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Building a strong foundation with organic trace minerals

Submitted by amarler on Thu, 09/15/2022 - 10:11

Why should beef and dairy producers consider organic trace minerals? Laurentia Van Rensburg, technical mineral manager at Alltech, joins the Ag Future podcast to discuss how including organic trace minerals in maternal diets affects female cattle and their progeny.

The following is an edited transcript of the Ag Future podcast episode with Laurentia van Rensburg hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:            Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore our opportunities within agri-food, business and beyond.

 

                     I'm Tom Martin for the Alltech Ag Future podcast series, and here with us is Laurentia Van Rensburg, technical mineral manager at Alltech. With a master's degree in animal science from the University of Kentucky, Laurentia has more than 15 years of experience in livestock and animal science, serving the industry in South Africa, the Netherlands, Latin America and the North American market. She joins us to talk about the impact of organic trace minerals on cow-calf nutrition or fetal programming. Welcome, Laurentia.

 

Laurentia:      Thank you, Tom.

 

Tom:            What are the roles of organic trace minerals in maternal diets?

 

Laurentia:      Trace minerals are essential nutrients, so even though they're required in very small amounts, they have, actually, a wide range of functions involved in many metabolical and physiological processes that can influence growth. It can influence reproductive efficiency. Therefore, maternal nutrition is especially important because it can have a direct impact on the fetus or the developing calf in utero as well.

 

Tom:            What factors influence livestock nutrition?

 

Laurentia:      Well, Tom, that's a really interesting question, because we know that nutritional requirements can differ among breeds, among different gestational phases, and even growth requirements can be different, too, from regular maintenance requirements. Then we have much different requirements for optimized immunity, health and reproductive efficiency as well, so definitely, life stage plays a very important role in nutrition — especially trace mineral requirements.

 

Tom:            Under what conditions do you most often find a nutrient deficiency in cows?

 

Laurentia:      Nutrient deficiencies can actually be due to a couple of factors. First of all, it's when the animals don't have access to the nutrient. But for the most cases, when we see nutrient deficiencies in cattle, most of the time, it's actually due to mineral-to-mineral antagonisms that can actually have a negative effect on (the) absorption of certain essential nutrients. I think, with today's modern cattle production, we see a lot of people (who) do supplement their cattle, and we still see suboptimal performance due to marginal deficiencies. In this case, it's definitely due to mineral-to-mineral (interactions) or interactions between (the) mineral and other essential nutrients, including vitamins.

 

Tom:            Thinking about the various stages of gestation, what are the roles of maternal nutrition in those stages?

 

Laurentia:      There has been a lot of work that looks at the negative impact of nutrient restriction, especially focusing on that last trimester of gestation. The reason being is we know that during the last 90 to 60 days is when the calf really grows very rapidly and, therefore, (can) put a drain on the cow's mineral or nutritional status. However, it's also very important to keep in mind that maternal nutrition is important from conception and (the) early developmental stages during gestation, because nutrient status can have a direct impact on the developing placenta and the development of the fetus as well.

 

Tom:            How can (the) proper management of cow nutrition during gestation make a difference in progeny, performance and health?

 

Laurentia:      There has been a lot of research that shows trace mineral supplementation during gestation can have a positive impact not just on short-term outcomes such as (the) birth weight and weaning weight of the calf, but we can also see that maternal nutrition can have a significant impact on, for example, reproductive efficiency of the calf later on in life. Yes, there is a big impact (of) maternal nutrition on future performance, not just in terms of reproductive efficiency but even carcass weight as well.

 

Tom:            What kind of changes in the dairy heifers can a producer expect to see after they make the switch from inorganic to organic trace minerals?

 

Laurentia:      When it comes to dairy heifers, we've actually seen a study done by Dr. Heinrichs out of Penn State where maternal nutrition has not only impacted (the) reproductive efficiency of the heifer calves, but we've also seen milk response as well.

 

Tom:            Is there a carryover effect when you improve trace mineral status in cows? Does it carry over?

 

Laurentia:      Oh, absolutely. We have seen several studies that show that calves from cows that were subjected to organic trace minerals, and specifically Bioplex and Sel-Plex, have actually had — they reached estrus earlier. They cycled earlier. They got bred earlier and had higher pregnancy rates as well, so there is definitely a carryover effect.

 

Tom:            What are the long-term effects of organic trace minerals on growth and reproductive performance and first lactation in dairy heifers?

 

Laurentia:      Tom, with the work done in dairy, we have actually seen that trace mineral supplementation — specifically with Bioplex and Sel-Plex — can have a profound impact on these heifer calves reaching puberty earlier. Also, this resulted in them getting bred earlier. They calved earlier compared to their inorganic counterparts, and actually, that can have a direct impact on lifetime performance as well.

 

Tom:            Okay. We're talking about dairy cattle there. What about beef?

 

Laurentia:      We have seen very consistent and similar responses in beef animals as well. For example, (in) a study that was done at the University of Florida, not only have we seen that maternal supplementation increased weaning and birth weight, but we've also seen that heifers from cows supplemented with Bioplex and Sel-Plex once again had better pelvic measurements. They had better reproductive track scores. That did result in them getting bred. They reached puberty earlier and they got bred earlier as well.

 

Tom:            What are the consequences of an unbalanced nutrient supply during gestation?

 

Laurentia:      When we're talking about “unbalanced,” it's very important to realize that oversupply can be just as detrimental as undersupply of certain nutrients as well. There is a lot of research showing us that nutrient restrictions can actually have a negative impact on pre-wean mortalities. It can also have a negative impact on birth and weaning weights as well.

 

Tom:            Has there been an increase in the bioavailability of organic trace minerals? If so, is this increased availability having a positive effect on reproductive efficiency?

 

Laurentia:      Absolutely. One of the main differences we see between inorganic and organic trace minerals is that organic trace minerals have higher relative bioavailability values. This means that the animal is not only going to be better able to absorb it but also utilize it in a much more efficient way. However, just as there are differences between inorganic and organic trace minerals, there's also going to be very much (of a) difference in relative bioavailability between different categories of organic trace minerals as well.

 

Tom:            Should we be sure to know where our trace minerals are coming from and (their) form and source?

 

Laurentia:      Absolutely. I think it is very important to educate ourselves not only on the form of trace minerals. For example, if you look at your feed tag, inorganic trace minerals will typically include sulfates, oxides, chlorides or even hydroxy minerals, where organic trace minerals — for example, Bioplex — will be denoted as proteinate. That answers the first question.

 

                     Now, where do your minerals come from? We have to keep in mind that inorganic trace minerals are typically byproducts from other industrial processes. This means that they're relatively inexpensive, but there is not a lot of quality control associated with this type of product. They also have very low bioavailability, which just means our animals really are not equipped to maximize (the) utilization of trace minerals in this specific form.

 

Tom:            Everybody's concerned about sustainability in whatever endeavor they're involved in. It's a huge concern these days. I'm wondering: How do the benefits of organic trace minerals — using them in a nutrition program for our livestock — how does that contribute to sustainability?

 

Laurentia:      I think trace minerals — and, specifically, organic trace minerals, such as Bioplex and Sel-Plex — can contribute to sustainability in a few different ways. For example, we know if you can improve production efficiency, then, ultimately, that will mean you are a more sustainable producer as well. Secondly, trace minerals in the inorganic form — since they are not as bioavailable — typically, they get excreted at high concentrations back into soil and water sources. In Europe, for example, that is why certain trace minerals in certain species are being regulated. With organic trace minerals, such as Bioplex and Sel-Plex, we know we can actually feed much lower inclusion rates and get the same or even better performance and, at the same time, have less excretion of these trace minerals into soil and water as well.

 

Tom:            All right. That's Laurentia Van Rensburg, technical mineral manager at Alltech. Thank you, Laurentia.

 

Laurentia:      Thank you, Tom.

 

Tom:            For the Alltech Ag Future podcast, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

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Laurentia Van Rensburg presenting at the Alltech One Conference in May, 2022
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Laurentia Van Rensburg has more than 15 years of experience in the livestock and animal science industries, having served in positions in South Africa, the Netherlands, Latin America and the North American market.

Pet food trends and insights from an industry expert

Submitted by amarler on Thu, 09/08/2022 - 16:45

Are human health trends carrying over to the pet food industry? Nicole Hill, executive director of strategy at MarketPlace, joins the Ag Future podcast to discuss how trends in human nutrition related to issues like gut health, immunity, fiber and cognitive health are making their way to pet store shelves as the line between pet and family member blurs.

The following is an edited transcript of the Ag Future podcast episode with Nicole Hill hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:            Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore opportunities within agri-food, business and beyond.

 

                     Nicole Hill is the executive director of strategy at Marketplace, a business consultancy and brand firm. In this role, she is taking the lead and mapping out strategies for business-to-business and consumer packaged goods for pet, animal and human nutrition and wellness brands.

 

                     I'm Tom Martin for the Alltech Ag Future podcast series, here with Nicole to talk about pet and human crossover trends and insights. Welcome, Nicole.

 

Nicole:          Thanks so much for having me, Tom.

 

Tom:            If I understand correctly, you engage in the design and research and analysis.

 

Nicole:          Yes. In my role as executive director of strategy at Marketplace, I touch the innovation pipelines of a lot of pet brands, both on the B2B and consumer side. Part of driving innovation means doing consumer insights research as well as actually developing the brands or rebranding an existing brand in the marketplace that needs to reposition to better connect with the pet parent of today.

 

Tom:            What sort of basic building blocks have to be in place before your work begins?

 

Nicole:          Well, we start with, obviously, getting to know the product or the brand that exists. But quickly after that, we go through a design thinking process. The first step in that process is empathy. To really empathize with that pet parent, with that audience, we want to make sure we're not just projecting our own perceptions of what they might want, value, feel (or) think but to really reality-test our hypotheses and build on our existing knowledge of the space with custom research. We're actually surveying 500, 600, 700 pet parents across the U.S. to really capture what it is they think, feel, value (and) desire to understand their personal relationships with their pets. Then we go from there, applying different lenses to tap into the specific audience for the product or brand that we're working with.

 

Tom:            This is a really sensitive corner of the general consumer market, isn't it? I mean, we're talking about something here (that is) secondary only to family, human family — our dogs and cats and even the other critters that we share our lives with become family, and they underscore that pet-to-human relationship. How does your recognition of that special crossover influence the advice that you share with client companies?

 

Nicole:          Sure. Well, as you mentioned, for so many people, pets are considered a member of the family. We recently did some research and discovered a pocket of those pet parents who actually think, “My pet themselves think they are human.” There is this persistent humanization of pets that's been going on for some time and really has continued to increase. When we look at the crossover trends between pet and human nutrition spaces — because at Marketplace, we serve both pet brands and human nutrition brands — we really see a lot of corollary evidence that the things that people want for themselves, they also want for their pets. When we're talking about things like gut health, immunity (and) fiber, those are drivers in the human nutrition space. Likewise, we're seeing those same trends track in the pet nutrition space. That's really coming into play when we look at, of course, things like fiber in general, but prebiotics and even postbiotics, along — following the trend in probiotics — a lot of that, in terms of gut and immune health, the trend in human toward those need states is really aligning with what we're seeing in pet as well.

 

Tom:            Everybody's talking about sustainability these days. It's so important. I'm just wondering how it plays a role in your strategic thinking.

 

Nicole:          Absolutely. I mean, I think we all recognize that we are stewards of our planet, stewards of what we leave behind for the next generation. Companies, brands and categories in the pet and human nutrition industries are highly aware that every action that they take leaves a lasting mark. As we're seeing brands and businesses invest in sustainability efforts in the ingredients they source, in their packaging, in their manufacturing processes, we want to make sure that we're telling that story so that the consumers that are purchasing their products understand the impact that their individual purchase decision ultimately makes — that lasting effect, that ripple effect — as volume and other things are considered in purchase choices, what that connection is to environmental concerns.

 

Tom:            What are some leading current trends in pet food, and what potential future trends are you watching (or) keeping an eye on?

 

Nicole:          Yes. Immunity and gut health are definitely two top trends. People want their pets to live as long as possible. I think we can all recognize that moment where we feel like, “Ah, dogs just don't live long enough. I wish my dog lived as long as I did.” Immunity is definitely that proactive measure. With the crossover between human and pet nutrition also comes that crossover awareness — the awareness that the gut and mind are connected and that gut health is an important component of overall health. People are really seeing how gut health plays a role in both their nutritional wellness and in their pets’ (wellness). We're seeing those trends continue to build.

 

                     I also think the past two years have driven a higher awareness of both immunity and gut health but also anti-anxiety and calming issues for pets, especially for those pet parents who have had the opportunity to work from home for a period of time with their pet or adopted their pet during that time and may now be returning to in-person in the office. Their pet now might be dealing with some separation anxiety, things like that. Looking for products that are (produced) in a safe and healthy way (will) also help their pet with mood regulation so they don't have that stress and anxiety of being apart from their pet parent.

 

Tom:            It's really interesting that you mentioned that connection between mind and nutrition. We've been talking to a lot of people here about neurogastronomy, of course, in a human context, but I never really imagined that we would take it over into a pet context. But it makes perfect sense.

 

Nicole:          It really does. Even certain subsets of pet and pet parent relationships — those people who look at their pet and think, “This pet is my best friend, a member of my family; my pet thinks that they're human” — among those subsets, we're actually seeing an over-indexing on the desire for cognitive health benefits for their pet. Again, I think part of that is we think of our pets as people. We think of them as having these unique and amazing distinct personalities. So much of our personality is obviously controlled by our brains. We want our pet to be their healthiest, best version of themselves in all facets for as long as humanly possible, or as long as canine-ly or felinely possible.

 

Tom:            I think many of us wish they could talk but then worry about what they would say if they could.

 

Nicole:          Exactly.

 

Tom:            There's a lot of discussion today about functional ingredients, the microbiome and antibiotics. Let's look at each of these. First, functional ingredients. What does that mean, and why is it a hot topic?

 

Nicole:          Of course. When we're talking about functional ingredients, we're talking about things that provide a benefit. They perform a function in the body, such as supporting hip and joint health, skin and coat health, mobility, cognitive function, gut health immunity, things like that. Functional benefits are important because that's really how pet parents shop for things like supplements or other functional nutrition, even foods. When we talk about a specific functional benefit, like mobility, let's say, (or) hip and joint health, you want your pet to be able to get around, climb the stairs, go on long walks, hikes, whatever the case may be.

 

                     That is why so many pet parents shop for functional benefits, first, in the supplement space, specifically. They look for not ingredients first but benefits first — benefits, one, for many pet parents aligned with that quality of life that they seek for their pet. Then, also, it really helps personalize the nutrition for their pet, even when we're looking at foods. So, foods that might support hip and joint health or mobility — that would be perhaps a food that someone might be more inclined to purchase for their dog that may be getting up in years and may be having a little bit more trouble getting around, or perhaps the dog is just a breed that is known to potentially have mobility issues as they age and they want to be proactive about their pet's health.

 

Tom:            What about microbiomes — the microbiomes that occupy our pets’ digestive systems? 

 

Nicole:          The mysterious and interesting microbiome. I think it's something that, as much as we continue to know more and more about it, there’s still so much more to know. As folks consider not just the unique fingerprints, basically, of our individual microbiomes and those of our pets, we're also considering how we might best help our pets balance their internal biology and makeup so that, again, they can live the longest, healthiest, happiest lives they can. When we're looking at things like prebiotics, postbiotics — really, all of the biotics — probiotics, that's really what consumers are looking toward to help maintain a modulated, a well-modulated microbiome for their pet.

 

Tom:            Antibiotics have gotten a lot of attention in recent years — resistance to them and their impact on the microbiome in particular. How do these concerns figure into discussions you have with the pet food industry?

 

Nicole:          In the pet food industry, what we're seeing is a high desire for naturalness. What “all-natural” means from a consumer-demand standpoint versus a regulatory standpoint are two different things. One of the things that we do from a research standpoint is try to understand what consumers mean when they say certain things. Even things that might be good for one's pet or good or necessary at times, it can also be something that people aren't necessarily comfortable with or have a full level of awareness or education about. With that in mind, there are some perceptions of, “Okay, how can I have less of certain things in my pet's diet or less of certain things in my pet's life, and antibiotics being one of them?” I think people recognize that there's a time and a place but maybe aren't wanting to rely too heavily (on these products).

 

                     That's where — what we see as pet parents say, “I want to be proactive with my pet's nutrition and health to mitigate potential needs for other sources of treatment down the road that are more reactive.” They're making nutrition decisions to proactively manage health and wellness in ways that, as pet parents, they perceive to be natural. “All-natural,” “made in the USA,” those are top trends among us pet parents right now that are not necessarily going to be a key differentiator for product in the space, but there's something that almost has become table stakes in a lot of the pet nutrition categories.

 

Tom:            Many of us are engaging in a lot of guesswork when we shop for pets, for food. We want to provide what they need to be healthy and happy, the things that you've been talking about. Most of us, though, are not nutritionists. How can we become better informed?

 

Nicole:          I like to say there's always more to know. Just being curious and always seeking new information from reliable sources (is important). There are regulatory bodies like AAFCO that are resources for not just consumers but also the makers of a lot of pet nutrition products. I think, you know, there are always folks that are going to consult with their veterinarian. When we're talking about companion pets, obviously, that's going to be a key resource for our pets, just like our medical professionals and healthcare providers are for ourselves.

 

                     So, making sure that information is coming from reliable sources. Also, recognizing that good science often changes. As we get more information, recommendations might shift. That's not a bad thing; that's good. That means we're learning more. We're getting more data. We're building new hypotheses and testing them. Not just looking to reliable, credible resources but also resources that have proactively continued to seek further understanding, seek new information. I think those solid resources are great.

 

                     Also, just being aware of your own personal pet. Like you mentioned, we all have our own microbiome, and what works for your pet might be slightly different than what works for someone else, for (their) specific needs state. That said, there are great standards that we all can rely on for the nutritional completeness of our pet's diet. Pet foods in the U.S. specifically have specific standards they have to meet. While we can all make decisions based on what we feel is best for our pet, there's a lot of confidence knowing that the products that are on the market have met a certain regulatory expectation.

 

Tom:            That's Nicole Hill. She is executive director of strategy at the business consultancy and brand for Marketplace. Thanks, Nicole.

 

Nicole:          Thank you so much. It was a pleasure.

 

Tom:            For the Alltech Ag Future podcast, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

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Nicole Hill is using her immersive experience in the human nutrition and pet industries to extract actionable insights for innovation and branding.

New initiatives in the aquaculture industry

Submitted by amarler on Thu, 09/01/2022 - 10:03

Traditionally, fishmeal and fish oil made from wild-caught fish have been the primary sources of protein and fat in fish feed for aquaculture. However, these raw materials will not be enough for production to meet the demand in 2050 if the current feed formulation stays the same. Maud Valkenaars, nutritional researcher at Alltech Coppens, joins the Ag Future podcast to discuss new initiatives in the aquaculture industry that aim to replace traditional protein sources in aquafeeds with sustainable sources of raw materials.

The following is an edited transcript of the Ag Future podcast episode with Maud Valkenaars hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:            Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore opportunities within agri-food, business and beyond.

 

                     I'm Tom Martin for the Alltech Ag Future podcast series, and with us is Maud Valkenaars, a nutritional researcher in the quality, research and nutrition department at Alltech Coppens. She is with us today to talk about some of the newest initiatives and most exciting opportunities that will help take the aquaculture industry from good to great. Welcome, Maud.

 

Maud:           Hello.

 

Tom:            Consumers have voted with their pocketbooks and made aquaculture foods among the most sustainable protein sources on the market. That's great, but I take it there is still a lot of potential to be met. So, let's begin with those new initiatives. What can you tell us about them?

 

Maud:           For example, at Alltech Coppens, we have been working the past (few) years on how to really quantify sustainability within aquafeed — so how to create sustainability metrics — to really quantify what the impact of agriculture is, and especially focusing on aquafeed, on the planet. That's also basically one of the major initiatives, I think, that the whole aquaculture sector should be focusing on in the future.

 

Tom:            We're all focused on sustainability, especially in these times of climate change and so forth. I'm just wondering: What is the role of fish feed and all that in sustainability?

 

Maud:           Aqua feeds are really high in protein, and protein sources are one of the most expensive raw materials within aquafeeds — and also, aquafeeds are, in farming, one of the most expensive products of the entire farming (system). So, focusing on raw materials that are sustainable really will help grow the agriculture sector. For example, in the past, a lot of fishmeal has been used in feeds, but now we're focusing on the reduction (of using fishmeal). But even that reduction might not be enough because, in 2050, there might be a shortage of fishmeal that we can use in our aquafeeds. It’s really important that we should focus on other raw materials and really (focus on) making aquafeeds more sustainable.

 

Tom:            Okay, let's talk about your work, the work that you do. Your research focuses on a pair of species, and one of them is the rainbow trout. What have you learned about this species, and what is its potential for the industry — and the consumer, for that matter?

 

Maud:           Well, rainbow trout is a really — it's already one of the most domesticated fish species that we have. It's highly valued for its high fatty acid content. So, omega-3 fatty acids are really beneficial for human health. It's also a really nice fish to look at, which also attracts consumers to buy the fish. But also, next to that, the fish is really adapting quite well to different kinds of farming situations. It grows really fast (and) has really low feeding conversion ratios, which is basically how efficient the fish is in converting aquafeed into body mass. Really, this fish has, really, a lot of potential as a high-value product for consumers.

 

Tom:            The other one that you work with is the African sharptooth catfish. Why this species? What distinguishes it from other fish?

 

Maud:           African catfish are really special fish, in my opinion. They look really funny compared to a lot of different fish species, which makes it a little bit less attractive for consumers.

 

Tom:            What do they look like?

 

Maud:           They're quite long. They have a really special head, with nostrils like barbels, but what makes the fish special is that it can be formed in high stocking densities, which is also needed to produce a fish. You can produce a lot of fish just the same for you, and also, the fish are actually air-breathers. They have a special organ that — they can take oxygen from the air. If the water quality is not that good, then you can still farm (this) species, and they grow so fast. If you really need a lot of protein, then that is really the species that we should focus on, I think.

 

Tom:            Maud, if you had a megaphone that could carry your voice to the entire planet, what misunderstandings and misinformation about the aquaculture industry would you want to correct and address?

 

Maud:           I think a lot of people have a negative view on agriculture as seeing fish in tanks. But it basically, it’s really, in my opinion, really a very sustainable sector, because it can produce a lot of protein really fast, because fish are cold-blooded animals, so they really don’t need energy for maintenance, and they grow really fast as compared to other terrestrial animals. Basically, already, the sector has, already, a sustainable advantage over terrestrial animals. And really, I think people should realize that fish are, I think, the protein of the future.

 

Tom:            In addition to your own work, what research now happening at the Alltech Coppens Aqua Center in the Netherlands would you rate as the most exciting? What gets you up in the morning?

 

Maud:           Every trial, I think, is very interesting. What we do at our research center, one of the main (projects) that interests me the most, is we recently developed a new research trial system, which — to look at African catfish. We're currently doing a trial there to really set the requirements in protein or fat levels for African catfish, as that species is not — the aquifers are not developed as of yet as, for example, within rainbow trout or salmon. It's really exciting to actually find new research and to investigate all those different topics on the efficiencies of catfish, and now, (we) can actually utilize and apply the research that we do immediately within our feed formulating. I really (have) already helped customers with improving our feeds.

 

Tom:            Let's say we've been listened to by somebody out there who's a marine biology major, and they're trying to figure out where to go with that. What track should they follow in the industry? What opportunities do you know (of) that are now open and available in aquaculture?

 

Maud:           I think one of the main things, of course — what we're talking about today — is getting the aquaculture industry to a more sustainable image. I would say we really need, with the whole agriculture sector, to have certification metrics that are standardized, and that's, I think, what we really need in the future. At the moment, all the feed companies are a little bit doing something on their own, and to get that standardized, I think, is still (the) way to go, and that will be very interesting, I think, for someone to be looking into.

 

Tom:            All right, that's Maud Valkenaars, a nutritional researcher in the quality, research and nutrition department at Alltech Coppens. Thank you for joining us.

 

Maud:           Thank you.

 

Tom:            I'm Tom Martin for the Alltech Ag Future podcast series. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

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Maud Valkenaars works at the Alltech Coppens Aqua Centre (ACAC) in the Netherlands, where she carries out practical and applicable nutrition-driven research. 

Improving our understanding of antimicrobial resistance

Submitted by amarler on Thu, 08/25/2022 - 08:42

The World Health Organization has identified antimicrobial resistance (AMR) as a global public health threat, but what does that mean for consumers and producers? Dr. Richard Murphy, research director of the Alltech European Bioscience Center, joins the Ag Future podcast to discuss antibiotic-free production and the link between pathogen control and control of AMR.

The following is an edited transcript of the Ag Future podcast episode with Dr. Richard Murphy hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:            Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore our opportunities within agri-food, business and beyond.

 

                     Dr. Richard Murphy is the research director at Alltech's European Bioscience Centre in Dunboyne, Ireland. His research work has included the production of enzymes of industrial importance as well as the physical chemical characterization of organic trace elements and minerals, in addition to microbial fermentation technologies.

 

                     I'm Tom Martin, and Dr. Murphy joins us for an Alltech Ag Future podcast to talk about the long-term effects of antibiotic use in poultry and improving our understanding of antimicrobial resistance, or AMR. Welcome, Dr. Murphy.

 

Richard:        Thank you very much, Tom. It's a pleasure to be with you again.

 

Tom:            The World Health Organization has identified antimicrobial resistance as a global public health threat annually claiming at least 23,000 lives here in the U.S. alone. Where are we in our understanding of these pathogens and how to get them under control?

 

Richard:        That's a great question to kick off, and I think it's one that we could have a very, very long discussion on. I just want to, I guess, bring it back towards the animal production side of things — poultry production, livestock production. I think what we’ve found over the last number of years, when we look at all the available data that's there, (is that) antimicrobial resistance is a persistent problem. The agriculture industry has made great strides in moving towards reductions in antibiotic usage, restricting their usage even further. But when you look at the year-on-year data, even though the usage of antimicrobials and antibiotics has decreased, we tend not to see a similar decrease in the prevalence of resistance among pathogens that would have human resonance — E. coli, Salmonella, Campylobacter.

 

                     I typically refer to resistance as being a persistent problem, and it's a challenge for the industry. As we move towards reducing our antibiotic usage or moving towards antibiotic-free or no-antibiotic-ever production systems, we still have to be mindful that there is a persistent issue and there is a persistent problem with resistance among pathogens that can cause foodborne illness. So, the challenge for producers, for poultry and livestock producers, is: How do we control pathogens and, at the same time, control antimicrobial resistance? I think that's the key, is that rather than focusing solely on antimicrobial resistance, we need to focus on the pathogens, because of the high-level prevalence of antimicrobial resistance that's present in those pathogens.

 

                     I guess the group in Dunboyne that I work with and have the pleasure of working with, we're really focused on trying to understand the link between pathogen control and control of antimicrobial resistance. That's really the key area for us at the moment, is the concept of controlling pathogens and having the added benefit of controlling antimicrobial resistance — or at least reducing the issue of antimicrobial resistance.

 

Tom:            Okay. Before we move into pathogens, I wanted to pick up on something you said. It has to do with public perception. I wonder if public perception of this problem has caught up with the science, because it sounds to me like there have been some strides made, some improvements made.

 

Richard:        There have been, but I don't think the general public is aware of the level and the extent of the issue. It's not just in the livestock and poultry production industries; this is across the board. You will find antimicrobial resistance in fruits, in vegetables, in soil, in water. This is a global issue, and it's not just linked to a single area like agriculture, like animal agriculture, for instance. It's everywhere. Certainly, I don't think that the public are aware of the extent of the problem, the extent of the issues. That's the key challenge, I think, is we don't want to scare the public. We certainly don't want to give them the fear that the food that they're consuming is absolutely full of antimicrobial-resistant pathogens. But at the same time, it is an issue. It is a problem that does need to be controlled.

 

                     There are many different bodies worldwide which are involved in ensuring food safety and ensuring that the food that we consume — whether it's meat, milk or eggs or even vegetable produce, for instance — ensuring that those products are safe. That's, I guess, a good message to give people, is that we know, in the industry, (that) it's a problem, but that there are great efforts made globally to control this issue and to try and understand this issue to a greater extent.

 

Tom:            Okay. Let's talk pathogens. Which ones are showing the strongest and the highest resistance to antibiotics?

 

Richard:        I guess, if we were to look at the big three — and we could call them the trifecta: E. coli, Salmonella and Campylobacter — they would be the biggest issues, I think, globally. There are others, like listeria, for instance. C. difficile would be an issue as well, but I think the biggest problems are among E. coli, Salmonella and Campylobacter.

 

Tom:            In 2020, there was a paper showing the extent of AMR in the Canadian broiler industry. Can you give us some details of those findings?

 

Richard:        Yes. This was a really nice paper, and it focused solely on the Canadian broiler industry. I think it will be remiss of me not to say now quite clearly that this isn't just a Canadian problem. This is a global problem. This just surveyed the Canadian industry.

 

Tom:            It just happened to be Canada.

 

Richard:        It just happened to be Canada. Among E. coli, greater than 80% of the E. coli isolates that the researchers looked at were resistant to at least one antimicrobial. Among Salmonella, it was — more than 60% were resistant to at least one antimicrobial. So, this gives you the idea or this gives you some indications of the scale of the problem. These were just looking at generic E. coli and Salmonella isolates in broiler products and broiler meat products in the Canadian industry. It's the same worldwide, unfortunately, Tom.

 

Tom:            In fact, that research, as I understand it, did a comparison in generic E. coli isolates with those in broiler meats in Denmark, Germany, Hungary and Slovenia. Among those, Denmark had the lowest level of resistance. What is Denmark doing right?

 

Richard:        I guess you would have to look at differences between antibiotic usage and differences between antibiotic control mechanisms that are in place in each of these jurisdictions. It may well be, as well, that there's — I guess you'd have to look at trying to compare like for like, and whether that was a fair comparison is something else to think of. But certainly, in Denmark, they have been at the forefront of trying to monitor and trying to control and reduce the usage of antimicrobials. Perhaps there are significant differences between usage patterns in Denmark and usage patterns in Canada, for instance, or in some of the other jurisdictions of the other countries.

 

Tom:            Do high levels of antimicrobial resistance carry over from the animal to retail poultry meat?

 

Richard:        Yes, there are studies which would show that you will have carryover of resistance from the live animals through to retail products, certainly. That's probably the most concerning area for us, is: What's the extent of carryover and what's the exposure risk, if you like, from finished products?

 

Tom:            How is the profile of pathogens in the industry changing, and what's being done to get that under control?

 

Richard:        Again, this is something that I've become quite interested in, Tom. You can quite easily access Food Safety and Inspection Service data from the U.S. Here, they publish quarterly figures for domestic chicken, for turkeys, for pork and for beef. You can look at the Salmonella serotypes that have been identified by the FSIS. What I've done is I've just taken a quick snapshot. From 2016 to 2021, it's actually of interest in that there are a couple of challenges, I think, for the industry, is that not only are there a wide range of serotypes; we're not just limited to one, two or three serotypes in that five- or six-year period. There were quite a number of Salmonella serotypes identified by the FSIS, some at very low levels and some at more abundant and more prevalent levels.

 

                     Among the core group, what's really of interest is that between 2016 and 2021, there has been a shift, if you like, in the serotype prevalence and serotype abundance. For instance, Salmonella enteritidis and Salmonella typhimurium have become less prevalent, whereas we see a big increase in Salmonella infantis in that five- to six-year period. For producers, that's a challenge, because you're now dealing with not only multiple serotypes, multiple serogroups of Salmonella, but you've also got temporal changes. You've also got changes in the serotype prevalence. So, whatever strategy you're using to control or restrict Salmonella prevalence and Salmonella abundance, it needs to be broad-spectrum. It needs to be able to deal with multiple serotypes and changing serotypes over time as well.

 

Tom:            Can these resistant strains be made more sensitive to antibiotics? And even if they are, what about the public's perception and pushback against antibiotics?

 

Richard:        Again, a great question. We've done quite a bit of work on this. I guess, if I just briefly give you an overview of what we've looked at, Tom, firstly, our main interest lies in the concept of the microbiome and how we can utilize the gut microflora as a way in which we can control pathogens in an innate fashion. If you can expand the richness and the diversity of the gut microflora, that enables the GI tract to self-police. You tend to get what's known as colonization resistance. You get greater resistance to pathogen colonization of the GI tract. We found in multiple studies across multiple species that we can affect changes. We can bring about increases in species richness (and) in gut microflora diversity with the use of mannan-based prebiotics — mannan-rich fraction, for instance.

 

                     At the same time, what we know is that when you enable an increase in diversity and when you enable colonization resistance to take place, you tend to reduce or restrict pathogen prevalence within the GI tract. So straight off, just by working at a nutritional level, you can begin to restrict the prevalence of E. coli (and) Salmonella. We found with Campylobacter, C. difficile and even Listeria that the innate properties of the gut microbiome actually means that you can begin to restrict many pathogens that have food safety implications. We've also done some additional work which looks at screening, if you like, E. coli and Salmonella isolates when we have mannan-rich fraction present in the diet and looking at the prevalence of resistance among E. coli and enterococci as well. What we have found is that when you bring about changes in the microbiome and when you bring about those population shifts that I've just mentioned, you actually restrict the extent of antimicrobial resistance, certainly amongst E. coli and certainly among enterococci. At the same time, we've focused on the prebiotic properties of mannan-rich fraction. Basically, what we're looking at here is what changes we can make in the metabolic profile or the metabolism of the bacteria, and we've used E. coli as a model organism for this.

 

                     What we found with these MRF prebiotics is that they change the metabolism behavior of the bacteria. The bacteria becomes more energized, but as it becomes more energized, it produces more toxic products. It produces more reactive oxygen species internally in the bacteria. Now, the bacteria is dealing with increased reactive oxygen species as a basic function of its own metabolic behavior. But at the same time, if you have antibiotics present, those antibiotics will also stimulate reactive oxygen species. It's a double whammy. What we've actually found, certainly, among E. coli is that in the presence of MRF-based prebiotics, metabolic function is changed, and that metabolic function actually increases the sensitivity of the bacteria to antibiotics.

 

Tom:            This is fascinating.

 

Richard:        I'm actually really, really passionate and really excited about this, because this is probably the first time that any group has described what you would refer to as an adjunctive impact on the antibiotic function. Now, we have a mechanism whereby antibiotics become more efficient. If you're in a situation where, for animal welfare reasons or poultry welfare reasons, you need to use antibiotics, but if you're using mannan-based prebiotics at the same time, you actually make those antibiotics more effective. That means that the likelihood, perhaps, of developing further issues with antimicrobial resistance are somewhat lessened.

 

                     That, to me, is an area that we will be doing a lot more work on, but I think that has very important implications for pathogen control in the long term. In many ways, we've got two key areas to focus on. One, we're working with the microbiome, so mannan-based prebiotics will increase the diversity of the gut microflora, and that makes the GI tract more resistant to pathogen colonization. But at the same time, we now have an inherent capability of these preparations that actually enhance the metabolism. They increase metabolic function in the pathogen, and that makes them more susceptible to antibiotics. So, it's a really, really good approach, I think, to control and restrict antimicrobial resistance.

 

Tom:            Is MRF becoming more prevalent in animal diets?

 

Richard:        Worldwide, we do see great usage. There are a couple of key things to think about with MRF. I would describe MRF as being like a second-generation mannan-based prebiotic. The first generation of those would have been generic, mass-type products, so these would have been rather crude, mannan-containing fractions that are isolated from the outer cell wall of Saccharomyces yeast. The groups within Alltech worked on trying to understand the more active principle or more active component from mass-based prebiotics, and that led to the development or the isolation of the second-generation mannan-rich fraction. I think what sets MRF apart from mass-based products is the relatively high proportion of certain mannan groups that are present within them — so α-(1,3) and α-(1,6) mannan-linked polysaccharides were enriched in MRF-based preparations. That's really the key to their success, Tom.

 

Tom:            I'm listening, and I'm thinking how interesting and fun it might be to invite Dr. Murphy in my kitchen while we're preparing a meal, a poultry meal, and have you tell us what kind of precautions we need to be taking. You're observing it as a scientist who understands this. What precautions do consumers need to consider when they're preparing poultry for a meal?

 

Richard:        (It’s) quite simple: Always cook your chicken properly. You really need to apply heat. You really need to cook it properly. That's the simple message, Tom, that consumers can take from this. If you cook your meat properly, it's perfectly safe.

 

Tom:            This is a totally off-the-wall question, but I wonder: Does brining poultry meat have any effect on pathogens?

 

Richard:        It will do, but it depends on the level and extent of brining that you do. You will still need to cook that brined meat properly. Brining is a popular way of controlling pathogens. Salt obviously does have an impact on pathogens, but you do need to cook that meat properly.

 

Tom:            When you get back to work, what's on your desk? What's happening right now in this world?

 

Richard:        We've actually got quite a number of manuscripts (and) some papers in preparation. We do have one other key strand of research in this area on the AMR site that we're planning — basically, to look at longer-term, multi-cycle studies in poultry to try and understand the benefits that we have with regard to reducing the presence and prevalence of resistant organisms in a facility with time. That, to me, is an exciting area. We've done some initial work on multi-cycle studies and shown that we have consistent impacts on not just microbiome diversity, but we also get increased microbiome uniformity.

 

                     That's an interesting area for us to explore, because if we can increase our uniformity of the gut microbiome, then that will have production benefits. Your production process, potentially, would be more standardized. That's something that we're looking at. But certainly, on the AMR side, it's trying to understand the long-term benefits in reducing the prevalence of AMR with continuous use of MRF-based prebiotics in production systems.

 

Tom:            All right. That's Dr. Richard Murphy, research director at Alltech's European Bioscience Centre in Dunboyne, Ireland. Thank you for joining us.

 

Richard:        Thank you very much, Tom.

 

Tom:            For the Alltech Ag Future podcast, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

 

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Dr. Richard Murphy presenting at the Alltech ONE Conference in May 2022
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Dr. Richard Murphy's research activities are diverse and include focus areas such as trace element and mineral bioavailability, the influence of the microbiome on gastrointestinal health, pathogen control, antimicrobial resistance, coordination chemistry and cellular redox reactions.

Can different generations get along?

Submitted by amarler on Thu, 08/18/2022 - 09:17

Five generations comprise today’s workforce — how can they all get along? Colene Elridge, a.k.a. "Coach Colene," CEO of Be More Consulting, joins the Ag Future podcast to discuss why leaders need to exercise empathy, inclusion and listening to grow their businesses and foster future leaders.

The following is an edited transcript of the Ag Future podcast episode with Yasir Khokhar hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:             Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore opportunities within agri-food, business and beyond.

 

                      In many industries, five generations now comprise the workforce: traditionalists, baby boomers, Generation X, millennials, Generation Y and Generation Z. Most traditionalists have retired. Baby boomers are following suit, (or are) at least trying to figure out how to retire. Gen Xers are in high demand for their unique abilities to bridge generations. Millennials are approaching 40. Gen Z is entering the workforce. Can they all get along?

                       

                      I'm Tom Martin. In this episode of Ag Future, we put the question to Colene Elridge, CEO of Be More Consulting and vice chair of the Board of Regents at Transylvania University. Thanks for joining us, Colene.

 

Colene:          Thank you so much for having me.

 

Tom:              Let's begin with that burning question: Can these generations — given the vast differences in their lived experiences — can they all get along?

 

Colene:          They can. It's so interesting because I think, most of the time, the conflict isn't rooted in the generational difference; it's rooted in the different expectations that we have. That can happen with people of the same generation or with people of a different generation. I think part of the key is just that awareness and that empathy and understanding that we can bring into a workplace that we all bring different strengths and weaknesses and skill sets into an organization.

 

Tom:              When you have the combination of skill sets and so forth under one roof, somebody has to lead, has to pull it together, make it coalesce. Can that be taught? Are some people born leaders?

 

Colene:          I think some people are natural leaders, but I do think that there are skill sets that have to be learned in order to be successful at being a leader. I think all of us are leaders in some way. Some of us just do it a little bit better than others based off of our own experiences and our ability to learn and resources that we've had (access to). Some people are definitely born leaders. I think you can see kids on the playground and you can pick them out, right? But some people really do have to learn and hone and polish those skill sets to be great leaders.

 

Tom:              What are the non-negotiables of being a good leader?

 

Colene:          Communication skills, flexibility in how I communicate — I think that's probably one of the top things that I hear from organizations or from exit interviews of people from organizations: “My boss didn't listen to me.” So not just “How do I communicate out?” but “How do I receive communication?” That communication piece is key — building trust as a leader. I don't think we spend enough time actively and intentionally trying to build trust between leadership and employees. We trust the people that we work the closest with. If I'm two seats up on the hierarchy, it's really hard for me to trust you, because I don't know you. Building that trust, intentionally building that trust, I think, is a non-negotiable.

 

                      Then, having some flexibility. Oftentimes, I talk about communication and I talk about policies as either it's like you're running into a wall or you're running into cotton. How do I have that flexibility that — we need the structure here, but I also understand that circumstances happen and people are people. I can't just blanket a policy on every person equally.

 

Tom:              You have said that established leaders who want to grow their businesses and foster their successors need to unlearn and relearn their management practices to better exercise empathy, inclusion and listening — the things you're talking about. That sounds like a major change. That sounds like the “old dog, new trick,” that conundrum. What do leaders need to start and stop doing in order to find common ground across generations and to maximize returns from that?

 

Colene:          I have to share a funny story. I was doing a training for one-star generals that were about to be promoted to two-star generals. We're talking about generational differences in the workplace. I said, “The way that you've always done bootcamp probably will not have the same outcome now as it had 30 years ago. You need to be thinking about, ‘Where can we make some changes to bootcamp?’” What kind of reception do you think I got from that? They were like, “No, no, we've always done it this way. We've never let people have phones.” Well, right, because in 1970, people didn't have cell phones. How do we look at the policies that we have in place and ask ourselves, “Is this still relevant? Is this still necessary?”

 

                      I think some of the things that leaders have to unlearn is this thought process that just because it's there that it should be there. Just because we've done it this way that we should continue to do it this way. Recognizing that, “I, maybe, have built the ship, but now it's time for me to update the ship.” That's, I think, one of the biggest things that we have to be willing to unlearn, is the thought process of “I've always done it this way.” 

 

Tom:              A great leader that I once worked under said that the key to everything is flexibility. But again, being flexible, making yourself flexible, opens you to the possibility that things are not going to go your way. It’s very important to learn that skill of flexibility, isn’t it? How important to the success of a business are effective communication skills? You mentioned that among leaders.

 

Colene:          Yeah. It will make or break an organization. Lack of effective communication mixed with a lack of trust, which — those two things go hand in hand (and) can really make or break an organization. I often joke about communication. One — this part is not a joke — but if information can be shared, it should be shared. I think that that’s so important, because when leaders choose to not share information, employees, we're human, we go to worst-case scenario. No one ever comes to you and says, “Tom, I need to talk to you,” and you think, “They're just going to tell me how great I am.” You think, “What did I do wrong? What do I need to fix?”

 

                      I think, when we look at that on a massive scale of an organization, each of us are left to our own devices to make up worst-case scenarios. Then I'm going to go to my friend, and we're going to come up with an even worse-case scenario together. I think, when we think about how we communicate in organizations, there's this thought of “I should not communicate a message until it's polished, until it's shiny, until I know 100% that this is the outcome.” People want to be brought along on the journey. You can get better buy-in if they've seen the process versus (if) you just give them the end result. Transparent communication and progressive communication, I think, can do tremendous good in an organization.

 

Tom:              Where that gets you is probably the ultimate goal, and that's trust. What are some hallmarks, the kinds of communication skills between employers and employees, that can make a real positive difference in a company's performance?

 

Colene:          Checking for understanding. It goes back to that listening skill. I think there is a thought with leaders sometimes: “I'm going to tell you what I need you to do, and then I’m going to send you off to do it. I’m not going to give you an opportunity to ask questions. I’m not going to give you an opportunity for feedback.” Then, you present me with this final result, and it's nothing at all that I wanted. Now I'm frustrated as a leader. Now you're frustrated as an employee, because you've spent all this time, energy and resources. How could we have avoided that?

 

                      Number one would have been transparent communication along the way. Before I sent you off, I could have checked in. “Do you have any questions? Is there anything that you don't understand? Anything that you need clarity on?” (I could) use that as an opportunity to get the feedback. Maybe you weren't as clear as what you thought you were. I think we're just in such a rush to get things done that we forget that getting things done the right way matters as well.

 

Tom:              Colene, the question for the times — I think a lot of people would like to hear your thoughts on this, (and) that is: How do we lead remotely, digitally? Is it even possible?

 

Colene:          It is. I think it requires a lot of effort and way more intention than what it would be in a traditional workplace. I think, when we look at what good remote leaders do is they do have that personal connection with their employees as well. They're making the time to ask questions about how their family is doing. They're checking in with them as a person. “How are you doing?” Seeing me as a person, not just the machine. I think that's really one of the keys when it comes to remote leadership: It's still building those relationships and those connections.

 

Tom:              Back to communications for just a second, and that is gaining those skills. How often should people be trained on communication skills in order for them to become effective and impactful?

 

Colene:          Communication skills are a practice, much like people go to the gym. You don't get fit by just working out one time. You have to actively practice it. I think the difference with communication skills is people think, “Well, I talk all the time. I'm good at communicating.” There's a difference between talking and effectively communicating. You have to practice that. You have to be open to getting feedback. Oftentimes, you have to be willing to ask for that feedback on my communication skills. “Hey, was I clear in that meeting? Is there anything that you feel like I could have done better to have gotten my point across more succinctly?” What are the skills that you really want to work on? Then, you have to be able to create measurable goals towards that. That way, you can see the progress that you're making.

 

Tom:              Sometimes, pride and ego can get in the way.

 

Colene:          One hundred percent. Yeah. People like themselves a lot. When I like myself, sometimes it's hard to hear that feedback.

 

Tom:              It can be. Well, what is the one thing that everybody can be better at when working in a multigenerational team, which just gets us back to where we began with the conversation?

 

Colene:          The one thing — can I give you two instead?

 

Tom:              Absolutely. Three or four, if you’ve got them.

 

Colene:         The two things — the two things I would say is, one, to pause, to pause and think before you speak. Think before you interact. I think that applies not just across generational differences but any differences that any of us bring to a workplace. Pause and try to not necessarily put yourself in the other person's shoes, but wonder what might be causing their reaction, how they said something, before you react. That pause is a game-changer for a lot of people.

 

                      The second thing is to recognize that generational difference is just one piece of the differences that we bring into work. I love talking about generational differences, but it's probably not even the most exciting piece of who you are and who you bring to work. That one dimension does mean something, but that one little attribute of diversity is one piece of who you are as a person. Get to know people and not just the perceptions of the generational difference that they might bring into the workplace. 

 

Tom:              Sometimes I think we forget that, in thinking about the pause — that even that, that moment of silence while you're sitting there processing, that's communication. It can be interpreted in a lot of ways.

 

Colene:          Yes. There is no need to react. There is no need to respond as quickly as what everyone thinks they need to. The pause is a gift.

 

Tom:              Given the experiences that you’ve had in training and working with people in these roles, what's your takeaway today about the state of leadership? Are we doing it well? How are we progressing as a community of leaders?

 

Colene:          I think it's so interesting, because COVID hit, and I think what we saw was a humanization of leadership. That was very appreciated on the employee side. They got to see their leaders in their kitchen with their cats running up (beside them). They got to see them as people and not just the person in the big office that's making the decision. I think what is not helping us right now as leaders is this rush to try to revert back to February 2020. Those leaders that are trying to do that, trying to make things exactly what it was like pre-COVID, I think, are not going to be successful, because people just have different expectations now of, “What does it even mean to be a leader?”

 

Tom:              Would you say that genie's out of the bottle?

 

Colene:          Absolutely. I often say, it's like once you squeeze the toothpaste out; you can't get it back in. A lot of leaders are now walking around with messy hands because they're trying to get the toothpaste back in the tube instead of just saying, “Okay, now what? How can I continue along this path?” I know it made so many of them uncomfortable to have that vulnerability and that transparency, but that is now what people want. It's what people wanted beforehand. I think people just got to see that it could be a reality, and now that's the expectation.

 

Tom:              Well, it's not every day that the whole world goes through a paradigm shift at once.

 

Colene:          Absolutely.

 

Tom:             That's what we've been through. It's pretty incredible.

 

Colene:         That one thing, I think, has exponentially increased the speed of change at work.

 

Tom:             Colene Elridge, CEO of Be More Consulting. Thank you, Colene.

 

Colene:         Thank you so much.

 

Tom:             For the Alltech Ag Future podcast series, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

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Colene Elridge speaking in the Stay Curious track at the 2022 Alltech ONE Conference
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Colene Elridge's decade-plus of HR experience has led to her being known by some as “The Fixer,” and she feels called to help organizations and leaders create better workplaces, intentional leaders and aligned results.

What does it mean to be a "new" leader?

Submitted by amarler on Thu, 08/11/2022 - 09:08

Leading a purpose-driven workforce requires a new way of thinking. Hamza Khan, future of work expert and author of "Leadership, Reinvented", joins the Ag Future Podcast to discuss what it means to be a "new" leader and why leaders need to practice a healthy sense of empathy.

The following is an edited transcript of the Ag Future podcast episode with Hamza Khan hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:            Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore our opportunities within agri-food, business and beyond.

 

                     Are you searching for that first job or already working and in the process of changing jobs? How can you put your best foot forward? I'm Tom Martin for the Alltech Ag Future podcast series, (and I’m here) with Hamza Khan, an instructor at Ryerson University, where he teaches courses on digital marketing and social media, and he is (also) co-founder of Skills Camp. He's the author of "Leadership Reinvented: How to Foster Empathy, Servitude, Diversity, and Innovation in the Workplace". Hamza Khan, welcome to Ag Future.

 

Hamza:         Oh, my pleasure to be here. Thank you so much for having me, Tom.

 

Tom:            Given the daily bombardment of external influences in our world today, do you find that people can sometimes become disconnected from who they really are?

 

Hamza:         Absolutely. There are so many different technologies to stay abreast of, changes in algorithms, trends on social media. It becomes really overwhelming. I think what I see happening — especially with my students at Ryerson University but also professionals — is that they start to emulate different accounts online and different public personas thinking that that's who they are. They're trying to fake it until they become it, but they arrive at the conclusion, inevitably, that who they've become online is inconsistent with who they actually are, and they go through a bit of a crisis.

 

Tom:            I was going to say, that could be unhealthy.

 

Hamza:         Absolutely, and I've gone through that myself. I think, in the early stages of my career, I was emulating a couple of people, behaving as they behaved online, thinking that this would be commensurate with the version of success that I was hoping to achieve personally and professionally, only to get there and realize, “This isn't me. This doesn't feel true to who I actually am.” So, I'm in the process right now of transitioning how I present myself online, and it feels a lot better. I feel like I have a healthier relationship with social media as a result.

 

Tom:            What are some important consequences of this disconnection, especially where job hunting and starting a new job are concerned?

 

Hamza:         I think they would be the same as perhaps lying on your resume. If you take it back to how people were applying for jobs before the internet and social media and digital lair became the primary way in which people apply for jobs, I think this would be akin to saying on your resume that you did things in your last job that you didn't actually do or hamming up your credentials, perhaps. What ends up happening is you end up in the job, if you're able to get your foot in the door, and then there's a disconnect between what you promised and what you're actually delivering, and this becomes very glaring to your employer. That could lead to loss of opportunities. That could lead to resentment brewing between yourself and your manager and your co-workers and, in the worst-case scenario, you getting let go from the job because you can't actually perform at the level that you promised.

 

Tom:            How do we go about shedding this cloak of inauthenticity about ourselves and get back to who we really are?

 

Hamza:         I'm glad you asked that question. This was the ethos of my talk here at (the) Alltech ONE (Conference) in 2022. It was four words that were at the heart of my presentation, which is what I'd like to share with the listeners of the Ag Future podcast. Social media doesn't have to be overwhelming. You don't have to focus on creating content and creating this polished product. Whether it's a podcast like this one, whether it's a YouTube video, whether it's a blog post, be true to yourself and just focus on doing things and telling people — those four words: do things, tell people.

 

                     The listeners of this podcast are already doing pretty impressive things. I've spent the last 48 hours here in Lexington, Kentucky, talking to the ag industry, the agri-food industry, the global agri-food industry, and I'm just in awe of the incredible things that are being done by the listeners of this podcast, by this community. The work that's being done is remarkable. You just need to document that work. Don't focus on, again, creating this polished content. Just document the things you're already doing. Do things, tell people.

 

Tom:            Just an aside: I don't think I've been around so many smart people in one place.

 

Hamza:         From all over the world. I've talked to people this morning from Dublin to Japan just doing some groundbreaking, cutting-edge stuff. It's truly impressive, truly inspiring.

 

Tom:            Well, being one who is true to themselves might seem like something that all of us should strive for, of course, but is this especially critical to the success of people who are in leadership roles?

 

Hamza:         I think the stakes are the highest for people in leadership roles. These are people who are responsible for shaping the culture of an organization, and by that, I mean (the) things that they reward, tolerate and punish. It's like the three elements of organizational culture. If they aren't true to their values, then they can lead their companies askew. We've seen this especially in the last, I'd say, decade, and increasingly during the pandemic. The magnifying lens has been on leaders during the last two years. How leaders reacted in the first couple of months and then in the months that followed during the pandemic was very telling.

 

                     There's this misconception that during times of crisis, leaders step up. But actually, what happens is they sink back to the level of their training, preparation, character and values, ultimately. So, leaders who were faking it, leaders who were saying one thing and behaving another way, became very evident for everyone to see during the first couple of months of the COVID-19 pandemic, and I think that that trend has carried on.

 

Tom:            What does it mean to be a "new" leader?

 

Hamza:         What does it mean to be a “new” leader? Great question. The style of leadership, I would say, that has characterized the last 100 years was very much rooted in ideas that were popularized and forged in the first and second Industrial Revolutions. There's one theory in particular known as the Theory X style of management that was quite popular. It assumed that employees are lazy, that they lack intrinsic motivation, that they need to be micromanaged. I can understand (that) there were circumstances in the first and second Industrial Revolution that would have led leaders to optimize for that style of management. We're talking about a heavy focus on the military context, a heavy focus on rapid industrialization. But those things, they're not as true, and they're increasingly less true today, especially in the age of knowledge work, remote work, flexible work.

 

                     What new leadership looks like is the opposite of that. It's Theory Y. It's assuming that employees can manage themselves, are intrinsically motivated, do want more things beyond compensation. They're looking for purpose. They're looking for meaning. They're looking for consistency with values. The last two years have made this very clear for us, that a shift is happening, and you're seeing this at every level. I think we're even seeing it right here at (the) Alltech ONE (Conference). Look at the ethos of Alltech, "Working Together for a Planet of Plenty." They have a focus on ACE: animals, consumers and the environment. In order to be a leader for this new era of work that we've stepped into that prioritizes sustainability, that prioritizes the planet, communities, it's going to require a new leadership, as you said, and that new leadership puts people first. It puts the planet first. It puts communities first, and it prioritizes those things over profit.

 

Tom:            Sincerity is always the best alternative, isn't it?

 

Hamza:         Absolutely.

 

Tom:            Well, I know that you once raised eyebrows with a TEDx talk.

 

Hamza:         Yes.

 

Tom:            It was titled "Stop Managing, Start Leading."

 

Hamza:         Absolutely.

 

Tom:            Some came away inspired and validated. Others were kind of insulted. Tell us about that experience.

 

Hamza:         Wow. I feel like I now have the permission space to recount the story. The day after I delivered that TEDx talk, which was very well-received by my peers, by people within my generation — so Gen Y — but also leaders from older generations, Gen X, and boomers, even, that were keen on shifting their leadership perspective. What happened the very next day after delivering that talk (was that) I got summoned to my boss' office and I got reamed out. He said, "I can't believe you did this. You should have run this by me. This is embarrassing. I need you to go and do an apology to every one of my peers" — this is his words — "every one of my peers who was insulted by this message, because you're essentially sparking a bit of a revolution" at the organization that I was working at at the time.

 

                     I'm glad I didn't apologize, because here we are five years later, and this talk has just blown up. It's taken a while for the message to catch up and synchronize with the zeitgeist. I get messages every single day from people who are telling me, “Thank you so much for saying that. You've put in words what I've been feeling, and especially during the last two years.” Again, thinking back to what I said earlier, leaders sink to the level of their training, preparation and values. They were able to learn, during the duress of the pandemic, that their leaders were actually prioritizing profits and prioritizing the mission over their needs, not seeing them as employees, not seeing them as people first. There was a time, Tom, where I was starting to lose faith in the message that I delivered back in 2015 to 2016, but now, I believe in it more than I did back then.

 

Tom:            I think it now perfectly fits with the ethos that we're functioning. Maybe the pandemic has also softened our views of management and leadership to the point where it has reintroduced a sense of humanity.

 

Hamza:         Absolutely.

 

Tom:            In keeping with that, how important is a healthy sense of empathy?

 

Hamza:         Oh my goodness, it's one of my core values. It's a value that I recommend every leader listening to this or people on the leadership track to embody. Lead with empathy. Empathy is the ability to see with someone else's eyes, feel with their heart, to stand in their shoes, to assume another's perspective. Radical empathy takes it a step further and develops attunement and understanding and perhaps even compassion with people who disagree with you. That is more important now more than ever.

 

                     I love to quote the former chairman and CEO of General Electric, Jack Welch — which is, by the way, the only company from the 1917 Fortune list that is still on the list today, let alone even in existence as a company from back then. He said if the rate of change on the outside of the organization exceeds the rate of change on the inside, the end is near. I'll say it one more time. If the rate of change on the outside of an organization exceeds the rate of change on the inside, the end is near. The only way for a leader to develop true harmony, true attunement with changes on the outside and changes on the inside is by listening with an open heart, by asking the difficult questions.

 

                     As a founder of a few companies, and as a leader of a company now, I'm sometimes afraid to ask tough questions. I'm sometimes afraid to hear feedback. It's my primitive brain — my lizard brain, if you will — trying to protect myself, trying to protect me from the negative feelings that will come from asking questions like, “What's working? What's not working? What could I be doing differently? How do you feel at this organization?” But that which we most need to find is often where we're least willing to look. Empathy will really help you to do that in an honest, humble and human way.

 

Tom:            Following up on that, it would seem to me that it would make sense to also take a healthy look at our own pride and ego in these situations. These sound like the characteristics of what we call a servant leader. Is that appropriate?

 

Hamza:         Absolutely, servant leader. I understand that that term can be quite problematic for some listeners. I have received criticism about that, but that's what it's described as in the literature. It does have its roots in the Christian faith, the Christian tradition. The idea of servant leadership is a beautiful one. If I can rephrase that for some listeners over here, it's simply this: leading from behind. Not being this top-down, aggressive, authoritarian leader, but actually stepping behind and encouraging the people in your employ to level up.

 

                     One of the best pieces of advice I ever received in my career — and this is leadership advice in hindsight — was from Allan Grant. Shout-out to Allan, if you're listening to this. He said to me on my first day of my job, "Hamza, your job is to write yourself out of a job." Just imagine that, in my very first day of a job. I'm like, "So, sir, what are we supposed to do here?" He said, "Write yourself out of a job." I scratched my head and I said, "What do you mean by that?" He said, "Well, if you do that correctly, you will document processes. You will create succession plans. You will train the people around you sufficiently to run the organization without you. If you do that, the consequence won't be that you'll be let go. You'll actually be given more responsibility to do the same thing for other parts of the organization."

 

                     I didn't understand him at first, but I trusted him. I wholeheartedly stand by that. That's my approach now with any organization that I'm fortunate to lead, which is I make people around me better than I am. I don't want to be the smartest person in the room. I don't want to be the most capable person in the room. I want to be the harmonizer. I want to be the conductor. I want to see the connection between seemingly disparate parts, bring it together, and then make it better than anything that I can contribute to the organization. That's the essence of servant leadership: It's making people around you better in every way than you are.

 

Tom:            Isn't that really, in the end, frankly, more fun and satisfying?

 

Hamza:         Deeply more fun, deeply more satisfying, and it requires a paradigm shift. If there are any leaders listening to this right now who are open to the messages that Tom and I are talking about here, don't be afraid. Don't be afraid, because there's a good chance, if you think that putting the needs of the people before the needs of the company is a bad idea, I hate to break it to you, but you might be trapped in a fear cycle. You might be trapped in a cycle of thinking and doing and ways of being that predate you. It didn't start with you. Again, these are remnants of the first and second Industrial Revolution, (which was) a very different context, a time when we were playing a zero-sum game, but we're not playing a zero-sum game anymore.

 

                     My experience here at Alltech has really cemented that for me. Working Together for a Planet of Plenty, that presupposes so many different things: working together, collaboration for a planet, working for something greater than yourself that has a wider timescale than you, and plenty. This is abundance. This is sustainability. This is regeneration. The world we're moving into is a world that's very different than the one that we've been optimized for. It comes back to your point, Tom, about humility. It comes back to your point about subduing your ego that you alluded to earlier.

 

I've had to make this transition myself. I grew up at a time when — let me be frank. The things that I was taught about management early in my career just wouldn't fly today. I won't say which organization. I was taught by one of my leaders — and this is going to sound terrible, and I apologize if this triggers anybody — but I was taught a technique for how to give employees rope to hang themselves. Why are we doing this? Why are we doing this in a work environment? Why are we being taught these Machiavellian, sadistic techniques to get rid of people, whereas what we should be doing is asking, “How can we help people? How can we elevate people? How can we raise them up and build them up?” So, I'm really glad that the pandemic, the portal opened up by the pandemic, has closed on the types of leaders who subscribe to the Theory X style of management, who might have optimized their style to become what's known in the literature as a dark triad leader. This is a narcissistic, Machiavellian and psychopathic leader. I think the floor below them is getting smaller.

 

Tom:            The essence (of what) we're talking about here, that employer-employee relationship and environment, is trust.

 

Hamza:         A hundred percent.

 

Tom:            Once you're satisfied that you have been honest with yourself about your character and your personality, how important is it to make a firm commitment, to always stick to being that person going forward? And how difficult is it?

 

Hamza:         It's very important to do, but it's also very difficult to do. You will stumble. You will make mistakes. I can't tell you how many times I've had to revise my personal values while trying to navigate an organization. I would start an organization and it would have value A, B, C, D. But then halfway into running the company, I'd realize, “This is actually inconsistent with who I am and where this company should be going.” So, in front of the staff, I would have to say, “I've been going through a bit of a rediscovery process. I'm trying to become better as an individual.”

 

                     An organization is a collective. It is a manifestation of the shared values of everyone in the organization, usually influenced by the leader. So, I've accepted that it's a messy job. It's an evolving job. I take solace in the idea that you can't always make the right decision, but you can make a decision and then make it right. So, give yourself permission to figure this out as you go. We're all figuring it out as we go.

 

Tom:            Well, we're in the era of remote work now, thanks to the pandemic. Do you think working from home, as so many are now, might be having the effect of helping us shed inauthentic behavior and actually change the ways we present ourselves?

 

Hamza:         I think so. One of the things I was really delighted by during this transition — a silver lining throughout the pandemic, I suppose — is (that) how we build trust in an organization came back down to the fundamentals. I think office centricity created a system or perpetuated a status quo which is a continuous decision to reward people based on things — perhaps superficial things, in hindsight, like their timeliness in the office, showing up at a certain time, making themselves available, the optics of appearing to be busy, and then the serendipitous connections that they would have just by virtue of their proximity to different leaders in an organization, whereas real trust is built up. Evidence supports this time and again. Real trust is built up in an organization by saying you're going to do something and then actually doing it on time and under budget.

 

                     What the pandemic has allowed people to do in taking a step back and working remotely is put the emphasis back on the work, back on the results and less on the superficial optics. That was very, very encouraging for me to see, and I hope that that, in organizations, has reset expectations from the leadership and has made people feel like they don't actually have to pretend to be productive. They can just be productive, and that can be the truest developer of trust in an organization.

 

Tom:            Hamza Khan, an instructor at Ryerson University and author of "Leadership Reinvented: How to Foster Empathy, Servitude, Diversity, and Innovation in the Workplace". Thank you so much for spending time with us.

 

Hamza:         My pleasure, Tom, and thank you. These were excellent questions. It was a real honor to be on this podcast.

 

Tom:            I really enjoyed it. For the Alltech Ag Future podcast series, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

 

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Hamza Khan is a multi-award-winning marketer, bestselling author and global keynote speaker whose TEDx talk, “Stop Managing, Start Leading,” has been viewed over a million times.

Using artificial intelligence to increase productivity on dairy farms

Submitted by amarler on Thu, 08/04/2022 - 09:06

Connecterra is using artificial intelligence (AI) to help dairy farmers increase productivity on-farm while reducing their impact on the planet. Yasir Khokhar, CEO and founder of Connecterra, joins the Ag Future podcast to discuss the importance of turning data into actionable insights and how programs like the Pearse Lyons Cultivator are helping ag-tech startups navigate the global food supply chain through commercial pilot projects.

The following is an edited transcript of the Ag Future podcast episode with Yasir Khokhar hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:                   Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore opportunities within agri-food, business and beyond.

 

                             The business startup is both beauty and beast, an idea or concept driven forward by passion and commitment but also a set of spinning plates that could come crashing down at any moment. For many, that tension is what makes the world of startup companies such an interesting and exciting place. It's where you will find our guest on this episode of Ag Future.

 

                             I'm Tom Martin. With me is Yasir Khokhar, founder and CEO of Connecterra, an Amsterdam-based company, where Yasir focuses on the commercial side, structuring agreements with some of the world's largest dairy brands and setting a strategic direction in partnership with the Connecterra executive team. Under his leadership, the company has grown from an idea to winning startup of the year at Web Summit in 2015, Google's Demo Day in 2016, and Dell in 2017. Welcome to Ag Future, Yasir.

 

Yasir:                  Thank you for having me. It's a pleasure to be here.

 

Tom:                   A bit more background, if we can. I understand that you led the transformation of Microsoft Office into a cloud business for the Middle East before heading up the Microsoft Office Business Unit for Western Europe. You authored the smart city strategy for the company, overseeing its global implementations. Tell us about smart city.

 

Yasir:                  I think that was the genesis of Connecterra in many ways. I was living in Dubai at the time, and they were building everywhere. I was tasked to come up with an idea of how we could use Microsoft technology in buildings. That’s kind of where I formed a vision of how we could make buildings more sustainable, more efficient, with energy use and all of that, using tech. That then translated into what is today Connecterra, in many ways.

 

Tom:                   That technology is now pretty pervasive, isn't it?

 

Yasir:                  It is indeed. This was back in 2007, just before the subprime mortgage crisis.

 

Tom:                   Seems like a long time ago.

 

Yasir:                  Yes.

 

Tom:                  You relocated to Amsterdam. When you moved there, you moved next door to a Dutch dairy farm. Did that turn out to be something of an alignment of stars? How did that influence your thinking?

 

Yasir:                  It was. I think that was a watershed moment, because I was toying with this idea of sensors, which I'd gotten to know in my smart city days. I was looking at how farmers work. They're working in fields, but there's no data that they're using to make decisions. What they are using was just absolutely archaic. I was like, “Well, surely, I can do better than this.” It started as a hobby to try and work with farms and see what could we do with data. That eventually translated into Connecterra. If I hadn't moved to the farm, I wouldn't have, perhaps, come up with this whole incentive to build something around it.

 

Tom:                   What are the challenges of the dairy industry that you address beyond that, bringing them along into technology?

 

Yasir:                  I think about this — there are three big categories of challenges that I see. First of all, dairy is an industry that is continuing to grow, despite what we might find in the media. Globally, dairy is still growing two to three percent. The average age of a farmer is 59 years. You have massive labor problems. Now, you need to transition this industry from its current status quo, which is known to be less sustainable than where it could be. You need to transition this industry to be more sustainable. You've got an aging workforce. You've got labor problems.

 

                             This is where technology has been known to make a huge difference in other industries. You can automate things. You can make better decisions. You can use data to really try and make farms more efficient and productive with the resources that you have. This is a big lift. This is not going to be easy. But I believe that there's a massive difference that we can make with technology within the dairy space and transition this massive industry to its full potential. 

 

Tom:                   Let's say that the industry does that. What does it look like on the other side? What's the potential?

 

Yasir:                  Let me put it this way. The average dairy cow globally does about 2,000 kilos of milk a day. If you take the world's most efficient farms in Europe or the U.S., they're doing about 10,000. That's a 5x improvement in productivity. A lot of this productivity can come from automation and technology. Simple answer: You can make it five times more efficient and sustainable.

 

Tom:                   Is the industry making progress with transitioning operations to make the most of digital technology?

 

Yasir:                  I think it is. The COVID pandemic really accelerated a lot of this. We're seeing this in our customers and partner engagements as well. Climate policy and what's been happening in the whole net-zero transition has also come to dairy in a big way. A lot of the big players in the world — Arla, Danone, Fonterra, etc. — now have specific programs for regenerative agriculture, which is going even beyond net zero and saying, “Could we use livestock to store carbon and soil to store carbon in the ground?” Yes, these things (have) happened in the last two years. There is progress being made. It needs to go faster.

 

Tom:                   What do you see as the role of artificial intelligence in the future of dairy farming? How do you see AI technology working cohesively with human ingenuity?

 

Yasir:                  That's something that we've been doing in Connecterra for a couple of years now. Artificial intelligence is a technology. It is not going to solve things on its own. You need to find the right use cases where you can apply it. One of the things that we've done with our technology, Ida, is use farmers to train an algorithm that can help you run the world's most efficient farm. We're actually using the wisdom of farmers who've been doing this for 20, 30 years, capturing that information with our data and training algorithms that can help you make better decisions.

 

                             These decisions lead to operational efficiencies. These decisions lead to sustainability insights, which can help you out on your net-zero transition. Very recently, we released a new machine learning model that can actually help farms reduce their carbon footprint by five to ten percent or more. I think it is the application of this technology in these spaces that is really key for this industry to move forward in the vision that I just outlined.

 

Tom:                   Well, often, with much of the technology that we're talking about comes fresh data. What are your thoughts on avoiding data overload within agriculture versus actionable insights?

 

Yasir:                  That's a great question. This was, again, one of our early insights as well when I started Connecterra, is there was too much data and still is too much data on farms. Farmers don't have the time nor are they trained to analyze data to understand what it means. Technologies exist today — explainable AI, for instance, takes data, interprets it into insights. In my view, data needs to disappear. What needs to happen is that all of this data needs to be translated into very specific, understandable insights for the farmer and their stakeholders. We talk a lot about saying, “Oh, data is going to solve everything. It's going to help you build better insights.” Yes, it's the insights that (are) going to help you solve things.

 

Tom:                   So, it has to make sense.

 

Yasir:                  It has to make sense, and it has to be right.

 

Tom:                   And relevant, I suppose, to what's happening on the ground.

 

Yasir:                  In the context of the farm.

 

Tom:                   You've been working with the Pearse Lyons Cultivator, which connects ag-tech startups to producers or other industry stakeholders. How crucial are pilot projects in forging a path to market for startups, especially for those that are trying to disrupt an industry?

 

Yasir:                  They're absolutely essential. We've seen them being the first step for startups to break into the industry. It is not easy to get access to farms and farmers there. It's an inherently fragmented industry. You need the support of large players to take these innovations that entrepreneurs and startups like us are making and bring them into the real environment. That's where pilots really help. On the flip side, I would say that pilots need to be faster, more agile, and they need to be able to translate into specific rollouts. I think a lot of the problems with pilots tend to be (that) startups need to move fast (while) large companies move a little slow. That impedance mismatch does need a look at in a broad sense within the industry.

 

Tom:                   Is the startup space in the ag sector pretty crowded now? Is there a lot of activity there?

 

Yasir:                  Not enough.

 

Tom:                   Not enough. So, bring it on.

 

Yasir:                  Yep, absolutely.

 

Tom:                   Well, what are some other innovative agricultural startups that have grabbed your attention?

 

Yasir:                  I'm really intrigued with some of the startups that are working with satellite data, for instance. Vision came around in dairy. I think there are some interesting use cases around it. Satellite technology in some of the work that Planet is doing is super interesting. Google is working on a moonshot where they've coined this new phrase called computational agriculture. (There’s some) super interesting stuff going on over there. There's a couple of these areas which I'm very intrigued with its early stages. These are very complicated problems to solve, but they're very promising.

 

Tom:                   Shifting back to startups and just seeking a little bit of advice. What are some key obstacles to holding true to a business development plan?

 

Yasir:                  Speed.

 

Tom:                   Speed?

 

Yasir:                  Yeah.

 

Tom:                   Haste?

 

Yasir:                  Speed. Well, yes. Let me qualify that.

 

Tom:                   Okay.

 

Yasir:                  Startups, by definition, are young and prone to — they need to move fast. If you don't move fast, you're going to run into real problems when you're running a startup. However, the ag industry doesn't move at the speed where other industries move, where, typically, startups have been very successful, whether you take fintech, social, mobile, etc. Entrepreneurs and investors, as well as corporate, need to be very aware that ag things will take time. They need to be able to support startups in a manner which gives them the room that is needed for these cycles to happen. You can't take the traditional VC model of Silicon Valley and apply it straight to ag-tech. It doesn't really work. It makes things very risky for startups. As a consequence, I'd say the industry could move a little faster, and startups need to be more aware that things will take longer in ag.

 

Tom:                   That startup phase can always be grueling — a lot of long hours, a lot of late nights — but there are some rewards on the other end, right? What are the rewards of hanging in there through that rough and tumble startup phase?

 

Yasir:                  It's the feeling that you've made a difference to a fundamental human activity called agriculture.

 

Tom:                   All right. I understand that you climb mountains.

 

Yasir:                  I do.

 

Tom:                   How do the challenges of mountain climbing influence your views about what you do in your work and about business?

 

Yasir:                  Resilience. When you're climbing, your body will give out way before your mind will. In all of my different climbs, and if I chart my history, I've actually seen my mind change. When you're climbing, it can be life and death. At times, you can be caught in a snowstorm. You can be caught up on a mountain, very exposed. You just got a cramp in your leg. You’ve just got to push through it, because if you don't, you're done. I think that mental resilience translates very well into startup land, because you're going to have to go through a lot of tough decisions, a lot of tough situations, but you can't give up. You’ve just got to keep going.

 

Tom:                   It's Yasir Khokhar, founder and CEO of Connecterra, online at connecterra.io. Thank you, Yasir.

 

Yasir:                  Thank you, Tom.

 

Tom:                   For the Alltech Ag Future podcast, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

 

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Yasir Khokhar is the CEO and founder of Connecterra. In this role, he focuses on the commercial aspects of the business, architecting corporate-level agreements with some of the world’s largest dairy brands and setting the strategic direction in partnership with the executive team.

Lessons learned from the booming pet food industry

Submitted by amarler on Thu, 07/28/2022 - 08:49

In this uncertain economic climate, investors are seeking solace in the growing pet food industry. Carol Frank, author of “Do As I Say, Not As I Did: Gaining Wisdom in Business Through the Mistakes of Highly Successful People” and managing director of BirdsEye Advisory Group, joins the Ag Future podcast to discuss pet food industry trends and how to learn from mistakes.

The following is an edited transcript of the Ag Future podcast episode with Carol Frank hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:              Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore opportunities within agri-food, business and beyond.

 

                        We all make mistakes. It's a human thing, and it can be invaluable if we're open to learning from what went wrong. I'm Tom Martin with another Alltech Ag Future podcast.

 

                        That pearl of wisdom is the message of the book “Do As I Say, Not As I Did! Gaining Wisdom in Business Through the Mistakes of Highly Successful People”. It's by Carol Frank. You may have read about her in the Wall Street Journal, the New York Times, Entrepreneur, USA Today, Businessweek, or the Dallas Morning News. Carol has been named among Pet Age's Women of Influence, in addition to being recognized as a Pet Age icon. She's a trustee at the University of Colorado Foundation, a member of the Leadership Council at the Denver Zoo, and a member of the Herb Kelleher Center for Entrepreneurship at the University of Texas in Austin. She is also the founder and managing director at BirdsEye Advisory Group, based in Boulder, Colorado. As a certified mergers and acquisitions advisor, major and very recent transformations of the pet industry landscape have kept her very busy. Welcome, Carol.

 

Carol:             Thank you, Tom. Super excited to be here today.

 

Tom:              2021 is going down in pet food industry history as one to remember — (it was) a year that saw a record level of mergers and acquisitions. I wondered if you would share with us that background that has equipped you with such an informed perspective on what's happening in this industry.

 

Carol:             Well, I have a very unusual background for an investment banker. I started my career as a CPA, but then I went on to start and sell four different tech companies over about 20 years. Then I decided to use my background as a CPA — I have an MBA — and then as an entrepreneur in the pet industry to help other entrepreneurs and founders realize their dreams when they're ready to sell their businesses. I've been doing that for 13 years.

 

                        We all were scared to death in the spring of 2020 when the pandemic shut just about everything down, and we were all wondering what was next for us. But then people decided to start bringing home more pets and started traveling less and spending more on their pets. Over the next two years, the pet industry has just exploded, even more so than it already had been.

 

                        2021 was a year that a lot of entrepreneurs said, “You know what? I've kind of had enough. The market is really strong. Maybe it's time for me to think about exiting.” (At) the same time, there are investors out there that are looking at the pet industry (and) going, “Wow, this is a recession-resistant, even a recession-proof industry. I'd like to get in on it.” There are record valuations out there and record numbers of transactions happening.

 

Tom:              It turns out that the pet industry may be one of those that was actually vastly improved by the calamity of the pandemic.

 

Carol:             That would absolutely be the truth. Yeah.

 

Tom:              I mentioned your book about learning from our mistakes. Boy, we all could do that. It contains the accounts of business leaders, who bear their souls about how they stumbled at some point in their careers and lived to tell about it. You have founded and owned a variety of pet companies, as you mentioned. You worked as an auditor at a big CPA firm, Ernst & Young, and served on the boards of more than a dozen nonprofit and business organizations. Did those experiences as an entrepreneur and a businesswoman, as well as all of that board service, provide ample opportunities to learn from your own mistakes?

 

Carol:             Well, I had a chance to make a lot of mistakes as I was entrepreneuring along. It started when I was in my mid-20s. Like a lot of us then, we thought we knew a lot more than we really did. The idea for the book came from when I got sued by a competitor. It almost put my business out. It almost put me into bankruptcy. What I did was, after some soul searching, I realized that I had made some pretty significant mistakes that were based on me being naive and me being trusting and just not executing as well as I could have that resulted in this lawsuit and me almost losing my company.

 

                        So, I started talking to other entrepreneurs and realized they were like, “Oh, yeah, I totally messed that up, and that happened.” Then I also realized that people like learning from other people's mistakes, almost more so than they like learning from their successes. People love a good story, a good horror story. So, I decided to put together a book. It's a little bit like (the) “Chicken Soup” format, where there are 29 chapters where I interviewed entrepreneurs who are willing to share their mistakes and their war stories and their setbacks and then the lessons that they learned from those. That's how that came about.

 

Tom:              What about that process of realizing that, “Okay, I really did make a mistake here, and I'm going to own it. I'm going to own it. I'm going to be honest about it.” That's difficult, isn't it?

 

Carol:             It really is, except for — I just feel like it's a little bit cathartic to do that. It's also, for me, I like to give back when I can. When I share my own mistakes, where I tell people, “You need to get things in writing. You can't just take people for their word.” It's something super important — like a manufacturing contract, which is one of the things I did. I didn't get a patent on my product, which ended up really being a huge mistake. When I learned those things, I might as well save all those other people from the costly errors they could make by sharing with them what can happen. That was kind of a combination of wanting to give back and also just really realizing how valuable sharing these mistakes were.

 

Tom:              Well, you mentioned catharsis. Do we need to give ourselves a break here and say, “You know what? It’s okay. We all make mistakes. We just do it.”

 

Carol:             Oh, absolutely. I think there's a gazillion slogans out there about how important it is to make mistakes and how much we can learn from making mistakes and how failures are just one more step toward success.

 

Tom:              How has the insight gained from chronicling stories of others who have made the most of failure come into play as you've helped clients who are navigating the dynamics of, say, mergers and acquisitions?

 

Carol:             Well, I've learned a lot about that in the 13 years (on the job) as well. One of the things — I'm giving a speech this afternoon at the Alltech (ONE) Conference, and one of my slides is all about what the top deal-killers are. Some of those are around how people hide their skeletons and aren't transparent and aren't authentic with their advisors. I've experienced firsthand deals completely falling apart because my clients weren't completely honest with me. I ask a lot more questions than I ever used to. I also am a lot pickier on the types of companies that we want to sell, because we've learned over the years just what it takes to be a really great client and how to sell a really great company.

 

Tom:              In service to that transparency that you're talking about, is it best to just in a presentation say, “I made these mistakes, and here's what we did about them”?

 

Carol:             I think so. I think there is something completely disarming when somebody looks at you and says, “You know what? I made a mistake. I'm going to own up to it. Here's what we're doing about it. Here's what I can do about it in the future. Here's what you can learn from this.” I think that's so much better than someone trying to cover it up and dance around it and do a shuffle when, really, in reality, most people can see right through that.

 

Tom:              In your mind, what are the qualities and assets of a premium-value company that you're looking at?

 

Carol:             Well, I like to use the analogy of a three-legged stool. When you have all three legs of the stool, then you will get premium valuation. One of those legs is having a strong brand, having a well-known brand, one that resonates with your clients, with consumers. That's one leg. Another leg is having good gross margins, if we get into financial speak here. But the gross margin is such an important aspect of a company's financial health, so having strong gross margins — and that depends on the industry you're in. But if you're in the pet food or trade industry, that usually means somewhere around 40% to 50%.

 

                        Then third is how fast are you growing as a company. If you are growing at a double-digit rate, 10% or above, then you're in that solid growth territory. Fortunately, most companies in the pet industry are growing at that rate now. If you're not, there's probably something wrong. Now, I do see that slowing as we move into 2022 and things are getting a little crazy with the economy. But if you have a strong brand, good margins, good growth, then you're going to realize premium valuation.

 

Tom:              We were talking about mergers and acquisitions earlier and about 2021 in particular being a really robust year — a record year, I believe, in the pet industry — driven by private equity. What do you think captured the attention of private equity? Why is the pet industry so attractive, beyond the fact that we all went out and purchased pets?

 

Carol:             Private equity has been very interested in the pet industry ever since I've been — I joined investment banking in 2009. I started realizing pretty quickly when I was getting all these calls, because we specialize exclusively in the pet industry. We're the only investment bank in the country that does that. Private equity groups would find out about us, and I would get call after call. “Can I have a talk with you? We want to get into the pet industry.” That's been going on for 13 years. I'm wondering if and when it's going to slow down.

                       

                        But the primary drivers of that interest are (that) it's sticky. People rarely get a pet and then don't have a pet later. They usually are loyal pet owners. The millennials in particular are driving the growth in premium foods, natural, organic, those sorts of things. That is not expected to slow down at all. But it all really started with baby boomers. Once upon a time in the '60s, the dogs were sleeping in the barn. Then they moved in the backyard. Then they moved onto the porch (and) into the house. Now they're sleeping in our beds. Well, that's caused a growth in the pet industry of about ten billion (dollars) in the '80s to 120 billion last year. That growth definitely attracts investment capital.

 

Tom:              Well, how has this wave of mergers and acquisitions also been characterized by strategic moves within the industry?

 

Carol:             Well, there are two types of buyers. A strategic buyer — which is, for example, if Alltech were to purchase a company in the industry, then that would be a strategic buy. Strategic buyers have a lot of money on their balance sheet. They need to deploy that capital. Acquisitions is one way that they're definitely looking to do that and to grow vertically or horizontally within their companies.

 

Tom:              There was a pretty big leap in pet food and product sales when COVID was keeping everybody home in 2020, '21. Do you regard that as a temporary response to the pandemic or an indicator of something more sustained, more long-term?

 

Carol:             Well, nobody is expecting there to be any contraction in terms of the growth in the pet food business. Now, what we are seeing is a shift in the type of foods that people are buying for their pets, and particularly with the millennials and Gen Z's. The dog kibble, which we call brown and round, the ultra-processed foods, I believe they're — well, they're not, I don't believe — I know they're slowing down. If you look at the categories of what's growing in the pet food space, it's the alternatives. It's wet. It's frozen. It's freeze-dried. It might be air-dried. But kibble is definitely slowing down and not seeing the type of growth that the other types of foods are. But I do think that the pet foods category in general will continue to grow.

 

Tom:              Again, we've been talking about mergers and acquisitions, but I wonder: What does all of that activity mean for retailers and for the consumer?

 

Carol:             Well, in most cases, it’s really a good thing, because when you have a sophisticated buyer with a lot of resources that puts their name behind a brand, that means, usually, that they're going to do more research. It's going to be available in more places. They're going to make sure they keep the quality up. But usually — not always, but usually — (there’s) a lot of upside when a company does get acquired. For example, we sold a company called Bocce's Bakery last fall. They were owned by two ladies in the West Village of New York. They'd done a great job in the 11 years (after) they bought it, since they started it. But in the fall, a company called Alpine Investors acquired it. They are a two-and-a-half-billion-dollar private equity firm, but they've committed $200 million in capital to grow not only Bocce's but to add some additional brands and really increase the authenticity, the transparency, the messaging and the quality of the product.

 

Tom:              If you don't mind, Carol, I'd like to tap into your experience as a businesswoman, if I could. From what you have seen and experienced, is it fair to say that women are now more widely recognized and respected as equals among leaders in the industry?

 

Carol:             Boy, that's a good question. (It’s) funny; I was thinking about this this morning. When I joined the pet industry back in the late '80s, I was one of very few women. There are more now, but I am often the only woman in the room when it comes to — like, I was on the board of the Pet Industry Distributors Association. There usually weren't very many of us. Here at the (Alltech ONE) Conference, I'd say there might be about 30% women. That's probably significantly higher than it used to be. But I've never thought of myself as, “Okay, I'm a woman, so I have to be different, act different; things are different.” I just am a human being who's smart and capable and really excited about being in the industry. I do believe that most women are feeling that way. There are amazing women in the pet industry. The last two of the last four companies we've sold have been female-owned. I just don't see that slowing down at all.

 

Tom:              Well, these certainly are challenging times that we're in. Life is always a challenge, but the events we're living through these days seem pretty extraordinary. What advice would you offer to visionaries in the startup phase as they strive to gain that toehold in this marketplace?

 

Carol:             I love that question, Tom, because I've been answering that now since I'd graduated (with) my MBA 30 years ago, and I speak to classes and I speak to a lot of entrepreneurs that have ideas. I tell them, “First of all, how can you be differentiated? If your product or idea isn't better or different than your competitor, then you're going to waste a lot of time and resources, and you're going to have a bloody head, because you're going to be (banging it) against the wall. Be differentiated. Try to find a way that, if you can, protect your idea with intellectual property — even better, build a moat around your product so that it can’t be just knocked off because, unfortunately, there’s a lot of people out there that like to copy ideas. Then get consumer buy-in or customer buy-in. If you’re a B2B, you’re going to get your customer buy-in. Do they want your product, or does your consumer want your product? Just because you think it’s a good idea doesn’t necessarily mean the market is going to think it’s a good idea. Before you launch, do a bunch of market research, and make sure there’s buy-in for whatever it is that you have to offer.”

 

Tom:              Well, currently, the lion's share of pet treats sold on the market are for dogs, but cat treat sales have been growing at a faster rate than dog treats since about 2016. Carol, is this an indicator that we cat owners are finally caving to the persistent, the unrelenting and often vocalized demands of our feline friends?

 

Carol:             Are you a cat owner?

 

Tom:              I am a cat owner who seems to have a watch. It's time for treats now.

 

Carol:             Well, cats have been underserved, and we don't really know why, because cat owners are crazy for their animals just like dog owners. I happen to also have a bird. I'm a crazy bird lady. We're not really sure why that has been neglected, but the market is catching up. Cats are definitely not like — they don't sit at your feet and beg for a treat. But, boy, they love their treats. I do see it being one of the fastest-growing categories right now. I don't see that changing or slowing down. I mean, don't you want a great treat to give your cat?

 

Tom:              Sure, and she makes sure that I do. Carol Frank, founder and managing director at BirdsEye Advisory Group (and) author of “Do As I Say, Not As I Did! Gaining Wisdom in Business Through the Mistakes of Highly Successful People,” which can be found on Amazon. Thank you for the conversation, Carol.

 

Carol:             You're very welcome, Tom. Thank you.

 

Tom:              For the Alltech Ag Future podcast, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

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Carol Frank is the managing director of the BirdsEye Advisory Group, a boutique investment bank that helps pet companies and private equity firms in the areas of mergers and acquisitions. 

Neurogastronomy: How farming, psychology and experiences influence taste

Submitted by amarler on Thu, 07/21/2022 - 08:13

The International Society of Neurogastronomy (ISN) brings together chefs, agriculture experts and scientists to better understand the brain's influence on what we eat, why we like what we eat and how we eat. Bob Perry, ISN co-founder and chef in residence at the University of Kentucky, joins the Ag Future podcast to discuss the science of taste, community-supported agriculture and his research work aimed at supporting Kentucky farms through Ubatuba peppers, wheat varieties and rose veal.

The following is an edited transcript of the Ag Future podcast episode with Bob Perry hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple Podcasts, Spotify or Google Podcasts.

Tom:            Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore our opportunities within agri-food, business and beyond.

 

                     I'm Tom Martin for the Alltech Ag Future podcast series, (and I'm) here with Bob Perry, chef in residence at the University of Kentucky, where he also conducts food system research and teaches courses on quantity food production and civic gastronomy. Bob has served as a chef in a wide variety of restaurant operations. He's a past board member of Chefs Collaborative and many other sustainable agricultural organizations and a co-founder of the International Society of Neurogastronomy.

 

                     Right now, he's exploring the production of paprika from Ubatuba peppers grown on Kentucky farms, and he's searching for a variety of wheat that can be grown in Kentucky for bread flour. He's consulting with the Wendell Berry Center on their rose veal project to support Kentucky farms, so lots of ground to cover on a subject that's near and dear to us all: food. Welcome, Bob.

 

Bob:              Thank you, Tom.

 

Tom:            First, some terms to understand here. What is the science of neurogastronomy?

 

Bob:              I'm trying to figure out how to make this short and sweet. It's basically the study of taste, but you have to differentiate between flavor and taste. Flavor is purely objective. You can measure flavors in foods, the different chemicals and aromatics that provide what you smell. Taste is created in the brain, so taste is completely subjective. You and I could eat the same thing. You love it; I hate it. Flavor-wise, it's exactly the same. The difference is in our minds whether you like it or not.

 

Tom:            So, it's all in our minds. What is civic gastronomy?

 

Bob:              Civic gastronomy, it's a class that I taught in the honors program at UK. I took ten freshmen honors (students), and each week, we prepared a meal from a community-supported agriculture share from the UK organic farm. The goal of the class was to cook every single item in the share every week. Each week, we looked at a topic in sustainable agriculture. I brought an expert on that topic to class, except instead of a lecture, the expert was our dinner guest. We all sat down at the table and had a lovely meal, and the students had to ask questions of the guest over dinner and then write a reflection paper.

 

Tom:            So, signing up for a CSA, or a community supported agriculture subscription, is that a good way to make that farm-to-table connection?

 

Bob:              That's a great way. It really is, because you're guaranteed to get something different every week, and you're not going to get food any fresher than a CSA.

 

Tom:            What other ways to connect with local farms can you recommend?

 

Bob:              Well, obviously, the farmers' market. I'm really pleased; I've been in this place about 20 years now, and it's really heartening to see more and more local products in more and more places. They pop up all over the place, especially in restaurants — which, 20 years ago, it was hard to get local food in restaurants. The infrastructure was just really not there. Now, we've done a lot for the infrastructure. We've got new meat processing plants across the state. We've got a whole lot more produce going through local wholesale channels that can get to restaurants easily.

 

Tom:            Now, I guess it's a marketing plus to be able to say that you are farm-to-table.

 

Bob:              Yeah. All the best restaurants are promoting what local foods they carry.

 

Tom:            The course title Quantity Food Production probably speaks for itself, but what ground do you cover in teaching this course?

 

Bob:              This is a capstone course for two majors at UK, for the dietetics and human nutrition students and for the hospitality management students. So, we bring those two majors together, and the students actually operate a restaurant on campus two days a week. They rotate through every possible position you could have in a restaurant, both front of the house and back of the house. We serve a three-course meal, mostly with local food, all cooked from scratch in two and a half hours. I tell people that understand restaurants, I say it's like opening a new restaurant with a new staff and a new menu every single day.

 

Tom:            For those of us who are here in the Lexington area, can we come and dine at that restaurant?

 

Bob:              I can always get a couple more people in, but you're on your own with parking at UK.

 

Tom:            As a chef, how does the scientific understanding of the interactions between food and psychology influence or inform the choices that you make in the kitchen?

 

Bob:              That's a big question. There are so many factors that go into making a plate of food. First is visual. You're always going to look at the food visually first; then, you've got the smells, (and) then you've got texture to consider. Then you've got the interplay of the different flavors to consider. What are you going to drink with that, also, whether it's wine or any other beverage?

 

                     There's a really interesting gentleman at Oxford, Charles Spence, at the Crossmodal Lab at Oxford. He has done hundreds of experiments playing around with food and eating. For instance, he found that dessert tastes sweeter on a blue plate than it does on a white plate. Coffee tastes less bitter in a black cup than it does in a white cup. He's played with some interesting — that's the reason for the name of his lab, Crossmodal. He's served people seafood dishes with and without sounds of the sea in their headphones to see whether they liked it more or less. So, it's a really fascinating field, and that's a large part of neurogastronomy, too.

 

Tom:            I'm going back to the blue plate and the black cup. Is that all in our heads?

 

Bob:              Yes, just strictly psychological.

 

Tom:            Wow. Bob, you're doing research into making paprika from Ubatuba peppers. How do these peppers differ from the sweet red pepper that's typically used to make paprika?

 

Bob:              Ubatuba is a sweet red pepper. Actually, it's very sweet. It's hard to describe on the radio. It's sort of a star shape with two domes. It's about the size of a half dollar, if anybody remembers what a half dollar looks like. We've been playing with this for several years. All peppers are from South America, obviously, and it takes a long growing season, so we don't get these peppers until right before frost. The first year I had them, I think I did 12 different treatments. We tried drying them whole, drying them split, with seeds, without seeds, different temperatures.

 

                     The method we found that worked the best was to dry the peppers (and) cut (them) in half (with the) seeds intact at less than 120 degrees so you don't cook the peppers. It takes about a week to dry them. I've got a commercial dehydrator. Then we grind them into a fine powder using a big Vitamix blender. When we did this without the seeds, my chef friends that I sampled this out to thought it was actually too sweet. It was very sweet. It's a really interesting flavor. It's kind of hard to describe. It's been a lot of fun. It's just something completely different.

 

Tom:            What happens if you leave the seeds in? How does that change it?

 

Bob:              It adds a little bit of heat. The seeds can be hot. There are a number of peppers: the shishito peppers from Japan and the Padron peppers from Spain. The Padron peppers, I call the lottery peppers because not all of them are hot, but occasionally, one will be quite hot.

 

Tom:            That's a great term. Is this paprika commercially available yet?

 

Bob:              No. We've had a hard time actually commercializing the growing of the peppers. It's a very long-season pepper, and we're not really quite warm enough here in Kentucky to really make a go of it.

 

Tom:            Oh, I see. I know that you're also searching for a variety of wheat that can thrive here in Kentucky. What conditions present in Kentucky are similar to those in other areas where farmers might benefit from your wheat research?

 

Bob:              Well, you need to look at that a different way. What grows well in Kentucky is soft red winter wheat, which is the perfect wheat for biscuits, dumplings, pies, cookies — things that you don't want to rise. Things that you want to rise, like breads, you want something that has a lot more protein. The hard white winter wheats and hard spring wheats have a lot more protein and, thus, a lot more starch and a lot more gluten. That makes a good bread. We're trying to find one that straddles both worlds, so it's really an agricultural problem first, but we're approaching it as a taste problem first.

 

                     Dr. David Van Sanford at UK, our wheat geneticist, grows thousands of varieties of wheat every year. His grad students come to my lab and grind the wheat into flour and bake breads and we taste them. (The) first thing we're looking for is a wheat that tastes good and makes a good bread. (In) the next step, David will work with the Halcombs down in Southern Kentucky on their farm and actually grow the wheat to see if it's — the term we use is “agronomically profitable”. Does it grow well? Does it yield well? Can the farmer make money with it? Because if the farmer can't make money with it, what's the point?

 

Tom:            Exactly. Well, tell us about your work with the Wendell Berry Center.

 

Bob:              Oh, I love the Wendell Berry Center. The folks up there are nice, and the work they do is incredible. Of course, most people know Wendell's work. I've known Wendell for 30 years or more. They had the idea of doing rose veal, which is done in other parts of the world. France has a fairly robust rose veal, and some other countries, too.

 

                     When they explained this to me, the way I thought about it is (that) this might be the most ecologically gentle way to produce beef possible. In the traditional beef market, the cow gives birth, the calf stays with the mama for about six months, (and) then it's weaned. Then it's fed out for another year. Then it goes to a feedlot, where it's fattened. It goes to processing, and then you get it.

 

                     (With) the rose veal, the difference is when you wean the calf at six months, you harvest it then. There are no feedlots. There's no carryover. You don't have to carry these calves through the winter, so you don't have to feed them. You cut your hay down. It doesn't take any more infrastructure on the farm. You're not building any more buildings. You're not building any houses. It's really just taking the calf at weaning and making a rose veal out of it. It's a lovely product.

 

Tom:            This is a completely different subject here, but what are some recognizable ways, some ways that we would notice that food advertisers use the science of neurogastronomy to influence our choices, to make us want to buy something?

 

Bob:              There's something called a structure function claim that the FDA allows food manufacturers to use. The structure function claim means you can say that your product may alleviate some condition. You're not saying it does, but you're saying it might. If you eat this cereal, it might lower your risk of heart disease. They can't prove it. No studies have ever been done. They let them get away with that.

 

Tom:            So, a good, solid grasp of the science of neurogastronomy, is that something that a budding professional chef wants to have in their toolkit?

 

Bob:              Oh, definitely. Gordon Shepherd's book that started it all, “Neurogastronomy,” is a fascinating read. Gordon really wrote the book for the layperson, so I encourage anybody that's really passionate about food to look into his book first. He explains how we develop our taste in our minds, but it's not just in your mind. Everything affects taste: your past, did you have a good experience with food, a bad experience with food. The one way we tell students so it's easy to understand is, “You ate something, and you got sick. You generally are not going to eat that food again for a long time, because even thinking of that reminds you that you got sick.” That's one way that your past affects taste. Also, maybe your grandmother made the best snickerdoodle cookies ever, and every time you have a snickerdoodle cookie, you love it because it reminds you of your grandmother.

 

Tom:            Interesting. Bob, I know that you've been a chef on private yachts in the Caribbean, on My Old Kentucky Dinner Train, the Belle of Louisville, and in the kitchens of various other restaurants, including your own French bistro. From these experiences, what stands out in your mind as having been the most impactful on your growth and development? What really made a difference?

 

Bob:              I was working to build a French country inn for an investor in the Blue Ridge Mountains, and it was going to be a French Provençal bistro. It's a style that I've been cooking in for a while. It's just a style that I like, and I've read everything I could get my hands on. Prior to opening this operation, I decided that if I was going to cook Provençal cuisine, I'd better go to Provence and see what it was really like.

 

                     In the early days of the internet — this would have been about 1997 — I went online, found a website in Provence that promoted hotels, and I put it out there. I said, “I'd like to come and work (for) anybody that would trade room and board for labor,” which was not really legal, but I got a call a couple of weeks later. This nice gentleman that owns this little, tiny hotel in Provence says, “You seem like a nice young man on the internet. When do you want to come? How long do you want to stay?” I talked to him, I think, twice on the phone. I bought a ticket. I stepped off the plane in Marseille, France, and they had a sign that said, “Chef Bob”. Pierre and his English-speaking waiter picked me up at the airport, whisked me off to this tiny little town in the French Alps called Monastère Sainte-Marie, the Monastery of St. Mary's. He and his wife owned a little hotel there.

 

                     The story of them is fascinating. Pierre retired. He was an electrical engineer. He retired from the French national electric company. He and his wife took over her parents' hotel that they had started right after World War II. This hotel was Picasso's favorite stop on the way to Nice in the winter. In the fall, all the artists would leave Paris (and) go to Nice for the light. If you've been to Provence in the fall, the light is really amazing. So, before the interstates (were built), it took three days to get there. The second night — this was Picasso's favorite hotel to stay in — he drew on a tablecloth a caricature of her mother and father, so they have an original Picasso of her parents.

 

                     Pierre's father in World War II was a Charles de Gaulle aide-de-camp. I got to meet his father. He was a very tiny man, but he was de Gaulle's right-hand man and went into exile with Charles de Gaulle; just fascinating. What I realized once I got there, in my luck — I've had this kind of luck for a lot — the chef they had at the time at the hotel had spent his three-year mandatory military training in France in the Navy stationed in Jacksonville, Florida. He spoke excellent English, which — I did not speak excellent French. So, I lived and worked in the hotel for a month straight. My wife was still teaching at Clemson at the time.

 

                     It struck me that the chefs over in France, they didn't have any great talent above what all the chefs I've worked with in the U.S. (had), but they had access to so much better food. The food access over there, it was really mind-blowing. We had one woman that did nothing but bring us eggs. She rotated them, and they were never refrigerated. Madame Tosh brought us goat cheese. Her family has been making goat cheese in the mountains for centuries, truly centuries. We had another man that did nothing but bring us potatoes. We had a huge potato pile in one of the basement rooms. It was things like that. All the meat came from the next town over, from a butcher shop wrapped in paper.

 

                     My first day there, the chef was trying to find something for this American to do. “What can I make him do?” The chef goes, “Oh, mayonnaise. Make mayonnaise.” I'm like, “Okay, that I can do.” I get the ingredients. I've got the mustard, and I've got the vinegar and shallots. I've got it all going. I'm looking for the olive oil, and I'm looking for a gallon tin can of olive oil, which is pretty much the only way I'd ever seen it commercially, and I can't find it. I'm like, “Chef, where's the oil?” He points up a high shelf around the entire circumference of the kitchen, and there are all sorts of bottles and jars filled with this deep, dark green oil. He says, “It’s everywhere.” Martine and Pierre, not only did they own the hotel; they owned an olive grove and made their own olive oil. So, it was just an amazing experience.

 

Tom:            What a fascinating time. That's Bob Perry, chef in residence and instructor at the University of Kentucky. Thank you so much, Bob.

 

Bob:              Thanks, Tom. It's a pleasure.

 

Tom:            For the Alltech Ag Future podcast series, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

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Bob Perry speaking in the Neurogastronomy track at the Alltech ONE Conference in May 2022
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Bob Perry has served as a chef in a wide variety of restaurant operations and is a past board member of Chefs Collaborative and many other sustainable agriculture organizations. 

Neurogastronomy: Making sense of our relationship with food

Submitted by amarler on Thu, 07/14/2022 - 08:20

Taste isn't the only sense we rely on to interpret flavor. Dr. Rachel Herz, neuroscientist, faculty at Brown University and Boston College and author of "The Scent of Desire," "That's Disgusting" and "Why You Eat What You Eat," joins the Ag Future podcast to discuss how neurogastronomy can help us better understand the role that smell, sight and even sound play in influencing what we eat. 

The following is an edited transcript of the Ag Future podcast episode with Dr. Rachel Herz hosted by Tom Martin. Click below to hear the full audio or listen to the episode on Apple PodcastsSpotify or Google Podcasts.

Tom:            Welcome to Ag Future, presented by Alltech. Join us from the 2022 Alltech ONE Conference as we explore opportunities within agri-food, business and beyond.

 

                     I'm Tom Martin with the Alltech Ag Future podcast. Joining us is Dr. Rachel Herz, a psychologist, cognitive neuroscientist and leading world expert on the psychological science of smell. As you might imagine, COVID's ability to rob us of taste and smell has had (the) media beating paths to her door. In addition to serving on the faculties at Brown University and Boston College, she is the author of a number of academic and popular science books, including the leading college textbook on sensation and perception, “The Scent of Desire: Discovering Our Enigmatic Sense of Smell”. She is the author of “Why You Eat What You Eat: The Science Behind Our Relationship With Food,” also known as neurogastronomy — as one reviewer put it, a book that can make your dinner taste better. That's the focus of this conversation. Thanks for joining us, Dr. Herz.

 

Rachel:         Thank you very much for having me.

 

Tom:            Let's begin with the definition of neurogastronomy, a fairly recent science. What's that? What's it about?

 

Rachel:         That's a good question. I'm sure, depending upon whom you ask, you'll get slightly different answers. But it is a term that was coined by Gordon Shepherd, a neuroscientist at Yale University, in 2006 in a paper to (the journal) Nature. What it has come to mean from the point of view of the Society for the Study of Neurogastronomy is really the confluence of research and practice and knowledge in the areas of neuroscience, sensory perception, psychology, agriculture, culinary innovation and also clinical conditions that are affected by our diet. It's really that aggregate. My focus is specifically on the sensory and psychological dimensions.

 

Tom:            Well, most of us will say that we love food. You and food have a very special relationship that traces way back, as far as you can remember. Tell us about that.

 

Rachel:         Well, from a sensory dimension, I was always being reprimanded by my mother for squeezing the bread and smelling things and always wanting to be very sensorially involved in what I was eating. I've always gravitated towards this. I did not know that it was going to lead me professionally to where I am today, but everything makes sense retrospectively.

 

Tom:            In the introduction of your latest book, you cite the story of a Cadbury Dairy Milk chocolate bar as an example of how our brain processes new information about a particular food. Tell us about that.

 

Rachel:         This is interesting. I'm not exactly sure what the current Cadbury chocolate bar looks like in the U.K.; this was several years ago. But they had changed from their original iconic squares to more rounded squares. They were thicker and more rounded and curvy. All kinds of loyal Cadbury bar consumers were calling into the company complaining that it was sickly sweet, that it was disgustingly sweet now that the shape had changed. They were convinced that, actually, it was loaded with extra sugar. This was highly unpleasant when, in fact, the ingredients, Cadbury insisted, had remained identical and all they had done was modify the shape slightly.

 

                     What this shows is how the shapes of what we are looking at and all kinds of things — we really do eat with our eyes first in lots of ways, and what we see really has an influence on our perception of taste. Rounded shapes actually make us perceive things to be sweeter. You want to serve dessert on round plates because on square plates, they actually are perceived as somewhat less sweet.

 

Tom:            That's the essence of what this science is investigating, isn't it? That’s what neurogastronomy is all about. How and why do our senses, our mind and environment influence the way we experience food and our motivation to eat?

 

Rachel:         Well, that's a very broad question. I think that, basically, our context is enormously important. So, the meaning of things (is something) we are deriving continuously from our interpretation of the environment that we're in. I would say, actually, the smell and taste of something, what's going on in our mouth and our brain, is probably the most faithful experience of food relative to what it is that we're actually putting in our mouth to the chemical components and so forth. But what we hear while we're consuming, what we see while we're consuming and, actually, the words that are around us, the ambience, the people that we're with, all kinds of other factors in the environment have an enormous impact on the way that we are actually perceiving this experience that we call food and eating. This is a really, really powerful interaction with the environment.

 

Tom:            Let's talk about a few universally beloved aromas. Baking bread, for example; opening a bag of coffee beans and sniffing; vanilla — even though that latter one can throw quite a curveball, and we'll get to that in just a minute. But what is it about baking bread that comforts us so, and (what) about those coffee beans?

 

Rachel:         I actually want to say that I do not think that those are universally pleasant smells.

 

Tom:            Really?

 

Rachel:         Yes. This is something that we've learned. I mean, every culture, interestingly enough, has a baked carbohydrate that is a comfort food. But, in fact, they're quite different depending upon the culture. There are cultures where bread actually is not a staple at all. In those cultures — for instance, in Asian cultures, where various rice dishes would have the equivalent comfort food quality because of the associations that we have with them.

 

                     The only fragrance that you mentioned that may be slightly universal is vanilla, and that would be because, actually, all of our experiences, our first experiences with food have a vanillin component to it because, actually, breast milk has a vanilla quality to it, and formula has a vanilla quality to it. Our first nurturing, cuddling experiences have vanilla or vanillin involved in it. But our other ones, to the extent that we think (that the) baking bread smell is amazing, (the) coffee smell is amazing and so forth, that has to do with our learned experiences. People, for instance, who don't like coffee don't like the smell, or people who don't have a culture where they've actually really experienced bread, the first time they smell baking bread, they would not necessarily find it especially appealing.

 

Tom:            I mentioned that vanilla can throw a curveball at us. It's almost a cruel deception for those of us who have, as children, sniffed it and thought, “Wow, that's got to be good.” We take a swig and discover that it's not so good. It's our first encounter with this cognitive dissonance in our lives. Is vanilla an outlier where smell and taste are concerned?

 

Rachel:         No. I think that's really interesting, what you're bringing up: the difference between a flavor and fragrance and how, for instance, like the vanilla extract — I mean, part of the problem that you're bringing up is how you've opened up that McCormick container and it smells really good, smells like cakes and sweets and treats, because that's what you'd learned. You'd never actually had it pure from the bottle, and then you take a taste and it's that bitter alcohol quality that you're really shocked by.

                    

                     But, in fact, real vanilla grown in nature isn't quite as harsh as that and has more of the aromatics (that) can make it more appealing. Interestingly, coffee is another fragrance and flavor that are dissociated, where people often find the taste of coffee to be really, really bitter but enjoy the aroma of it, depending upon how sensitive you are to bitter (flavors) or not — it depends on whether or not you like your coffee black or you put a lot of sugar and cream into it and so forth. Those are examples of dissociation between how the scent can be associated with things that we consider to be more sweet, but the taste does not always correlate.

 

Tom:            Are there any food smells that are universally repulsive to people, or is that a cultural thing as well?

 

Rachel:         From my perspective, it is cultural. Even though there was a study that recently came out suggesting that there are these fragrance responses that were universal, they were, I would say, still limited in terms of the different cultures that were assessed, as well as the fact that the fragrances that were presented were always still presented in a context. The idea of context being the mediator through which we're making interpretations is really my go-to whenever I try to think about how is it that we're responding to something. The idea of universally disliked scents, I think, is just (as) potentially inaccurate as universally liked, except for the degree to which we are being irritated at the same time that we're perceiving the food or we're perceiving the scent.

 

                     For instance, something that's burning in our mouth — if we're highly sensitive to the burning of, let's say, a hot pepper, then we're not going to like it, or if something is really burning our nostrils, like the scent of ammonia. That being said, we can learn through social interactions and the social dynamics of cuisine to like hot-pepper burn. People who (like) the food that they're eating, they've grown up with having a lot of hot peppers or because of the social context of eating hot peppers and hot food and so forth has become very positive, that burn can become much more diminished in perception while we're eating it. But if you were to give somebody in a laboratory that same amount of capsaicin — that's the chemical that makes the burn of a hot pepper — to someone who says, “Oh, yes, I love chili peppers, and I did go to chili-eating contest” and so forth, but if you give it to them in pure capsaicin form out of the context of food, they're going to go, “Y’all, this is terrible. This is too much.” It's because the food context is missing.

 

Tom:            That's really interesting. We tend to eat when we're hungry. That's a given. But are there reasons besides hunger why we eat the foods that we do?

 

Rachel:         Yes. In fact, that's the downfall of many people. “Why am I eating now? I'm not even hungry.” There are all kinds of reasons we eat when we're not hungry. We can be lured by the aroma of a food because it's suddenly very appealing, even though we're not actually starving. We can be emotionally affected to eat. Some people eat when they're bored. Other people eat when they're stressed. Other people, for instance, can't eat when they're emotionally really worked up. Our emotions play a big role.

 

                     Also, again, going back to context, the social situation we're with. If you're sitting at a table, you're with a group of people, there's food on it, even if you're not hungry, you're much more likely to keep noshing at it. If it's in front of you, you'll keep eating at it. For instance, that bowl of popcorn while you're watching television — this sort of reaching mindlessly for what's there and not paying attention to actually whether you're hungry or not.

 

                     One of the things that we can do to make our consumption more relative to our hunger is ask ourselves these questions while we're eating: Am I actually really hungry right now? Do I actually feel satiated? Is this really pleasurable? I mean, if we're highly distracted and we're eating, we're not even paying attention to the pleasure of eating.

 

Tom:            If we're careful, if we study this, can we actually manipulate our mood according to what we eat?

 

Rachel:         There is some research which has shown that giving people sweet things, which is universally appealing — so the taste of sweet, we are actually hardwired to like, because of it being ready accessible calories. It makes us happy. It initiates the reward activity in our brain, and dopamine and endorphins release and so forth. Sweetness, at least briefly, actually changes our mood to make us happier and more cooperative and more agreeable. It looks also like, from the research that's been done, that tasting bitter can temporarily make us less agreeable and more hostile, depending on the situation.

 

Tom:            There are certain tastes that just go together. They just seem to be — it just seems to be a natural. Hershey's has made Hershey's out of the Reese's Peanut Butter Cup, which is peanut butter and chocolate. Is there a reason that peanut butter and chocolate particularly go together so well?

 

Rachel:         I think not. I mean, I really think that this is a construction of the culture that we live in and a good idea, a great marketing campaign. I mean, if you think of something like Nutella, which was originally Italian, but that's hazelnut and chocolate, and that's also really good. I mean, definitely, I would say that the flavor compounds in nuts and in cocoa beans have commonalities that they mix relatively well. But you could also think about things that seem to mix badly when you think about them conceptually but, actually, we have come to really like them, like salted caramel, and these pretzel salted caramel concoctions these days that are actually very popular. If you would have thought about it maybe 20 years ago, you (would have) thought, “Salted caramel? That must be awful.” But again, as a function of marketing and presentation, we‘ve become more willing to accept the possibility of tasting it. Then we like it because, actually, the taste of salt is very innately appetitive, as is the taste of sweet.

 

Tom:            What are some recognizable ways — ways that our listeners would instantly say, “Oh, yeah, I can relate to that” — recognizable ways that food advertisers use neurogastronomy to influence the choices that we make, and do they use the science?

 

Rachel:         I would say, yes, they do, in terms of making us want more. The idea of that is moreish, (and that) is a food science word and a food manufacturing word where you just can't have one. You need to eat more. Definitely having things — I mean, potato chips, I think, are a classic example. They're actually not very satiating, so they don't make us feel very full. They are high in salt. They are high in fat. (Those) two compounds again. Fat is something that we are innately drawn to as well. You can't just have one. Manufacturers know that. This is something that we're not going to satiate on easily. It's something that we can easily go through a bag and not even feel particularly full. Meanwhile, we've actually consumed a lot of calories.

 

                     There are even ways that the advertising on the packaging can influence us in terms of what we're perceiving. The more examples of the picture of what you're going to be eating is on the product, the more likely you are to buy the product. The language used in describing the product can also be highly motivated. If people use words of indulgence, we're much more excited about possibly purchasing it than if it says “healthy” and so forth. There are definitely things that food companies use to their advantage.

 

Tom:            Can what we eat change our behavior in some way?

 

Rachel:         Well, I mean, yes, to the extent that certain tastes, because of their biological mechanisms with liking and disliking, can alter our mood; that can potentially change our behavior. There are even things that can happen as a function of the food environment that we’re in. When we are feeling like we’re being especially virtuous as a function of what we might be purchasing, if we think, “This is organic or fair trade” and so forth, it can actually have negative consequences downstream on our interactions with other people. We can actually become less friendly and generous when we think we've done an ethical good deed by doing something in our purchasing behavior. It's important to be aware of how we're being subtly influenced by the environments that we're in and how this may have an impact not just on what we're purchasing but even (on) our social interactions.

 

Tom:            I think that goes to the follow-up question that I have — that is, can behavior change what we eat?

 

Rachel:         Yes. We certainly can make many conscious choices on the basis of what we are perceiving to be better or worse under a given situation if we have the means to have the luxury to make those choices. I mean, one of the things I think that's really important to recognize is it's really a privilege to be able to decide to buy the organic bananas versus the conventional bananas or the fair-trade chocolate versus the Hershey's and so on, because all these things are always more expensive. Making those choices gives us an advantage socially at many different levels, and that can have all kinds of downstream effects in lots of different directions.

 

Tom:            When we dine — and I'll cite the American tradition of Thanksgiving, because this tends to happen at Thanksgiving dinner — we tend to go back for seconds. I don't know why, but we do. Then some people actually go back for thirds. What's going on there? How can we resist that urge to just keep going? It's kind of a form of gluttony, I guess.

 

Rachel:         Well, it actually has to do with the variety being the spice of life — or, in this case, variety being the enticement to eat. The fact that Thanksgiving meals have such variety — and it's the same thing (that) happens at the all-you-can-eat buffet, where you have a whole lot of different variations of possibilities that you can consume and everything looks different and it looks appealing. You just have to taste one and the other and then another one and so forth. What tends to happen, first of all, with all the variety is we want to sample everything, and then we might find there is something in particular that we really enjoyed, so we want to go back for more of it.

 

                     There's a couple of things that we can do depending upon the situation that we're in. At (the) Thanksgiving table, we don't really have the option to be sitting further away from the food normally — because, actually, the further away from the food we are, the more our natural tendency to be slightly lazy can kick in. If you're in an all-you-can-eat restaurant and you're far from the buffet, the chances of you making five trips is a lot lower than if you're at the table that's right beside the buffet.

 

                     But one of the things to consider, for instance, at Thanksgiving meals and meals where there's a lot of variety of different things on the table is to be aware — again, this is, I think, just knowledge is power, in this case, awareness of what's going on, that there is all this variety that is luring us to be interested in trying it. It's also the case that because the flavor is different with every single thing, we're not satiating out. We're not zoning out or graying out at “Oh, this all tastes the same.” If everything tastes the same, we actually eat a lot less. When things taste different, we go to the next thing. It's kind of like the binge eating, where I just had a tub of ice cream; now I'm going to eat a bag of potato chips, and then I'm going to move to something else that's completely different.

 

                     If you want to eat less, you want to have things taste all the same, and you don't want to have a lot of variety in front of you. But that actually isn't really good for health. I mean, in health terms, from the food perspective, you want variety, and you want moderation. You want to be able to rein yourself in, but you want variety.

 

Tom:            In the end, a little bit of self-discipline helps. In your book, you described the — and this is so interesting to me — you described the ideal plate to use when we're trying to cut back on our intake. Tell us about that.

 

Rachel:         An ideal plate is round and red and small. That's because your round plates, first of all, tend to go with a lot of the foods we eat in a couple of different ways. (For) one thing, roundness can also make us perceive something as possibly being sweeter. For desserts, it's particularly good. The other thing with round plates is that for things like a pasta, when you put something on a round plate, because that can clump in a way that is also spherical, it looks like — for instance, if you had a small plate and you took a serving of pasta, you could fill that small plate very quickly, and that could look like a lot of food. That appearance of a lot of food is actually in and of itself more satiating. Whereas if you had a much larger plate, that same scoop of food would be sitting in the middle of it and you'd have all this empty plate around it and think that, “Oh, I really haven't gotten very much here.” Even though you've eaten the exact same amount that's on the small plate, you don't feel nearly as satiated and happy and satisfied with it, so we're more likely to eat more and serve ourselves more.

 

                     The red aspect of it comes from the fact that there's some evidence that suggests that red in nature is a danger warning, a get-my-attention cue. I mean, we are much more likely to pay attention to what we're eating when the vessel we're eating from is red. We are actually aware of the fact, “Oh, I just finished this. Do I actually need to go back for more?” Again, it's about awareness. When our attention is drawn to what we're eating, we get more pleasure from it because we're actually savoring the flavor. We're in the moment; (it’s) sort of the idea of mindfulness. We can figure out whether or not we want more or not.

 

Tom:            Does that mean, if you're trying to regulate your diet, you're dieting, that maybe you should use a red plate?

 

Rachel:         Yes. Well, first of all, I think dieting is always a terrible idea. Dieting, in general, is something that you want to avoid. You don't want to ever think of yourself as restricting what you're going to be consuming, but you want to change the way you think about what you're consuming. Helpful hacks to do that are, for example, using smaller plates and round and red plates, could be. But each person has to figure out what works for them. That's one of the reasons why most general popular fad diets fail, is because, first of all, they're typically thought of as being for this limited timeframe. “I'm going to starve myself. I'm going to put myself under a situation of actually unpleasant conditions.” That's something that nobody likes, which is why they can't be sustained. Also, they don't comport with the way that I normally consume food, the way that I socially consume food, the way that the plates in my kitchen are and so forth. We have to modify for the way we are, in particular, too.

 

Tom:            One more plate question. We've heard it said in our interviews in here that, for some reason, pie tastes better on a blue plate. Is there something to that?

 

Rachel:         Actually, that's interesting. I'm not sure who would have said that, because a blue tends to be more associated with salts from a color perspective, and the red and pink tones are more associated to sweetness. The research that's been done that I know of has suggested that things taste saltier (on a blue plate). For example, if you had popcorn in a blue bowl, it tastes saltier than if it's in a red bowl. It tastes sweeter if it's in a reddish-pink bowl than in a blue bowl. But it could be dependent. I'm not sure. I haven't heard about the pie in a blue plate, let's put it that way.

 

Tom:            The science, the term neurogastronomy was coined in, I think, 2006. It hasn't been around very long at all as a discipline. All of a sudden, here at the Alltech (ONE) Conference, we're hearing about it quite a lot. Is that the common experience out there? Is it really suddenly catching on, as it were? What's going on in that world?

 

Rachel:         I think it's slowly catching on. I mean, one of the things which is a great advantage of Alltech being here in Lexington, Kentucky, is that where neurogastronomy really got started and where the Society for Neurogastronomy got started is here at the University of Kentucky and (by) people you've already spoken to today about this. They are part of the founding members, and the fact that Alltech is here and UK is here and these people are here, I think, really makes this a possibility.

 

                     But I think it’s also (that) people are generally becoming more aware that there is this field of neurogastronomy, that we can understand our relationship with food better, and that can lead us to make healthier and happier choices. That is slowly getting into the zeitgeist, and people are slowly getting to know about it more. I mean, as one example, I actually teach a research seminar on neurogastronomy at Boston College. Every year, there are the classes — well, now it's completely full, and the waiting list gets longer and longer. It's the question of getting out: The more people know about it, the more they're interested in it.

 

Tom:            Well, terrible pun alert, Rachel, but what's on your plate now?

 

Rachel:         Well, my first area of research expertise is in the sense of smell. I am getting more into that again. As you mentioned, my first book was called “The Scent of Desire”. I'm thinking about another book about the sense of smell and also particularly coming at it from the lens of health. One of the things that neurogastronomy has made me focus on more is the health component. I want to look into the health and the sense of smell component. I actually just have given a lecture and written a paper about olfactory virtual reality being used as both treatment and prevention for post-traumatic stress disorder.

 

                     Health at both mental and physical levels, health from the point of view of both, what can our sense of smell do from the point of view of our health — like if you smell this, how this will have an impact. But actually, also, how the functioning of our sense of smell itself is deeply tied to our wellness, our lifespan and our health span and how alterations in our sense of smell can be real harbingers for decline and possibly disease, and COVID being the prime example that's come up in the last couple of years. That — my focus has really turned a lot towards that.

 

Tom:            Olfactory virtual reality?

 

Rachel:         Yes.

 

Tom:            That's a thing?

 

Rachel:         That is a thing.

 

Tom:            How does that work?

 

Rachel:         That is — basically, there is a company in Burlington, Vermont. They're the first company that actually has a wearable device to market with (olfactory) virtual reality as being a whole component of it. It's essentially — so you're probably familiar with the typical headset for virtual reality, which enables the user to get this visual component of this altered world, the auditory component and so forth. This is a snap-on piece that goes onto the bottom of the headset that is presenting odors to you while you're in this virtual reality and can really do it in a spatial way. For instance, you get closer to the flowers in the forest in your virtual reality set, and the scent of the flowers becomes more intense as you get close to that. You can pick things up and put things down and maneuver throughout this whole landscape.

 

                     The fact that scent is there makes the presence — so the idea, one of the key factors of virtual reality is increasing this concept of presence. You really feel like you're immersed in this other world and actual reality around you has completely fallen away. Because the sense of smell is so tied to emotion and association and so on, it can really up the ante, as it were, on the presence that we can experience in virtual reality, (so you’re) much more there emotionally and much more there viscerally. It is something that is happening and becoming and can have all kinds of applications from clinical (standpoints), as I just mentioned — and not just PTSD but a whole variety of emotional and other sorts of clinical conditions. Pain is another one, as well as, obviously, extrapolation to entertainment, gaming and so forth. I think this is the new horizon.

 

Tom:            Does the technology stop there? Is there any possibility of it extending to taste?

 

Rachel:         That's a great point. There is some virtual reality which — so basically, virtual reality has experimented with all five senses. There is some haptic dimension. You can have virtual reality where you're being jostled around, as well as you can feel motion and so forth. There have been some which have used people tasting things at that same time, but not so much in — so you can be tasting something and seeing, let's say, the food being made and so forth, but I don't know of any mouthpiece. What's really unique about this, unlike the haptic component, where you have to be sitting, let's say, in some kind of a chair which is moving around or having something like that, this is something with the olfactory component that attaches to the headset so you can maneuver however you want in the environment. You don't have to be situated in one place or sitting in a special chair actually tasting something at the same time. This is what brings it to the more digital level, which hasn't been done with our other — with touch or taste yet.

 

Tom:            Fascinating. Dr. Rachel Herz, a psychologist, cognitive neuroscientist and leading world expert on the psychological science of smell. An honor to speak with you, Dr. Herz.

 

Rachel:         Thank you so much. It's been great.

 

Tom:            For the Alltech Ag Future podcast, I'm Tom Martin. Thank you for joining us. Be sure to subscribe to Ag Future wherever you listen to podcasts.

 

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Dr. Rachel Herz presenting in the Neurogastronomy track at the 2022 Alltech ONE Conference
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Dr. Rachel Herz is a neuroscientist and leading expert on the psychological science of smell.

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