many talented journalists build their careers. It is a pleasure to work with them." 

The deadline for nominations is Dec. 18, 2020. For more information about the IFAJ-Alltech International Award for Leadership in Agricultural Journalism, contact press@alltech.com.

Protix is a Dutch nutrition company working to improve future food-production systems by using insect-based foods. Founder and CEO Kees Aarts joins us to discuss what inspired him to pursue creating alternative feed for animals and his vision for a future with less food waste thanks to insect-based ingredients.

The following is an edited transcript of the Ag Future podcast episode with Kees Aarts hosted by Tom Martin. Click below to hear the full audio.

Tom:                          I’m Tom Martin, and with us is Kees Aarts, founder and CEO of Protix, an insect-based and nutrition company headquartered in the Netherlands. Kees joined us to talk about his product and about sustainable agriculture.

                                    Thanks for joining us, Kees.

Kees:                          Thanks for having me.

Tom:                          Let’s begin by having you tell us about your company, Protix, and its goals.

Kees:                          I’ll be honored to. So, Protix is a company, a market leader, in insect-based nutrition. Why that is relevant for a sustainable future is because (of) the role insects play in nature, and it’s actually so fascinating and, actually, quite curious, why we never use it in our food system. Because basically every animal, when it’s young, when it has to grow fast, and when it needs to build its defense system, it eats insects, right? Whether it’s a bird, reptile, mammal, fish — it doesn’t matter. They all eat insects when they’re young, they need to grow fast and need to build their defense system.

                                    So, insects are vastly nutritious, and even more beautiful, they can be grown and harvested from feeding them with food wastes. And that is a very exciting new arena, because we’re depleting our natural resources; whether they come from land or from the seas, they are being depleted. And we have this huge amount of food waste, which is nothing more than a whole bunch of nutrients, like protein, lipids and other nutrients, and we could feed that to insects and basically extract the nutrition from that food waste and make it ready again for anything in pet foods, fish feed, livestock feed, chicken feed and even human foods, in the new development bind that we’re having.

                                    So, that’s a bit about Protix. It started ten years ago, and (I’m) very proud about all the 130 colleagues that are basically working relentlessly every day, making this work at scale.

Tom:                          I wonder, do you think it could be psychological? I mean, this is a generalization, but it seems like a safe one that humans — for humans, there’s kind of an “eek!” factor to consuming insects, when you’re not really talking about eating a bug, you’re talking about what’s in the bug, correct?

Kees:                          Absolutely. Yes, there’s definitely an “eek!” factor, and it’s a pretty cool factor, actually. It’s a bit like — like the first fear people had when they — when they were driving a car instead of (riding) a horse. The car was much faster. That was a genuine fear. It’s a bit like this as well.

So, we have these natural barriers against something that is new or something that is small or something that is unknown. So, it is natural that there is this “eek!” factor, because we haven’t used insects in our food system.

So, it’s new, but when you think about it, what do insects really deliver? Other than, of course, beautiful products like honey, (it) is a whole bunch of nutrition. So — and of course, some insects don’t look really nice, but if you — if you process them into a protein meal or an oil or a derivative and you include that into food formulations or feed formulations, then all of a sudden, it becomes this very interesting source of nutrition. And that is something I think will overcome the “eek!” factor big-time in the coming years.

Tom:                          Well, I’m really curious about this, Kees. How did you initially arrive at this idea: building an entire business around insect-based nutrition?

Kees:                          The idea emerged from a beer on the beach after a diving trip, which is very simple, because I came from the sea again, (and) I was genuinely frustrated again by the damage we do through dynamite fishing, overfishing, etc. There was literally nothing to see. So, you could say that’s bit of an egocentric approach, to say, “Okay, I don’t have fish to see when I’m diving, which is a luxury sport. What can I do to battle overfishing? Because I would like to dive and see more tropical fish.”

So, that’s where the idea emerged, because there was some residual knowledge from the past where my family — I’ve got a lot of farmers in the family. My grandpa was feed miller. (Because of) that, I knew that a lot of fish is actually caught, ground into a protein meal, and then, as a protein meal, is fed to chicken and other fish. And that is a resource that is actually not necessary, because insect-based nutrition is far more nutritious.

So, one of my missions is to stop fisheries (from using) protein meals, because I believe that natural biodiversity in oceans is disappearing too fast, and we need to restore that. So, that’s how the idea emerged.

                                    Now, the second part of your question — whether I was actually sane enough to think about the consequences of starting the business, because it’s quite a hell of  a ride since then. We needed to develop new legislative frameworks, new technologies, new operating principles. So, there was all these — all these barriers in between the idea and the execution.

                                    So, luckily, I was young and I didn’t have children, so — but, yeah, that’s how the idea emerged and how the venture started.

Tom:                          Interesting. Let’s turn to the product line, and before we get into the specific types of products that you’re producing, tell us: What are the benefits of insect-based nutrition?

Kees:                          So, one of the key benefits is the antioxidant activity. So, what we truly see is that the immune response of the animals eating the insects is very positive. It’s far more positive than the pro-oxidant activity from, for instance, fish meal or chicken meal.

                                    So, if you have fish or chicken and you want to feed them, then you have choices. The choices, of course, (are) the cost or origins, but now, there’s this new category that originated from insects, that you have additional benefits, like antioxidants, which is genuinely important when the creature needs to grow fast.

                                    So, these are, these are only — and we’re just scratching the surface of this, because we are now a market leader in this field, but the field is very young. And so, this is only one of them. We see other benefits, like a better liver quality of the fish. We are seeing the plasma between the knee wrist and the shoulder wrist of the chicken was more smooth, and so, there was less knee sores.

                                    So, there’s all these benefits that we’re seeing in the last couple of years that makes the feed and (has) the aquaculture and the food industry looking at this with very big interest.

Tom:                          I mentioned your product line. What are the food system markets that you target?

Kees:                          Principally, our main objective is to create sustainable white meat and fish as fast as possible. So, if you look at chickens, eggs, shrimp, salmon and trout, these are five major categories of very concentrated protein growth. So, these are very efficient animals; they grow fast, and they grow very efficiently, sometimes even at a 1.1 conversion rate. This means you only need 1.1 kg of feed to grow 1 kg of target animal flesh.

                                    Now, within these sectors, the demand for sustainable nutrition is the highest. And those are the ones we target, because that’s where the consumer can directly choose what is a great product — eggs, chicken, trout, salmon and shrimp — but all of a sudden, we did (it with) a vastly lower footprint. So, a much lower environmental effect (was) measured in CO₂ (on) land and water.

                                    So, those are the targets to create a sustainable meat and fish as fast as possible.       

Tom:                          Okay. Let’s look at one of those, aquaculture. What are the benefits? How is it applied in aquaculture?

Kees:                          Aquaculture, this is very interesting market, right? So, this is one of the fastest-growing markets and one of the most efficient animals.

                                    Now, for those fish, let’s take, for instance, trout and salmon. Feeds are formulated, and the feeds are formulated basically as a composition of proteins, lipids, carbohydrates and some other additives.

                                    Now, within that, we can replace protein meals, some of the lipids, and we can increase the functionalities, especially on the antioxidant side. And these are benefits that salmon producers start to see, on top of the sustainability element, that you can actually grow this fish with a lower dependency on marine-based ingredients. Because that’s the tricky part, right? So that, on the one hand, you’re growing the fish, but on the other hand, you need these marine resources, like fish meal or fish oil and other ones. And that’s something that consumers, more and more, would like to challenge, and that’s where we come in.

On top of the sustainability of this replacement argument, we have some additional health benefits.

Tom:                          You have a product for poultry, and on your website, you say that this results in a better-tasting egg. Tell us more about that.

Kees:                          Yeah. That was really fun. And so, basically, if you look at a chicken, right? It has two eyes on the side of its head, but the brain is a lizard brain. A chicken basically reacts to something that moves, and what doesn’t move, it doesn’t see. These chickens are in this barn and basically waiting to be fed, but all these feeds are silent, right? They don’t move.

                                    What we did — we brought, through a very smart system, live larvae into the pen again. And all of a sudden, this lizard brain starts to work again, so this chicken becomes more active, and it is less inclined to start pecking each other, so that it’s more active, more healthy chicken, each side. (Thanks to) reformulated feed, these live insects and the combination of that, basically, in public panels, as a result of that, the people love the smell and the taste more (because it’s) more natural.

Tom:                          You know, the temptation is to go down the rabbit hole with each one of these products. I mean, I have to wonder: What is the story behind the discovery of that? It’s almost like the discovery of lobsters, you know — who thought of that first?

Kees:                          I agree. But this is the beauty. I mean, you have to go back a century to think about — so, when was the last time this new category of ingredient was created, right?

                                    So, it’s just truly a new platform. Once the boats got bigger to catch fish and to catch them deeper, all of a sudden, fish was more than just a direct meal; it was this new category of ingredients.

                                    Fish meal and fish oil, other than (the fact that) they’re destroying natural diversity, it’s a good platform of nutrition. If you go back and ask the question, “When was the last time this new platform of nutrition was created?” You have to go back a century. And that’s why I like your remark. It’s true; you can literally go down the rabbit hole for each one of these new applications, and we only scratch the surface of it.

                                    I bet a lot of things (are) moving in the insect industry. We will see so many exciting applications and health-promoting benefits in chicken feeds, but we will also start seeing — we’ll start seeing flavors being extracted from insects.

Tom:                          Ah!

Kees:                          We’ll start to see human applications.

So, I love this question: “How can it be that larvae, they live and grow in this very challenged environment with a lot of microbial pressure, and they remain healthy?” It’s because they have all these waxes and these skins and these compounds around them. So what if you extract those, what if you isolate those and use them in, maybe, plant protection or skin protection?

                                    And I’m not just asking them — we’re actually looking at some of these avenues, and we saw some very exciting things when we sprayed some of those compounds on leaves. So, I fully confirm that it’s so exciting to think about all these rabbit holes for each of these applications. It’s pretty cool.

Tom:                          Is there a particular insect that is your, your workhorse, key to your product line?

Kees:                          Yes. So, we work mainly with the black soldier fly. That’s our workhorse, indeed. We have knowledge of some of the others, and we have bred, for instance, also a mealworm and a cricket.

                                    But why we’ve chosen to pursue building the platform of black soldier fly is because it doesn’t eat as a fly. So, why is that interesting? It actually doesn’t have a mouth. The larvae need to store all the nutrition to transform itself to cocoon, to pupae, to hatch, to mate and to lay the eggs, because anywhere between the eggs and the transition to pupae, it doesn’t extract any new nutrition. So, the larva is especially nutritious, to do all of that after that. So, that’s why it’s a workhorse, and there are some other benefits, but it’s a bit too detailed for now. But so, our platform is the black soldier fly as a nutritional base.

Tom:                          Pet food applications also are included in your line — is that correct?

Kees:                          Yes, absolutely.

Tom:                          Are you also engaged in developing it for human consumption?

Kees:                          Yes, absolutely. So, in our office, there are two people who are constantly cooking this exciting new stuff. And then, sometimes, they’re wildly tasty and wildly interesting.

Tom:                          Well, let me just — let me stop you right there. Give us an example. What does it taste like?

Kees:                          One of the things I really loved was a butter, which was — which has to do with melting pathways. So, the melting temperature of insect oil is very long. So why is that interesting? So, when you put that on a sandwich and everything you top, (what) you put on top of it has a very strong carryover, because butters and fats are usually the taste intermittent. So, the butter was really tasty.

                                    We had a consommé, so basically a soup extract. We did a baking oil for breads and cookies. The protein fillers, so the protein itself —  so what we tested is a hybrid where we took a meat — so, ground meat, I think, is the word, and then we replaced half of it with our insect protein meal. And then, we gave it in blind testing to people, where there (was a) 100% score, that all of them chose the mix with the insect, because it delivered this additional nutty and even an umami, salty-type flavor.

                                    So, other than it is a higher concentrate of protein meal, it delivers a natural flavor. And that is why I think it has the potential, because if you look at the meat replacements development, it’s hard to do that without a whole range of additives to match the taste. So, this insect protein meal comes with its own taste, taste platform, or how do you call that? Palatability. And that is a very exciting development in food, of course.

Tom:                          The people who tried these products and approved and liked them, were they later told what they had had?

Kees:                          Yeah.

Tom:                          Were they amazed?

Kees:                          Yeah. A lot of them were amazed, especially if you — I think what you alluded to as well in the beginning, right? If it’s a hidden ingredient, the “eek!” factors come really quickly, right? And the curiosity kicks in much easier. If it’s a visible compound, then it’s harder to skip to that curiosity, but the hidden compound, it was fantastic.

Tom:                          We’re not talking about chocolate-covered grasshoppers here, are we? [Laughs]

Kees:                          Oh, no, no, no, no, no. I agree that it’s been of an adventurous, maybe a party-style thing, that you put a cricket on a stick with a chocolate dip. No, we’re, indeed — we’re really talking on (an) ingredient level and enriching a product or a food with the ingredients we supply.

Tom:                          I don’t mean to trivialize; I just think that the human mind generally kind of goes in that direction when we’re talking about insects, and perhaps we need to get past our arachnophobia here — because we’re talking about sustainability, aren’t we?

Kees:                          Yes. What I discussed as well, earlier, I even coined a term for that. I wrote a book. It’s called “The Footprintarian,” whereby, basically, you combine all the basic principles. All my products, foods, services, goods and experiences, I wish to source at the lowest possible footprint, because when you have the choice to buy different products, services, goods, foods and experiences, you are already at the top 10% in the world, right? So, and once you’re there, your footprint is simply too big.

So, every individual has a contribution to make, to make the future inspiring and motivating again. So, there’s one objective we all have, whether you’re a government and creating new legislation or at a company creating a new product or as a consumer buying something: You need to somehow source and fulfill your desires at the lowest possible footprint.

                                    And in that, I kind of appeal a little bit to everyone (that we have) a responsibility to overcome anything, right? If you’re — let’s take a sidestep. I know it’s very cool to have your hand on the steering wheel and own a car, but you have to overcome, somehow, that feeling, right? It’s about mobility. You have to ask your government and companies to fulfill your mobility at the lowest possible footprint. That’s cool.

                                    Same as with foods. It doesn’t matter — it literally doesn’t matter how it looks like or how it’s made, as long as you like it, it’s tasty, and it’s produced at the lowest possible footprint. And in trying to achieve that, you have to overcome everything, anything. You just have to ask the question to companies, the government, to help you fulfill that need.

And our contribution in that is that we have an ingredient that has the lowest footprint in terms of protein, unit of protein, in terms of energy, water and land. And we’ve proven that with the Deutsches Institut für Lebensmitteltechnik with ETH Zurich. We can produce over — and this is phenomenal — our production capacity is 6,000 tons of protein per hectare per year.

                                    And that number — I’ll put it in perspective. It’s three (tons per hectare) for soy, intensified soy. It’s 100 for the best algae farm. It’s about 400 to 500 for extremely well-developed fermentation-type approach or bacterial. And we have 6,000, and that is because our technology, the biology, the operations, everything is under control, and we manage it in a very high-tech environment. But that system — and it should then normalize that to the use (of) energy, water and land. And that protein meal just should find its way in every product imaginable, whether it’s a pet food, whether it’s a feed, whether it’s direct food — it doesn’t matter, because we need to reduce the footprint of our food system.

Tom:                          Well, this would seem to have significant implications for efforts to mitigate climate change.

Kees:                          It has. Huge.

Tom:                          Another thing that you talk about on your website (is) mycotoxins’ threat to lifestyle producers, especially in the Midwest here in the United States. What has your research revealed about how insects can play a role in reducing these molds?

Kees:                          Yeah. That’s an interesting one. What we found out is that they can break it down. I’m not sure yet, but I expect that the indications will even be stronger. But we could extract a compound from our insects and use it on the crop side. Our “flytilizer” on the soil improves the soil quality and, therefore, reduces the risk of the mycotoxins, but that is in development still.

What we have already seen is that if you take mycotoxins, then there are huge amounts of corn and other cereals that cannot be used in the food system (and are) discarded. And then (these) can actually be fed to our insects; they break down the mycotoxins, and then those products that come out of it, the protein meals and the lipids, can then be used again in the food system.

                                    So, that is quite impactful. So, it doesn’t have to go to landfilling or digestion or any other utilization outside the food system, because that is a true waste. So, mycotoxins, we already saw the ability of insects to break it down, fingers crossed. I’m not making the scientific proof yet, but there are indications we can even avoid it.

Tom:                          Kees, tell us about your contribution to discussions about supply chain collaborations from production all the way to the consumer level.

Kees:                          This is, of course, the nicest opportunity, but also, of course, one that takes the most effort. So, we have this new ingredient, and we’re about four or five stages away from the consumer. And every single supply chain has its own dynamic, right? Whether it’s purchase, risk, or whether it’s minimum size needed, or whether it’s ability to afford the increased price. So, there are always, always challenges.

                                    Now, how we try to solve it is to go all the way to the consumer with a brand we own, something like the Oer Egg or the Friendly Fish. And then, we try to bring this narrative of, “Dear Mr. and Mrs. Consumer, we can help you make a choice to buy a product where all the way to the fundamental resources, a sustainability trigger we made. Now, how does it look like?”

                                    And then, we tell that on the packaging, we tell that through in-store and communications. And then, we see (that) consumers like having this “aha moment,” right? So, “Aha! Of course sustainability is more than an LED light in a farm or a non-plastic packaging. It is where does the primary ingredient come from, how is it made in the meantime, and if this end product actually healthy.”

                                    And these three questions, we try to answer, based on proposition, of course. And in order to — and once we have the brand in place, we go back to the players in the middle, and we start helping them also, creating their contribution and increase the demand for our ingredient.

Tom:                          Well, speaking of your contribution, I’d like to ask you if you can condense this. I know it’s difficult to put this in brief form, but if you could, describe for us, Kees, the future food system that you imagine.

Kees:                          So, for me, it’s one in balance. So, if I simply look at myself, it’s becoming more and more guilt-laden, right? Everything you buy, there’s always this downside related to it. And those downsides have become more and more visible.

                                    Now, I don’t think we have it in our nature to be always in some form of restriction. So, “You can no longer do this, you can no longer do that, you can no longer do this, because it’s not good.” That’s not our nature. Our nature is motivation, inspiration, long-term, endlessness. So, that is our nature.

                                    And I think the food system is one that’s so primal, it’s so close to our skin — if we can make that in balance with nature again, then your purchase and your consumption is guilt-free. And all of a sudden, it’s no longer guilt-laden, but it is pleasure-laden. And that is the basic picture I would like to draw up for the food system — that I can’t do everything, (but) I’ll do my part — but that is the picture I would like to see for the food system.

Tom:                          Okay. I have to ask you this question. What was it like for you and for your people when the king came visiting (your company)?

Kees:                          That’s, of course, such a fantastic recognition. I mean, it’s truly fantastic. We had about ten or twelve colleagues at all different parts of the factory explaining to his majesty what — the king — what was engineered, how it would work.

                                    And the cool thing about our king is he is extremely committed to stimulating innovation, and especially at the crossroads of business, education, science. And I’m pretty proud about the amount of innovation that goes on in the Netherlands, even though we’re that small. And having him as a true advocate of that and then coming up (to) visit us at the grand opening was quite, yeah, was pretty cool.

Tom:                          Kees Aarts, founder and CEO of Protix, an insect-based nutrition company headquartered in the Netherlands. Thank you so much for joining us, Kees.

Kees:                          Thank you.

Tom:                          This has been Ag Future, presented by Alltech. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

Alltech believes that inclusion cultivates creativity and drives innovation. Gender equality is not only a fundamental human right, but it is also essential to advancing society and the global agri-food industry. To gather real-world insights into the professional landscape for women in agriculture, Alltech has announced its support of the second annual Women in Food & Ag survey. Launching on Oct. 27, the survey aims to collect feedback that empowers the agri-food industry to create a more equitable environment.

The 2019 Women in Food & Ag survey results revealed specific barriers for women in agriculture and a gap between female and male perceptions but reflected an optimistic outlook overall. As 2020 ushered in unprecedented challenges for agriculture, new questions have been added to the survey to gauge potential inequalities exacerbated by COVID-19. To further globalize this effort and increase accessibility, the survey is available in six languages.

This initiative reflects Alltech’s commitment to the U.N. Global Compact and the U.N. Sustainable Development Goal (SDG) related to gender equality. The SDG recognizes gender equality as a necessary foundation for a peaceful, prosperous and sustainable world.

“In order to achieve a Planet of PlentyTM, it is more important than ever for the agri-food industry to perform at its full potential,” said Dr. Mark Lyons, president and CEO of Alltech. “Human ingenuity is our Earth’s most valuable resource, and a diverse workforce is essential to building a more sustainable future.”

Women and men in all sectors of the food supply chain are encouraged to contribute to this important global conversation about gender equality in agriculture by taking the survey here.

The survey results will be published on Jan. 26 on the Alltech ONE Virtual Experience website.

While many people working in the agriculture industry were raised around animals and farms, there are others who do not have this background and, instead, learned from the ground up to start their careers. Dr. Keith Latson, a board-certified equine veterinarian and co-founder of FullBucket Health, joins us to share his experience of breaking into the agriculture industry at a young age with no prior experience. Dr. Latson discusses how those who might not have a past in agriculture can break through to build a successful career in the industry, as well as the importance of mentorship and being willing to say yes to opportunities that arise.

The following is an edited transcript of the Ag Future podcast episode with Dr. Keith Latson hosted by Brian Lawless. Click below to hear the full audio.

Brian:             Welcome to Ag Future, presented by Alltech. Join us as we explore the challenges and opportunities facing the global food supply chain and speak with experts working to support a Planet of Plenty.

                        Today, the World Bank reports that the agriculture sector represents 28% of all employment globally. In the U.S., agriculture represents only 1% of all workers. Across most of Europe, agriculture hovers around less than 5% of all jobs. Many people working in the ag industry today were raised in agriculture, whether they showed animals, had a parent in the industry or grew up working on a family farm — yet there are others who didn't, who didn't have a background in ag, had to learn it from the ground up, and who also became very successful. So, the question for today is: How can young people who are not raised in agriculture break through to begin a successful career in the agriculture industry?

                        Welcome to an exciting episode of the Ag Future podcast. I'm Brian Lawless, North American brand manager at Alltech, and today, I'm joined by Dr. Keith Latson, a board-certified equine veterinarian and co-founder of FullBucket Health. Dr. Latson serves as NBC's on-call veterinarian for the Kentucky Derby and has even worked with Triple Crown winners across his impressive career. But unlike some in his career, Dr. Latson did not grow up in the world of agriculture, equine or animal health; he grew up as a military kid living all across the U.S. So, how did Dr. Latson even get into the world of agriculture? What is he doing now? And most importantly for our listeners, what lessons can Dr. Latson's story teach to those of you who are not in the agriculture industry today but want to work in ag in the future? I'm really looking forward to this. Dr. Keith Latson, welcome to the Ag Future podcast.

Keith:              Thanks, Brian. It's such a pleasure to be here with you.

Brian:             Someone wise in my life once said, "Begin with the end in mind," so I'd like for our listeners to know a bit of where your story not necessarily ends but is today. I think I stole a bit of your thunder in the intro, but what do you do for work these days?

Keith:              Well, that's always an interesting question to answer. After having quite a career at the racetrack as a veterinarian and a surgeon for Thoroughbred racehorses in Southern California, I left the racetrack for a life of entrepreneurship. That's been an interesting lesson to learn, entrepreneurship itself, as well as keeping that end in mind every time we start something new. There are so many lessons that had to be learned in building our companies and our brands that distracted us from that end in mind. So that, in and of itself, is a really big lesson to really focus on versus just learning. We've all heard it before, but oftentimes, it takes someone to reach out and say, "Hey, keep in mind why you started this."

Brian:             Absolutely. Yeah, the "begin with the end in mind" concept runs true through all of our career, not just in the beginning, and that's where I want to start right now. You were not raised in the ag or animal health industry. Can you tell us a little bit about how you were first exposed to agriculture?

Keith:              Sure. I grew up, as you said, as the son of a military officer, and so we moved every two to three years. There wasn't really anything in my life other than youth soccer and suburbia as a kid. Occasionally, we would go on field trips or something to expose us, in our schools, to agriculture or farms, those sorts of things. The real first trigger for me was, as a Cub Scout, we took a trip to Monmouth Park while we were living at Fort Monmouth in New Jersey. Fort Monmouth is now closed for the military, but we took this trip to the barn area. As soon as I got there and saw the horses being saddled up and coming back from the tracks steaming with sweat, the first time I laid my eyes on a real, live, Thoroughbred racehorse, I thought it was the most impressive, spectacular athlete or animal I'd ever seen. That was the first time for me that I really got a taste of what else was out there besides what I was being exposed to every day as a suburban kid on a military base.

                        That really stuck with me as we watched the Kentucky Derby. That was really the only horseracing you could find on TV back then, when we had 26 channels in a wired cable box. So, the first Saturday in May every year, my family and I would watch the Kentucky Derby. There are so many of those races that I remember watching and seeing Bob Baffert cover his mouth with one finger when Real Quiet was running. There are so many of those experiences that I was watching on TV, and I wished that I could connect with that more. Ultimately, I did. I just didn't know how it would happen.

Brian:             Well, I can definitely relate to you on the fact that I grew up in suburbia and grew up playing soccer, and that the first Saturday in May was huge. I'm a Kentucky native, so I can definitely relate to those things. For you, what was the turning point where you said you took ag seriously or really jumped in in a meaningful way with the equine industry?

Keith:              Well, I think it was a stroke of luck, honestly. My dad was a Texas resident, and he told me I could go anywhere I wanted for college as long as it was in Texas. My sister had already gone to Texas A&M University for her freshman year of college while I finished high school, and I knew that I was headed west. We were in Georgia at the time. I knew that I was headed west for college, but I didn't know if that would be University of Texas or if that would be one of the smaller schools or whether it would be Texas A&M. Well, my first stop was Texas A&M in College Station. As soon as I got there, it was like being home. There were so many different, interesting people there. There were people in cowboy hats and Wranglers. There were people in flip-flops and cut-off jeans. You name it, those people were there.

                        As you wandered over from main campus to west campus, there was this whole area of animal science, veterinary school, and all of those things were there. I just looked around and it felt comfortable, and it felt like it fit. I didn't really realize that, after my first couple of years in engineering — slogging through an engineering program and not really knowing why I was doing it, other than that I wanted to be an orthopedic surgeon. I thought that that's a nice angle to take, bioengineering, as a launching pad into orthopedic surgery for humans. Along the way, I met a person named Amy Reed, whose dad happened to be one of the premier racehorse veterinarians in Louisiana. I needed a summer job and he needed someone who was willing to work hard six days a week, so Amy connected me with Dr. Reed. I got a phone call over Christmas one year and he said, "Hey, I hear you're interested in horses. I hear you love racehorses. I'd love to offer you a place to live and a job for the summer at the racetrack with me." I just said "yes". I had no idea what I was getting into. I knew I was willing to work hard and I knew it was going to be hot, but I knew nothing else. So, when I went for that first day at work, I knew that was it. I did not want to be in a human hospital. I wanted to be with the horses.

Brian:             If I'm hearing what you're saying, it seems like you said "yes" to a lot of different unique opportunities. You went to Texas A&M, the school in Texas you could go to. You said "yes" to not pursuing something that you thought you would in orthopedics, and then you said "yes" to this opportunity with Mr. Reed. At least to me, that jumps out as a really important point for those of us who are looking to get into agriculture: When you get the opportunity, even if you're working six days a week, you jump in. Maybe early on, when you're getting into agriculture, are there any other keys to success that maybe you would want to point out?

Keith:              Well, I think saying "yes" is the first step for a lot of people. It's really easy for all of us to sink back into our comfort zones and not really push ourselves into unique experiences or the unknown. For me, that certainly was the unknown, other than (the fact that) there was a person on the other end of that phone who made me feel very comfortable saying "yes".

I think the other thing, too, is just being willing to be a beginner. In these days, with so much information out there, it's really easy to get analysis paralysis, and we start looking for that perfect thing. I think if we keep looking for that perfect thing, we'll never uncover the other opportunities that are out there that may come to us from that unperfect thing that we've said "yes" to.

Certainly, for me, working six days a week, 13 hours a day in the Louisiana sun was not necessarily perfect by a lot of people's standards. There were certain things that I didn't like about the job, but it opened up this world to me (that) combined my passion for orthopedics and for building things. I grew up rebuilding motorcycles and riding dirt bikes, so it uncovered that opportunity to be able to put fractures back together in high-level racehorses. It uncovered the world of science behind the racehorse and the mechanics behind the racehorse to me. All of those things were topics that I was exposed to as an engineering student or rebuilding those motorcycles that I had no idea existed and I wouldn't have (known had) I not said “yes” to Dr. Reed. Certainly, I wouldn't have met the person who became such a great professional mentor for me through the years, not just through school and vet school but as a young professional veterinarian as well.

Brian:             Absolutely. You've touched on saying "yes" to these opportunities, but someone like a mentor has to provide those opportunities, and it seems like Dr. Reed was that for you. It seemed like there were a couple of different paths you were considering. I think a lot of our listeners would be at a point in their life where they'll be choosing, like you did with Dr. Reed. What made his mentorship or his impact on your life so attractive?

Keith:              There are a few things. One is he allowed himself to be a little bit vulnerable with me in that he was happy to talk about the things that worked for him and the failures that he'd had as he encountered his success, as he built his business, as he was trying to balance his family life with his work life, as he worked with difficult clients, as he celebrated successes with some of those clients. (It was about) really watching and learning and being open to me peppering him with questions about all of those things and about the horses just as I was learning about what are the common injuries of racehorses, what are our options for treating those injuries. And then, discovering what's beyond what we have today and what's possible, what's coming down the pipeline in terms of science, medicine and treatment that we may be able to use five, 10 or 20 years from now.

                        Now, I'm standing in a position where many of those things that were just conceptual 20 years ago, we're actually using every day. I think that's one of the really exciting opportunities that a lot of us as seasoned professionals within the agricultural industry, that's one of the opportunities that we have, is to help young people who are trying to break into this really niche world of agriculture and all of the different channels within agriculture. It's really an opportunity for us to reach out to them and help them imagine what the opportunities can be for themselves.

Brian:             Yeah. I like that point of being okay with being vulnerable. You've touched on this: Within two seconds in a Google search, you can be an expert on a given topic. I think having someone who's okay with saying, "I don't know how to solve this problem. I looked at all the answers, but maybe I still don't have them. They don't exist on Google" — and I think particularly for younger folks who are trying to get into an industry like agriculture. If you look in the U.S., we have 99% of the folks who would not be in agriculture and only 1% who would be in it. We make, I think, a lot of 99% and 1% comparisons, but I do think it takes someone getting involved in someone else's life to make that happen. Maybe now, as you're looking at the next generation, how do you think the industry should approach getting the next generation involved in agriculture? But maybe (also) talk about getting the next generation involved in the equine industry.

Keith:  Oh, there are so many opportunities for all of us who are involved at all levels of our industry, whether it's as a veterinary technician who is encouraging young people to come and shadow and say, "Hey, look at what I do for these animals that are sick. We're helping them get better. This is what I do every day.” It could be the scientist who is studying some of the new technologies in microbiome science. There are so many things out there. Even for me to just try and think about these things as you and I are talking, there are so many channels that it can be overwhelming to pick the few that we talk about, which makes me realize that young people who are exposed to all of these things, plus more, it can be so difficult for them, too.

I think the opportunities for us are to be open. Listen. If somebody reaches out to me on LinkedIn and says, "Hey, I'm really interested in knowing more about something. Can you help point me in the right direction?" This is somebody who has had the courage to reach out, has shown some real interest, and I'm going to respond to that because that's how I broke in.

I think it can be on an individual basis like that. I also think that some of the larger corporations and industry organizations — like the American Association of Equine Practitioners, with which I've been associated for many years — have created real opportunities to help people connect within their industries. I think it takes a young person being resourceful in looking for those opportunities or for those people who might be willing to connect on social platforms like LinkedIn. Many of us are not on Snapchat, Instagram and those places. I think that there's a little bit of a divide between how young people commonly communicate and connect and some of the more seasoned people in agriculture. So I think there has to be that open communication both ways and the willingness to take on a little bit of a mentorship role and take a chance on people, because when we say "yes" and they say "yes," the opportunities are endless.

Brian:             Yeah. I think you touched on something, (and) I just want to drive it a little bit deeper in, because I think you've touched a lot on what it takes to be a good mentor, but you just began to start on what you would look for in a potential mentee, someone who would be bold enough to reach out directly on LinkedIn. When you're looking at the next generation, what are you looking (for) in a potential mentee, someone that you would mentor?

Keith:              When I was young and trying to break into the Thoroughbred industry, I used to put my hands in my pockets. It was a habit that I had, and I didn't realize I had it. I didn't realize that I was communicating that. Maybe I wasn't sure of myself. Maybe I wasn't interested. Whatever that message was, it wasn't the message of, "Hey, I'm enthusiastic. I'm ready to do whatever it takes."

                        I think moving beyond constantly looking at that phone — move beyond that. Show that enthusiasm, that courage to reach out. Show that you don't have your hands in your pockets or that you're constantly on your social media. Look, let's work. Let's discover. Let's talk. Let's interact, because those human relationships are the things that I think we all really revel in. That's what drives us forward in our profession. That's what I'm looking for in a young mentee. I'm not looking for somebody who has already had a few experiences, has already taken a few chances. Maybe I'm the first chance that they've taken to reach out to, but certainly, if they're showing that enthusiasm and that they had researched multiple things around what I do, I'm willing to answer questions. I'm willing to point them in the right directions that they think they want to go.

                        Man, that's an exciting person, when they come to me. There are three or four who come to mind throughout my career that it's been really fun to watch develop from young college students who were doing something in a horse-racing club or Darley Flying Starts, some of these development programs. Young people who have reached out from those programs and said, "Hey, I've seen what you do. I'm really interested in it. Could I spend a day with you in your truck at the racetrack?" "Absolutely. Come on. Let me introduce you to some other people." And that really becomes their first working interview with me. Those are the types of things that I'm looking for.

                        As a mentee, I want to give them everything I can that is actionable and thought-provoking. If we both have done that for each other as mentor and mentee, I think we've really accomplished something together.

Brian:             Yeah. Seeing someone succeed who was a mentee of yours, I can only imagine it's just got to be so encouraging and must give you a ton of energy to keep reaching out to others, because it's not just being a mentor yourself. It's being a mentor to someone else.

It's interesting. You've touched on “no hands in the pockets.” Our (Alltech) owner and founder, the late Dr. Pearse Lyons, had a big thing of “no hands in the pockets.” That was just a bad expression of body language that didn't show enthusiasm, just like you touched on. So, I think there are some cool correlations there.

                        Moving us into maybe the last segment, the question, always, is: What's next? To you, what are some of the positive opportunities you see in equine moving forward?

Keith:              I've touched on it a little bit earlier. I think one of the most exciting things that we're seeing coming out in equine health — and this expands beyond just equine health and into total animal health — is the concept and the science behind the microbiome and the metabolome, the microbiome being the living organisms in the DNA that's within the GI tract and then the metabolome being everything else that's in there. Are there inflammatory mediators? Are there other things that can tell us what's going on with the overall health of an animal? And what the risk or health profile is of an animal.

                        I think there's so much on the frontier to be discovered there and to really discern how it relates, how each of those findings relates with not just equine health, but how those findings drive certain discoveries in human health, in pharmaceuticals, in supplements, in feeding, in wellness, in food as medicine, not just as a function of nutrition. I think that is such an exciting frontier where what we do in animal health and what we do in agriculture contributes so much to the overall health of the populace of our world. There's opportunity, on an individual scale, to greatly contribute to society and to our world in that way from agriculture.

Brian:             As a global animal health and nutrition company at Alltech, I could not endorse that statement any more. We have our researchers working on things from the microbiome, but we have people all throughout the process bringing that to fruition. We even take it into the human health side. I think that connection between the science that we do, connecting between animals and people, really just starting with the microbiome, is so exciting. I think the future is really bright for that.

                        What I'd love to do is just leave us with a specific takeaway for our listeners. Say someone has heard this (podcast). What's the first step someone who's interested in agriculture should take if they're not currently involved but want to get involved?

Keith:              Pick up the phone and connect with people. That is number one, even beyond a connection on LinkedIn, even beyond a colleague calling me and saying, "Hey, I have a niece or a nephew who is really interested in what you do." When I receive a phone call from a person or an email asking for a phone call from a person who is interested in what I do, who has researched what I do, I'm going to take that call. I think there are so many people within our industry, within agriculture, who would be so excited to have somebody connect on that human level to say, "I'm interested. I'm excited about what you're doing. I would love to know more about how you did it, how you got there and what's next for you, where do you go (next) from where you are." That is somebody that has a bright future, and they're showing it to me with their first action.

                        That's a difficult thing to do. I know a lot of people have trouble picking up the phone and making that cold call. It's not my favorite thing to do either, but it has created massive results in my life. I know other people whose lives have been changed by a single phone call. Pick up the phone and make a call.

Brian:             Keith, I think there could not be any better message and more clear message. If you're interested in getting into agriculture, pick up the phone. Call someone. Make a contact and go meet with them.

There's so much to unpack here. I think this has been extremely helpful for our listeners. Just maybe to sum up a couple of things that I heard (that) you said that were really interesting, point one just being to say "yes" to things. If you have an opportunity to meet and be mentored by someone, take them up on it. The second point being not only have a mentor in your life but be a mentor to someone else and be willing to receive that phone call that you just talked about. Beyond that, be willing to be a beginner. I really liked that comment because I think, in this Google age, we can all be “experts” within five minutes, but not really. So, with the point that Dr. Reed made of being okay with being vulnerable, I think that's a really important step for long-term success. Bringing it all together, show enthusiasm. Don't put your hands in your pockets. Be willing to take chances. Last but not least, pick up the phone and call someone. You'll be well on your way to a successful career in agriculture.

This is Dr. Keith Latson of FullBucket Health. Thank you for joining us on the Ag Future podcast.

Keith:              I sure have enjoyed it. Thank you.

Brian: This has been Ag Future, presented by Alltech. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts and leave a review if you enjoyed this episode.

In a recent study, the American Institute of Stress reported that 75% of today's employees believe that they have more on-the-job stress than a generation ago. This stress has been amplified within the past year, especially for those in agriculture, as they have worked hard to maintain the global food supply chain. Padraic Gilligan of Gilligan’s Farm in Roscommon County, Ireland, joins us on the podcast to discuss some specific solutions he has implemented on his farm to de-stress his operation.

The following is an edited transcript of the Ag Future podcast episode with Padraic Gilligan hosted by Brian Lawless. Click below to hear the full audio.

Brian:           Welcome to AgFuture, presented by Alltech. Join us as we explore the challenges and opportunities facing the global food supply chain and speak with experts working to support a Planet of Plenty.

                     Do you feel stress? Are there certain activities, either at work or at home, that bring up specific fears or concerns? In a recent study, the American Institute of Stress reported that 75% of today's employees believe that they have more on-the-job stress than a generation ago. This may be from a multitude of sources, but it begs the question: How do we reduce stress at work, especially as work continues from one generation to the next?

                     Well, today, we have an extremely helpful episode of the Ag Future podcast. I'm Brian Lawless, North American brand manager at Alltech, and I'm joined by Padraic Gilligan of Gilligan's Farm. Gilligan's Farm is an award-winning lamb and beef operation in Ireland with its own farm store and many customers throughout Dublin and the world. But like many of us, they feel stress both personally and in their business — yet within their family business, they’ve found multiple ways to reduce stress, and it's making a big difference. The question is: How, specifically, can Padraic and Gilligan's Farm work to de-stress their operation? What has this meant for their business? How can we take these lessons and apply them to de-stress our own lives and work? Padraic, welcome to the AgFuture Podcast.

Padraic:        Thanks for having me. It's a great opportunity. Thanks very much.

Brian:           I'm excited to have you. Before we dive into the topic of stress, which we'll get to, you've built a really fascinating business. Can you tell us a bit of the history of Gilligan's Farm and your role within the business?

Padraic:        Yeah, I suppose. Gilligan's (has been) in operation for over a hundred years. My father started it back in 1911, and (it) has proceeded on over the years with stops and starts, good and bad. I reared animals on the farm. We have a great love for animals. When I sold animals, whether it be in a mart or factory, I always felt like — I like to sell myself to the public, to have a product that you could feel proud of. That's how I started the farm.

                     The stress part of it, it's been very stressful for the last six or seven months, especially with the COVID. It's very depressing for our farmers, especially here in Ireland — people who have been living on their own. The pubs are closed. We can't go for pints, and that has a big bearing on how people live and how they live their lives. People need to have fun along with work.

Brian:           Yeah. Obviously, not being able to have a bite with some friends is no fun. Talking about your farm, what changes has Gilligan's Farm implemented to manage some of these new stresses with COVID-19? What's changed for you guys?

Padraic:        What has changed? Lots of things have changed. With stress, animals are no different than humans. They get stressed. Our philosophy in that is to play music to the animals and to see them as well. With people, people have to have an outlet, have a bit of fun, try to lessen the stress factor of everyday living and just get them down. You have to open the drawer and deal with it and just close it and move on to the next drawer. That's how we are dealing with it — or my way of dealing with it.

Brian:           Yeah. I do want to touch on the music for animals here in a bit. I guess you started talking about the business that you had. Your father started the farm. You've taken it over, and we're now moving on to the third generation, which would be your son, Alan. It seems like the first way you've looked to de-stress your business is just to have a proper succession plan. I guess, maybe, give us a little insight (into) how you've been preparing or maybe removing the stress for your son, Alan, to take over the business, or as he's been taking over the business.

Padraic:        Well, I suppose it's funny. Look, if you're in business, it's stress-related. In the succession plan that I have to hand it all over to my son, which is — he's running the business and he has full control of it now. I'm taking a backseat. It's stressful for him because I have been in the business over the years, and of course, business has moved on. You have to be on top of it at all times to deal with it. He's probably saying sometimes, "Why would you let yourself in for all this huge workload?" In running a business — we have 22 people employed, and it takes management to do that. It is stressful, but you have to deal with it and not bring it home with you. Customers can be demanding. Ninety percent of them are very easy to deal with, and you've got the 10% that would be very finicky, and you have to deal with them as well. Do you know what I mean?

Brian:           Yeah. I feel like you've touched on two really important things. It seems like you've actively taken a transition in your own job responsibilities, where you're now saying, "Hey, I was the one managing the farm. Now, I'm actively the one taking the backseat." I would assume, for Alan, that's made a world of difference, that it's not now having two people in charge. There's been a transition of responsibilities within the business. Then the second thing that I think you touched on was, in some ways, not taking what you do in your family life during the day, during business hours, and taking it home with you. I feel that that can just add to stress, when you have the same people that you could be dealing with at work that you're then at home with, and you're taking that stress from one place to the next.

Padraic:        Absolutely. When you go home in the evening, you need to be chilled out. There's nothing better than listening to music or having a chat with the wife. All that is very important.

Brian:           Yeah, sometimes it is. It's just those simple things. Maybe moving on, to the second way of de-stressing a business, really focusing on this concept of educating your customers in a very clear way. Some consumers are conscious about where their food comes from, but many aren't. I think that even applies to cuts of meat and to the opportunities that could be available to chefs. Gilligan's Farm prides itself on top-quality meat. If I understand correctly, you are a supplier to celebrity chef Jamie Oliver, and I read that you literally brought a lamb to him and showed him and his team the cuts. Now, I envision you walking into the restaurant with this entire lamb strapped to your back, but I'm guessing that's not the case. How did that relationship begin, and how did you educate Jamie and his team?

Padraic:        He's one of the guys that we deal with that's running a restaurant in Dublin. He's one of those people that is a perfectionist and really loves the products that we give him, and it's direct off the farm. He has a big thing about that. He said to me one day, "Would it be possible to take a lamb in here just to show the staff where all the cuts come from? We'd cook it and test it and we'll invite people in." I was meant to do it. Yeah, I thought it was a great idea. I brought the lamb and the saw and the knife and went to the restaurant. We had good fun. They found it very interesting. The staff then could relate to the customer of the lamb, where it came from, all the different cuts of the lamb, from the best to the worst. It's good education for people — especially people (who) live in the cities, (who) don’t understand animals.

Brian:           It seems like, within your business, there's this element of trust with the consumer. How important is consumer trust? How do you build that reputation and relationship with customers?

Padraic:        Well, it's funny you should say that. I find that fascinating, because when I deal with someone in a restaurant that's a Michelin-star restaurant, the first thing I'd say to them (is), "This is a marriage. This is going to be a marriage. You have trust in me, and I have trust in you." We take it from there, but I suppose you can bring in ten pieces of meat (that are) absolutely mouthwatering, and if you bring in the eleventh bit that's not as good, you're breaking the trust.

                     It's a matter of consistency in your product. You're not 100%, or there's nobody that's 100%, but you definitely have to be over 95% consistent with the product. That builds the trust. As the customer, when you have a meal or have a steak and you say, "Yeah, that was a lovely steak. Where did that come from?" All of that builds a relationship, and that's what you should be looking for.

                     To produce such a high-quality product is vital. I suppose Pearse Lyons was very fond of — when he'd come to Ireland, he'd always buy our meat for his conferences. That's how I got to know Alltech. Alltech has done huge work for us here on the farm. They are always at the end of the phone and would advise on different ways to treat animals, the feed for animals and all that. All that's important. All that is the link in the chain to the end customer. Does that make sense?

Brian:           Yeah. Speaking about links in the chain, I know Dr. Lyons was famous for wanting to (be able to) cut steaks with a spoon. Were you the man behind wanting to cut steaks with a spoon?

Padraic:        Yes, I am. To be truthful about it, there was a video here on the farm going back a number of years ago. They wanted me to cook a steak at seven o'clock in the morning. I said, “Yeah, we better cook it in the house.” I got my wife up anyway. My wife said she's not taking any part in cooking the steak, but I proceeded to cook it anyway. I was thinking to myself, “Well, how can I make this different?” I just got the brainwave: “Would it be possible to cut a steak with a spoon?” I tried it and it worked. I said, “Yeah, let's go for it.” It's on the video, cutting a steak with a spoon. That is, I suppose, a reflection on the product that we have. Tender and tasty, I suppose, is the slogan that we always used.

Brian:           Yeah, and Dr. Lyons was famous — he took that back to the U.S., and the late Dr. Pearse Lyons would show the quality of the steak by cutting it with a spoon. That's amazing.

                     Let's move into the third way to de-stress your business. You kind of touched on this a little bit when you talked about the animals and the music and just this theme of keeping your business fun and productive at the same time. I guess maybe my first question is — so, it's true that you constantly play music around the farm, and it's for the animals?

Padraic:        Yeah. We have a system in the farm to play the music. I suppose it goes back to animals being stressed. Animals can get spooked or stressed very easily. It's all about not stressing animals, and this is why I started playing music to them. My mother, when she'd be milking the cows years ago, when I was a kid, she'd milk the cows by hand, and she'd always sing to the cows, and they'd always give more milk, so I said, “Why not play music to the animals?” We started playing music to animals, I suppose, maybe 15 years ago.

                     There are particular songs that we play to them. Percy French was the greatest Roscommon man, a great Irishman, and he wrote lots of songs. Some of them would be "The Mountains of Mourne" and "McBreen's Heifer," all those. The lyrics in all those songs are absolutely class and really becoming of playing music to the animals. If you Google "Percy French," Brendan O'Dowda sang his songs. He has a lovely, soft voice, and animals really love it. It's amazing. We use it here in the abattoir when the animals are being slaughtered. We play the same music to them in the abattoir here, which is adjacent to the farm. The abattoir is on the farm. We have full facilities on the farm to do from slaughter to dispatch in whatever form the customer wants it. It really adds to, I suppose, the stress levels in the meat.

Brian:           Yeah. I peeked on the music charts in Ireland and there was one artist, Dermot Kennedy, that was very popular. There are also a bunch of global stars, like Justin Bieber, that are on the Irish charts right now. Have you found any music that the cows and the lambs do not like?

Padraic:        I suppose we just have this Brendan O'Dowda, Percy French's songs with Brendan O'Dowda, and it just continuously plays. There are about maybe 20 songs in the list, and they just keep playing. I suppose the animals get familiar with the sounds and the different — the voice is the same with Brendan O'Dowda. I wouldn't like to be changing to different artists because their voices can be sharp or different. I feel that the animals wouldn't get as attached to it, if you know what I mean. It's a particular type of music.

                     Now, young people might say, "You're silly. This is not for real," but it is actually. It is. We had RT on the farm here and we were slaughtering the animals, and they couldn't get over the animals, how relaxed they were in the abattoir just before they were killed. There was no stress. It's completely different. It's amazing. Over a period of months, they're familiar with it and it's not spooking them.

Brian:           Yeah, and it seems like this is something that has bled all the way into your relationships with the consumers and your customers, that there needs to be consistency of the final quality of the product and there needs to be consistency in the music or the rhythms for the animals themselves, to keep that going from beginning to end.

Padraic:        Absolutely. If I brought in different music, like rock music or whatever, it would spook the animals. It wouldn't be common for them.

Brian:           Yeah. Moving on to the fourth way to de-stress your business, it really revolves around taking care of your environment and, really, the whole supply chain. We know customers would like to be conscious of where their food comes from and not only how the animals are treated but the environment and how it can impact them. That's going to be a big challenge, and it's going to continue to be a big challenge, but I understand that Gilligan's Farm aims to be carbon neutral within ten years. Can you tell us a little bit about the plan? And probably just more importantly, why does this matter to you?

Padraic:        Well, it matters. I have grandchildren, and I'd love to see them in (the) environments where I grew up, going back 70 years ago, where things on farms were very simple. For instance, if you go out and plough the land, you can see the worms. They're there visually. You can see them in the ground. I feel, over the years, that was lost with different ways of getting rid of slurry and all that, spreading those in the wrong times of the year, when the worms are, I suppose, coming up in the springtime of the year now.

                     I remember, going back years and years ago, when slurry was a new thing, and when you spread it, you'd see seagulls in the field the following morning. My God, it's an awful sight to see, because you have worms killed by the thousands, which is frightening, really. I suppose, over the years, we always used straw bedding for animals. We're bringing that back out on the land, and it's actually good for the nutrients and it's good for the clay and to bring the worms back. If we plough a field now, we see hundreds of worms in a small area. It's very rewarding when you see that.

                     I suppose, going back to your point, the environment has to be minded, especially now, because with the climate, it has really changed in Ireland. We're getting periods of really dry weather and periods of really wet weather, and that is very stressful — especially on farmers with crops, saving crops and all that. So, we have to respect the environment. We have a program now where we grow trees, hectares and hectares of trees, to enhance the carbon.

Brian:           Yeah, so looking at the concept of how do we make sure we have nutrients in the soil, how do we make sure that we have even the basics, like worms in the soil, but then how do we look at things like planting trees and revitalizing or keeping carbon at the forefront of what's going on.

I really like what you said previously, though, because I think it wraps into this concept of succession that you're thinking of — "Hey, when I have my grandkids and my great-grandkids, I want to make sure the land works well for them." That's almost the first step in a succession plan where you're helping out your son, Alan, in his taking over of the business.

Padraic:        The land will always be there to feed the people, and to have it in good shape, I think, is very important.

Brian:           Yup. Finally, bringing this all to a close, I've been on your website. It's a beautiful website, by the way. The meat looks delicious. I saw just some of the cuts on there. It looks amazing. What website do people need to get to to buy the meat? How do they get access to this?

Padraic:        We have a click-and-collect. We also do a door-to-door delivery in Dublin. We started this about six months ago, when the lockdown came. People in Dublin would be ringing and wondering could they get meat, so we started this online shop. It's actually very successful. Our biggest problem is deliveries. I'd be a stickler on doing the job ourselves, so we deliver ourselves. I know it's time-consuming, but when people order meat and they pay for it online, we deliver to them, and we make sure that they get it when they're supposed to get it.

Brian:           Yeah. That's fantastic. Well, the website, I see here, is gilligansfarm.ie. You guys do deliver. You accept payment online. You do have an in-person store, but yeah, the challenge of delivery. COVID, in some ways, has really challenged us to be innovative, and it sounds like you guys are quickly adapting to the times and finding it challenging.

Padraic:        You just have to change with the times. People like Jamie Oliver in Dublin — we supply Chapter One, all those places where people would be going there to eat, (and) all those restaurants were closed. Suddenly, those people that love our meat were ringing, wondering: where could they get it? This is how that started.

Brian:           If there's an additional point of ways to de-stress, it certainly would be (to) change with the times. Be flexible. To sum up some of the things I've heard, I've heard, really, four specific ways to de-stress your business. The first would be have a succession plan, eliminating the fears of, "Does this all depend on me? What happens after I leave the business?" And you've put in that place with Alan, currently. The second thing seems to be (to) educate your customers clearly. If that means bringing the product to them, making sure they understand the value of it and how to handle it — particularly chefs and cooks — that's very important.

                     From the music end of things, the third way I heard to de-stress the business was keep your business fun and productive. It eliminates the concern of burnout. It keeps the animals consistent every day and keeps that consistent all the way from the farm to the fork, at the forefront of what's being done. Last but not least, de-stressing the business by taking care of your environment in the supply chain. You're just addressing concerns of, "Will there be enough resources? Can I look for my grandkids and great-grandkids to still have a good environment?" And just being part of the solution and not the problem.

Padraic:        Yeah, that's it. Just play your part as you go along. That's it.

Brian:           Padraic, you've given us a ton to think through. Really, I've been fascinated to talk to you and hear more about your business. Padraic, thank you for being on the AgFuture podcast.

Padraic:        Thank you very much, and thank you for having us. It's a pleasure.

Brian:           This has been Ag Future, presented by Alltech. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts and leave a review if you enjoyed this episode.

Coburn Farms has been in operation for more than 200 years, and like many family-owned farms, they are facing a transitional phase from one generation to the next. Father and son duo David and Tyler Coburn join us to talk about how they have approached farm succession planning and to share some lessons for both the older generations passing on their businesses and the younger generations beginning to manage those operations.

The following is an edited transcript of the Ag Future podcast episode with David and Tyler Coburn hosted by Brian Lawless. Click below to hear the full audio.

Brian:             Welcome to Ag Future, presented by Alltech. Join us as we explore the challenges and opportunities facing the global food supply chain and speak with experts working to support a Planet of Plenty.

                        Currently, family-owned businesses make up 80% of all U.S. and Canadian companies. Family-owned businesses make up an even higher percentage of all companies across agriculture and across all companies globally. That means most companies face this one problem: How do you successfully transition your business from one generation to the next?

                        Today, we have an exciting episode of the Ag Future podcast. I'm Brian Lawless, North American brand manager at Alltech, and I'm joined by David and Tyler Coburn of Coburn Farms. Coburn Farms, from New Brunswick, Canada, has successfully been in operation as a family farm for over six generations in 200 years, but now, they're in the middle of a transition from the sixth to the seventh generation. So, the question is: Will Coburn Farms successfully make it through the seventh generation? What succession plans does Coburn Farms have in place? What secrets to successful generational business transitions can we learn from Coburn Farms? David and Tyler, welcome to the Ag Future podcast.

David:             Thank you for having us.

Tyler:              Yeah, thank you.

Brian:             Now, before we dive into the challenges and lessons of generational businesses, which we'll get to, you built a really impressive business, so I believe it's important that we, as listeners, understand exactly what's at stake here. Now, David, you've managed Coburn Farms during its sixth generation of business. And within the last couple of years, you've been transitioning the business to its seventh generation, to your sons, Tyler and Glen. We have Tyler with us today. David, can you tell us a bit of the history of Coburn Farms and what the operation looks like today?

David:             Coburn Farms was established in 1806. I currently live in the original household. The house was built back in 1806. It was your typical mixed-commodity farm, having a little bit of everything. We started to specialize back in the 1860s. My great-grandfather specialized in potatoes. At one point in time, he was growing 30 acres of potatoes, which is not very much by today's scale, but if you think about it, he ploughed with one furrow plough, and he would have walked 300 miles.

                        He planted our first apple orchard in 1875. We still have one of the original trees still producing here on the farm. On his deathbed, he told my father, "You look after the orchard and it'll look after you." That was very true here in Eastern Canada. In the early 1900s, the apple farmers were some of the more successful farmers out there.

That brought us up into the 1950s. My father had a small dairy herd, as well as the orchard, and he started to move into chickens. Originally, they were dual-purpose, meat and eggs. Then he went into commercial egg production back 53 years ago, in 1967, with another barn following in 1970. I came back to the farm almost 40 years ago, in 1981. In ’86, we built a new lay barn, bringing both flocks into one barn, and we managed 25,000 birds for the next 30 years.

                        We moved into composting. I'll talk a bit more about that a little later, composting our farm waste. We have downsized our apple orchard; we went from 100 acres down to 10. We run a processing orchard and, with that, turning the apples into apple cider and apple syrups. As I mentioned, we went into composting. The compost is used on the farm primarily in the orchard or sold off to (other) farms. In 1995, we built our own feed mill, started manufacturing our feed and just continued to specialize that way. It's been an exciting, exciting ride.

Brian:             Absolutely. It sounds like, from apples to a feed mill, doing stuff in the layer industry, a lot of exciting things. Tyler, from your perspective, when you look at what your dad's built, how does Coburn Farms continue to look to the future in order to make the changes necessary to be successful?

Tyler:              Well, you've always had to be on the leading edge. In 2018 — or, I should say, in 2017, we started plans for constructing our new layer barn. I had to do career placement through Dalhousie's Faculty of Agriculture in Nova Scotia, and I did it with a broiler-breeder company, Atlantic Poultry. They had a lot of free-run housing on their broiler-breeders, and I got to look at pretty well every aspect of the free-run barns.

                        I knew at that point (that) I did not want to go that route, so I looked at alternatives. We went with enriched housing and a new layer barn. We started construction in May of 2018. We put in tunnel ventilation along with our sidewall ventilation that we use as our minimum, but the tunnel — our days are getting hotter here in New Brunswick in the summers, so it'll keep the birds about two degrees cooler inside and outside, (with an) air speed of 365 feet per minute. With these enriched housing units, they have scratchpads, nest boxes, nail files, four inches of feed space per bird. We did go with in-system lighting, so there's equal light on each tier and they are in the red. So, layers actually see — their spectrum of light is in the red, and so it actually keeps the birds quite calmer. Ninety percent of the birds actually lay in the nest boxes. Our group size in each unit are about 36 birds.

Brian:             I guess I've read specifically that you guys have this concept called “chicken condos.” Now, I'm from Lexington, Kentucky, where the University of Kentucky is. We have built upgraded student housing; it's kind of called student condos, apartment-style living. Is this the kind of concept that you guys are bringing to chickens? Maybe explain that, because I think you were just touching on it. Tell me about chicken condos. What are they?

Tyler:              It's just a concept to have bigger groups of birds together. There has been research done that anywhere between — roughly 20 birds together, up to about 75, is what you typically see in these units. They have all these amenities for them to display their natural attributes to the birds. The key is having happy, healthy birds to produce high-quality, Grade-A Canadian eggs.

Brian:             That makes sense. I want to ask both David and Tyler this question. Your family has been in business for six, going on seven, generations. If you had to sum it up, what's the secret sauce of Coburn Farms? What is the strategic advantage or part of the culture that's been keeping it successful for so long?

David:             I guess we've been always willing to look and try new things. I have a farm museum here on the farm that we put together on our bicentennial a number of years ago. I mentioned the potatoes, the beginning of the apples that brought — my grandfather, when he was young, he brought in bees on the farm. In the early 1920s, we got into fox farming, and he did that for a number of years while it was viable, until the Depression hit. We tried different things. My father was growing strawberries in the 1960s. We built a farm market and we ran that for 20 years. It was a very successful addition to our farm.

                        For me, when I was 14 years old, I ended up spreading manure. The manure spreader broke and I had to shovel semi-liquid manure out of a manure spreader one afternoon. I said to myself then, "There's got to be a better way of doing this." In 1990, 30 years ago, I was introduced to Alltech's De-Odorase product. We put that into our feed, and I'm proud to say it's been there ever since, but it dried the manure out to the point where I was going to have to buy a new manure spreader to spread it. I said, “This is worth composting.” That's what led us in to building the first in-vessel composting facility in Atlantic Canada.

                        We'd be willing to step out and try things. I researched that one for two years, and it got to the point where you're either going to build it or stop talking about it. We did that with our apple cider here a few years ago. We introduced apple syrups. We now have three different kinds of apple syrups, and we're starting to build that market up. So, like I said, you've got to be willing to try new things and give them up if they don't work, try and make them grow and live their time. Twenty years is time on some of these niche markets, so you have to be aware of that.

Brian:             Tyler, anything to add to that? The list I had running was a museum, bees, potatoes, fox farming, strawberries, farmers' market, manure, using De-Odorase, an Alltech product, composting and apple syrup. Yeah, the spirit of trying new things certainly seems alive at Coburn Farms. Anything that you would add to what your dad just said?

Tyler:              My brother is actually, he's got five acres of pumpkins and squash, which — we're very fortunate this year. The two farms around us that actually grow pumpkins, they didn't have a crop. So, in hindsight, we should have planted more than five acres, because we could have sold it all. The other thing is we have a small beef herd here as well. It's just land that's not being utilized. We live on a ridge. We live on a side hill. If you’ve got the land, you might as well do it.

                        The other thing I'd like to add (is that) we don't have land masses like they do in Western Canada or the Northwest United States. That's one of the reasons we had to diversify. We couldn't keep our eggs all in one basket. We had to keep trying new things because one year, one thing could pay for the other, and other years, (it would) not. Sustainability is key.

Brian:             Exactly. Sustainability is key. I'd like to maybe pivot the conversation and then really just talk more on just how to successfully transition a business between generations. I guess I want to start with you, Tyler. Tyler, if I understand correct, you have a brother and a sister. Some people grow up and they know right from the time they're born what they want to do with their lives. But for you, did you always want to take over the business? Were there any points that you thought about pursuing something else? What about your siblings?

Tyler:              At four years old, I knew I actually wanted to farm. I'd start my day off just like any kid, eating breakfast, and then I'd go to the office here on the farm and find out where my father was or the hired help who were working then; I'd go follow them around. I think I was helping at the time, but you're just a kid, so it's hard to say. You're more in the way, probably. But I knew from a very young age that I wanted to go to agricultural college and follow in my father's footsteps. No, there wasn't really ever a point that I said to myself that I didn't want to farm. I always knew I wanted to.

                        I do have a brother and sister, like you just touched on. My sister always knew she wanted to be a nurse. I'm not sure whether she just liked helping people (or what). My grandmother, my father's mother, she was a nurse back in the late ’40s, early ’50s, so I think she takes pride and joy in following in our grandmother's footsteps. You're right, I am lucky enough to farm with my brother, Glen. We all have our strengths and our weaknesses, and luckily, ours actually work together quite well. He's more hands-on; I prefer a lot of the business aspects of running the farm. It just goes hand in hand. We are lucky enough that we have a father who is willing to transition, make it work and not necessarily make us buy the farm right out from underneath him, because then you'd be spending the rest of your life trying to pay that debt off and not trying to prosper and grow the operation.

Brian:             Absolutely. David, I'd like to go right into that then. How did you go about preparing Tyler and Glen to take on the business? For all of our listeners, what are some of the lessons you'd want to pass on to any farmer who's preparing to pass on their operation?

David:             The best I could do is follow the example that my father did for me. He actually incorporated our farm back in 1974 with the sole purpose of transitioning that to the next generation. He gave out shares to my two brothers and myself at the time to introduce us to the farm. We eventually bought him out a few years later.

                        Glen and Tyler, when they graduated from agricultural college, I gave them each 20% of the ownership of the farm. You've got to be an owner in order to be part of it, so we've done that. Now, we're starting discussions on what we're going to do with the other 60% over the next few years, but they're working for themselves.

As I said, I farmed with my two brothers. Circumstances happened over the years and I ended up buying both of them out. It was the goal that I want my brothers to talk to, and we've been successful for that. I actually have one of them, he's come back, and he works for us part-time. That's the definition of a family farm. I've watched some farms here in my community where the grandfather was almost a dictator. He held tight to the ownership and the purse strings and never let go. His children and grandchildren weren't prepared to run the farm, and those farms have disappeared.

                        The other big thing that's helped us to last for generations (is that) we go to a farmers' market. My father started taking me when I was nine, and so that's what I did with our kids, with the three kids. When they turned nine years old, I introduced them to the market. (There were) a couple of rules: number one, there were no calculators. You had to learn math and people skills. You've got to walk up to a customer. You've got to entice them into buying and then make their correct change. That gives you a good, young perspective, whether you farm or not. Those are lessons that are going to carry you well. That really helped in the development of the kids.

Brian:             I think you've touched on a lot of really good points there. In between that, it seems like you've really emphasized open communication, with the whole concept of having shares of the farm, discussing what percentages people own. It also seems like you've resisted the urge within your family for the older folks, maybe the grandfathers of the operation, to act as a dictator. I'll circle back to that in a minute. I do think introducing the kids early to the farmers' market without calculators and, we'll say, without cellphones, in this moment where you had to do both math and people skills and learn the sales side, is really intriguing. I think it's really important to know.

                        To circle back to the comment on dictators, this transition from generation to generation — how do you think you've done personally, David, of now, where at one point, you were maybe the head person in charge, and now you've transitioned to more of a guidance role or are in the process of this transition?

David:             It's not always easy. Sometimes you’ve just got to walk away. We're all human. We all make mistakes. The best lessons I've learned in life have been by the mistakes I've made. You've got to give them the rope to make their own decisions. Heart, that is one thing, and I make this very clear to the boys. I inherited this from my father. He had it, and he called it “the veto power.” Sometimes he did have the final say. The boys know that. I don't exercise it very often, but they listen when it happens. That's how we go about it. We tease each other about “the veto power,” but they're going to get to inherit that at some point in time.

                        We've actually got the eighth generation around here now a lot. I've got a grandson that's two and a half, and he wants to know what's going on around here, even at that young age. That's how we treat it. No two farms are the same. Every farm family has to figure out what's going to work for them, and it's not easy. You're right: communication, passion — those are all key parts of it.

Brian:             You've touched on this, of it not being easy. I think a really tough moment has to be when you let your sons, Tyler and Glen, make their first mistake. David, when will you let Tyler and Glen make their first mistake? If you have already, how did it go?

David:             We're actually dealing with one now. We had some feed that got made in the feed mill without the micro ingredients in there, and that affected a couple of rows of production, so we're living through that. Like I say, I've been there a couple of times over my career with a decision made, and you have to allow it. It's no one's fault. Mistakes happen. It's how do you handle the mistake, and how do you learn from it? I've had a few instances over my career where it really changed fundamentally how we did things, by making that mistake. That's part of it.

Brian:             Well, I was just going to say, yeah, that transition from generation to generation isn't easy. The question I have for you, Tyler — and I'll provide a little more context to it — is how are you different than your dad? At Alltech, we've undergone a similar transition. I’ve had the pleasure to know the late Dr. Pearse Lyons, the founder of Alltech, and the current president and CEO of Alltech, Dr. Mark Lyons.

                        Dr. Pearse Lyons was this driving, visionary entrepreneur. Currently, Mark Lyons is also very entrepreneurial but is really gifted at collaboration, at partnership. He can bring people together unlike anyone I've seen. What's been smart is Dr. Lyons hasn't tried to just be like his dad; he's utilized his unique strengths, and the company has really benefited from that. So, I guess my question to you is: How are you different than your dad?

Tyler:              Well, that's actually a pretty tough question to answer. I've got people who tell me I'm quite a lot like my father. I always have the push to grow the operation. One of the arguments we had is, when you build a barn, what number of birds do you build for? When Dad built his barn in ’86, he built it for 25,400. At the time, he didn't realize this, but they didn't get a quota increase or a bird increase up until the early 2000s, when the barn was almost past its life. But on the other hand, I fought to have extra room in the barn, and we built that back in 2018. Here we are, and we're full, no room to do any bigger, unless we build another barn.

I don't know. I'd like to think I'm more aggressive when it comes to wanting to grow the operation.

David:             Just to clarify that, here in Canada, we have supply management, so we're only allowed a certain number of birds. It's a quota system, and in the quota, you can buy or sell as needed. But as the market grows, then our provincial and national boards will increase the quota, and that's how you grow your quota. That's a whole other conversation.

Brian:             Well, that makes complete sense, and I think it gives some perspective for our international audience. To your point, Tyler, it really seems like you've continued the legacy of Coburn Farms of making decisions that fit the business. That may be a consistency, which is very good throughout generations, but it seems like you've been willing to continue to take those risks that fit the needs of the business. One really final question for you, Tyler, for this conversation is: What advice would you give to someone who's stepping up or continuing a family legacy?

Tyler:              You've got to initiate the conversation and show that you're interested, but keep in mind that if you are working on your family operation — and even if you're a farmhand on someone else's operation that has no people to take it over — you have to make people aware of sweat equity. Yes, you're working on it. Like my father said earlier, he gave us 20% when we graduated from college, and we've had some skin in the game, so then it's not just his head on the table. It's all of ours. It's initiating the conversation, having the tough discussions, which most of us don't want to have those, but it's to keep the ball rolling. You've got to have a plan for the future.

Brian:             That is fantastic. I think that is really — that last point, of having the courage to have tough conversations, particularly within family, is never easy. It's never comfortable. That's something, both David and Tyler, you've touched on, this open line of communication, this transition from being the owner to someone who's being more of a guiding figure, not a dictator. There are just so many lessons. A couple others that stuck out is just taking this early initiative but understanding it's not going to be easy and no two farms are the same.

                        I think this has been a really encouraging conversation, something that will give our listeners advice on how to successfully transition a business between generations. David and Tyler, thank you very much for being on the Ag Future podcast.

David:             Thank you.

Tyler:              Thank you.

Brian:             This has been Ag Future, presented by Alltech. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts, and leave a review if you enjoyed this episode.