Industry

Italy’s Ripening Market Enters New Phase as Catalytic Generators Targets Expansion

Fri, 08 May 2026 19:36:25 GMT

As Italy’s fresh produce sector evolves, driven by strong banana imports, growing avocado demand and a well-established persimmon market, the need for simple, safe and controlled ripening solutions is increasing. Still at an early stage in the country, Catalytic Generators used its first participation at the Macfrut 2026 show to increase visibility, engage with Italian operators and lay the foundations for future growth.

Italy stands out as one of Europe’s key fresh produce markets, particularly in fruit categories where controlled ripening plays a central role. According to FAOSTAT, the Food and Agriculture Organization’s corporate statistical database, the country imports over 600,000 metric tons of bananas annually, making it one of the largest banana markets in Europe and underlining the importance of efficient and reliable ripening operations across the supply chain.

Catalytic Generators is targeting expansion in Italy’s evolving fresh produce market.

(Photo courtesy of Catalytic Generators)

At the same time, consumption patterns are evolving. As indicated by the Netherlands CBI agency, avocado demand across Europe has grown significantly in recent years and is expected to continue expanding.

Avocados are projected to become the second-most traded tropical fruit globally by 2030, while already ranking as the second-most valuable imported fruit in Europe. In 2024 alone, European avocado imports reached a value of 3.5 billion euros, of which 2.8 billion euros came from developing countries. This sustained growth, driven by increasing consumer demand and ongoing investment in production, is reinforcing the need for precise and controlled ripening processes across emerging markets such as Italy.

In parallel, Italy remains one of the leading European producers of persimmons, a category where ethylene application is already well understood and widely used in postharvest operations. This combination of mature and fast-growing fruit categories is increasing pressure on operators to deliver consistent, repeatable results at scale. As a result, ensuring fruit quality while maintaining operational efficiency and compliance with strict European regulations is becoming a growing priority.

As supply chains become more complex and demand for uniform ripeness increases, the application of ethylene is emerging as a critical control point.

Supply Stability: A Growing Concern

In addition to these structural trends, supply stability is becoming an increasingly relevant concern for ripening operations as a result of recent geopolitical developments.

“Ethylene is a high-demand commodity used across multiple industrial sectors, with overall demand extending far beyond fruit ripening. As a result, recent geopolitical conflict is creating increasing pressure on availability and pricing stability in some regions, making supply reliability a growing concern for ripening operations,” says Greg Akins, president and CEO of Catalytic Generators. “To address these risks, our systems enable on-site ethylene generation, helping operators reduce dependency on external supply chains, gain greater control over supply and limit exposure to volatility.”

Executive Series: Robert Verloop Discusses California Walnuts and the Conflict in Iran

Thu, 07 May 2026 20:45:35 GMT

In the heart of California’s Central Valley, the stakes for the agricultural community have transitioned from simple harvest cycles to the complexities of global economic survival.

For Robert Verloop, CEO and executive director of the California Walnut Board and Commission, the role has evolved beyond moving a commodity; it is now about managing a global health brand in an era of unprecedented volatility. As part of The Packer’s executive series, the narrative of the industry recently shifted from the sunny optimism of California’s groves to the gritty reality of international trade and a rapidly changing consumer landscape.

In The Packer’s executive series, Robert Verloop, CEO and executive director of the California Walnut Board and Commission, discusses California walnuts and the conflict in Iran.

(Photo courtesy of California Walnut Board and Commission)

The Vision: A Corner Turned — and a Pause

Early in 2026, Verloop commented that the industry was “turning a corner.” A massive, high-quality crop was hitting the market, and trade barriers were falling. But as Verloop now says, the global stage had other plans.

“I have to be honest with you,” Verloop says, reflecting on his previous optimism. “Today, with the war in Iran, I think I would put a pause on that statement. We had an extremely large crop, which was phenomenal in quality, but it was so good that we had too much of it. We produced 400 million pounds more walnuts than we did in 2024.”

The disruption isn’t just a matter of logistics, he says; it’s a direct hit to the bottom line.

“Unfortunately, when you have a large crop like we always see in agriculture, supply and demand do play a big role in pricing structure, because we’ve got to move through the crop. And this year, we started out with acceptable prices, but it slipped a little bit. And then the war certainly has added to that,” Verloop says. “And the disruption … we had a lot of diverted loads that were not able to be delivered as had been scheduled. We estimate that the problem was a cost to the industry in excess of $15 million, including fees and transfer costs and lost value, and it disrupted the market flow.”

#WalnutsAreProduceToo: Changing the Retail Map

Despite the geopolitical headwinds, Verloop is relentless about repositioning the walnut in the mind of the shopper. He wants to drag the walnut out of the “pantry staple” shadows and into the vibrant light of the produce department.

“My business card says, #WalnutsAreProduceToo,” he says. “They grow on trees. In many parts of the world, they consider walnuts a dried fruit. We started three and a half years ago on a journey to move walnuts out of the preferred position of being in the baking aisle.”

Verloop says the strategy is backed by hard data that proves walnuts are a powerhouse for retailer profitability:

Research shows 76% of shoppers are more likely to buy walnuts when they are displayed with produce.
When walnuts are present, the average market basket value jumps to $55 — a 132% increase over the average cart.
Fresh produce comprises eight of the top 20 items purchased alongside walnuts, with bananas, berries, tomatoes and apples leading the list.
Most fresh produce items show a “strong affinity” with walnuts, indexing over 200, which suggests shoppers naturally view them as complementary ingredients.

Verloop explains the logic of moving toward this Whole Food 2.0 movement as a way to meet the consumer where they already are. While snacking has become the No. 1 way shoppers use walnuts, the industry still faces an education gap regarding freshness. Currently, 79% of shoppers store walnuts in their pantry, while only 19% use the refrigerator or freezer to maintain peak flavor, he says.

“With the focus on ultra-high-processed [foods], [the produce department] is where the consumer is looking,” Verloop says. “We think it’s the right place to be.”

The ‘Feel-Good’ Lifestyle: Marketing to Gen Z

To reach a younger, more skeptical demographic, Verloop has pivoted away from clinical health claims toward a broader, lifestyle-driven narrative: the “Feel Good” campaign.

“We’re shifting our messaging to be more reflective of the California lifestyle,” Verloop says. “We want moms to feel good about what they’re doing for themselves, feel good from a bodily perspective, but then also feel good about what they do for their kids and their family in the meals they’re preparing.”

This shift includes a heavy emphasis on culinary innovation.

“We actually have a chef on staff ... Robert Danhi, our chef in residence. He’s at the Culinary Institute of America this week helping that inner cooperation between healthy cooking and introducing walnuts,” Verloop says.

Beyond the kitchen, Verloop is tapping into the social nature of the younger generation.

“The younger generation is really into sharing food and food discovery. I think about the growth of charcuterie plates ... walnuts play a really good role in that,” he says. “We feel that’s part of the ‘Feel Good’ attitude — bringing people together, sharing our differences, but also our similarities. Food does that.”

The Legacy: Fighting for the Grower

Verloop returns the conversation to the men and women in the Central Valley who are feeling the squeeze of $9 diesel and 1,300% increases in regulatory costs, according to a study conducted by California Polytechnic State University, San Luis Obispo, for the wine industry.

Verloop’s vision for his legacy is one of survival and eventual prosperity.

“Walnuts are actually, for the consumer, they seem to be a high-priced item, yet for the growers, they’re losing money,” he says. “We’ve got to find ways to streamline the distribution networks to make sure that consumers see value, but the growers are able to sustain their business practices.”

His goal is simple, yet impactful: “Our job is to get more consumers to buy more walnuts more often ... and hopefully for a better price.”

Diesel Prices Are Breaking Records Across Multiple States, And Relief May Not Come in 2026

Wed, 06 May 2026 12:53:38 GMT

On Tuesday, President Trump stated that high gasoline prices are a “very small price to pay” for the ongoing war with Iran, arguing they are necessary to prevent Iran from obtaining a nuclear weapon. He predicted prices will “come crashing down” once the war ends. But for farmers and ranchers, diesel prices have risen more than gas, putting a further strain on already high input costs for 2026.

Trump on Oil Prices:

I looked today, it's like at 102 and that's a very small price to pay pic.twitter.com/2V8LC93wFj
— Acyn (@Acyn) May 5, 2026

To start the week, diesel prices went on another run with the national average diesel price is just 20 cents away from reaching a new all-time high. And across the country, a growing number of states aren’t waiting to get there. About six states are already seeing the national average price of diesel reach record highs.

From the Great Lakes to the West Coast, roughly a half dozen states have already smashed previous records, as a late-April dip in prices quickly faded and a fresh surge took hold.

“Diesel now averaging about $5.65 a gallon nationally. That is only about 20 cents away from a new all-time record high,” says Patrick De Haan, head of petroleum analysis at GasBuddy . “So even though we had that short-lived break, we’re right back knocking on the door of records again.”

That “break” didn’t last long. De Haan says even though diesel prices saw a bit of a respite for April, with even prices starting to trend down in mid-April, those prices re-accelerated in the last week.

New records for diesel in:
Michigan, $6.01
Illinois, $6.01
Wisconsin $5.67
(Indiana 0.2c/gal away), $6.03
(Ohio ~19c/gal away), $5.93 https://t.co/DV0387vvMR
— Patrick De Haan (@GasBuddyGuy) May 5, 2026

Now, the rally is showing up in state-by-state records, especially in the Midwest.

“Looking at it state by state, Great Lakes states have seen some tremendous refining issues that have really caused prices to rise dramatically,” he says. “Michigan has now set a new all-time record high for diesel over $6. Indiana is just a few tenths of a penny away from setting a new all-time record. Illinois has set a new all-time record. Wisconsin has set a new all-time record.”

And it’s not just a regional story. States in the West were some of the first to not just see the highest prices, but now also hit record levels.

“Out on the West Coast, Arizona set a record a couple of weeks ago, and Washington state is at an all-time record,” he adds. “So there are probably about a half dozen or so states that have set new all-time records, and again, the national average itself is just 20 cents away.”

Perhaps the most telling shift, though, is there’s no longer a low-price refuge.

“No states any longer have diesel averaging below $5 a gallon,” De Haan says. “Texas was the last holdout, and it now is above $5 per gallon. So across the board, $5 diesel is now essentially the floor, and in some areas, that’s actually the cheaper end of the spectrum.”

At the high end, prices are reaching extremes with California’s average diesel price now surpassing $8 per gallon.

Global Tensions Cloud Relief Outlook

With prices continuing to climb, farmers are looking for relief. What would it take to reverse course? That answer remains tied to global uncertainty.

“Relief may be a little bit elusive,” De Haan admits. “It really just depends on the daily developments in the situation between the U.S. and Iran—whether the Strait is open or not, or whether we’re in phases of escalation.”

The Strait of Hormuz remains a critical chokepoint for global energy supply, moving roughly 20 million barrels of oil per day.

“Nothing else matters to the oil market more than this waterway,” he emphasizes. “We’ve seen attacks that have pushed oil prices higher, which in turn pushes diesel wholesale prices up. You may get a little bit of day-to-day relief, but there really is no ‘coast is clear’ until there’s some sort of definitive resolution.”

And even then, he says a turnaround won’t happen overnight.

“If there is a definitive signal to the market, if the Strait reopens and both sides are aligned, prices could start falling within 48 hours,” De Haan explained. “But the rate of decline is likely to slow after that initial drop.”

Prices Likely to Remain Elevated Through 2026

Not only is the rate of decline projected to be slow, but De Haan says diesel prices aren’t likely to drop back to pre-war levels by the end of the year.

“Roughly half of the increase we’ve seen over the last couple of months could come down within the first few months of positive news,” he said. “But the other half could take many more months. We may not get back to pre-conflict diesel prices until late this year—or even into 2027.”

For agriculture, that prolonged stretch of elevated prices carries real consequences.

“When you look at what comes out of a barrel of oil, diesel only makes up about 25%,” De Haan explained. “Gasoline is a larger portion, so it’s been less impacted. Jet fuel, which is an even smaller share, has been hit the hardest. So it’s almost inverse to how much is produced.”

Why Diesel Is Climbing Faster Than Gasoline

If it feels like diesel prices are rising faster and hitting harder than gasoline, there’s a reason rooted in how a barrel of oil gets used.

“Diesel has seen more of the sticker shock compared to gasoline,” says De Haan. “And a lot of that comes down to what comes out of a barrel of oil.”

Not all fuels are created equally in supply. Gasoline makes up the largest share of a refined barrel, while diesel represents a smaller slice, making it more vulnerable when supply is disrupted.

“Gasoline is the top product flowing out of a barrel of oil, so it’s been the least impacted,” De Haan explains. “Diesel, on the other hand, only accounts for about 25% of a barrel, so it’s been more impacted when there are supply issues.”

That imbalance becomes even clearer when looking across the full spectrum of refined fuels.

“The most significant impact has actually been to jet fuel, which is only about 9% of a barrel,” he adds. “So if you look at it inversely—the smaller the share of the barrel, the bigger the impact we’re seeing right now.”

For agriculture, that dynamic matters more than most sectors.

Diesel isn’t optional on the farm. It’s essential. From planting to harvest, it powers tractors, trucks and the supply chain that moves commodities across the country.

“Diesel is the fuel that drives agriculture,” De Haan say. “And that’s why these price increases are so impactful, not just at the pump, but all the way through the economy.”

And while prices are already elevated, the full effect is still working its way downstream.

“Consumers really haven’t even seen the full onset of some of these higher prices yet,” he adds. “That’s going to continue to trickle through in the weeks ahead.”

Demand Holding...for Now

Even with these high prices, so far, demand hasn’t shown many signs of slowing.

“We have not seen much meaningful decrease in demand yet,” De Haan says. “We’ve seen very little, if any, diesel demand destruction so far, which tells you the economy is essentially preparing to pay these prices because it still needs the fuel.”

But there are warning signs ahead.

“If diesel nationally hits $6 a gallon, that’s likely when we start to see consumption slow,” he says. “For gasoline, that number is about $5 a gallon. We’re getting very close to those thresholds.”

Until then, the pressure continues to mount. And for farmers heading deeper into the growing season, that pressure is becoming harder to ignore.

How Del Fresco Pure is Futureproofing Ontario Greenhouse Growing

Wed, 22 Apr 2026 10:02:32 GMT

Consistency has been the bedrock of Ontario-based greenhouse grower Del Fresco Pure for over 70 years. But the company’s real secret to growth in 2026? Agility. From navigating the upcoming USMCA review to integrating AI into the greenhouse, Ray Mastronardi, vice president of sales, explains why high-tech controlled environments are the ultimate defense against an unpredictable global economy.

The following has been edited for length and clarity.

With over 85% of Ontario’s greenhouse produce heading to the U.S., how are your futureproofing your operation against potential trade barriers or shifts in cross-border policy?

Mastronardi: At Del Fresco Pure, we’ve built our business over seven decades on consistency, trust and long-standing relationships across North America. While cross-border trade is essential, our approach to futureproofing is grounded in operational excellence within our greenhouses — investing in controlled environments, advancing efficiencies and ensuring we can adapt quickly. That foundation allows us to remain resilient, regardless of how the external landscape evolves.

The USMCA agreement is up for its first six-year review on July 1. How are you feeling about the immediate and long-term future of North American produce trade?

There’s a long history of collaboration in North American agriculture, and greenhouse growers play a key role in delivering year-round supply. From our perspective at Del Fresco Pure, that shared reliance creates stability. While reviews naturally bring discussion, we believe the long-term outlook remains strong because the system works — for growers, retailers and consumers alike.

Del Fresco Pure’s Ray Mastronardi shares how the greenhouse grower remains resilient regardless of trade shifts or market volatility.

(Photo courtesy of Del Fresco Pure)

Rising input costs continue to make headlines. How do input costs for greenhouse growers compare to those for field growers and how are you navigating these waters?

Greenhouse growing is inherently more controlled and comes with a different cost structure, particularly around energy, infrastructure and technology. At Del Fresco Pure, we’ve always approached this with a long-term mindset. Continuous investment in efficiency, innovation and scale helps us manage those pressures while maintaining the consistency and quality we’re known for.

2025 was marked by economic uncertainty for many. What was the hardest lesson your operation learned last year? How has it changed your operations?

If anything, last year reinforced that even in a controlled environment, agility matters. Our strength has always been consistency, but 2025 emphasized the importance of being able to pivot just as effectively. At Del Fresco Pure, it pushed us to sharpen our planning, strengthen communication across teams and ensure we’re positioned to respond quickly while continuing to deliver at a high level.

What role, if any, does AI play in your farming operations? If it does play a role, what have been the key benefits of implementation and where do you see taking this technology next?

With greenhouse growing, we’re constantly working with data — climate, irrigation and crop performance. At Del Fresco Pure, we see AI as an extension of that, helping us refine decision-making and enhance precision. It’s not about replacing expertise, but supporting it — giving our growers better insights so they can continue producing at the highest level.

Labor remains a challenge for the produce industry. What are the keys to attracting and retaining greenhouse talent?

Our business has always been built on people. Many of our team members have been with us for years, which speaks to the culture we’ve worked to create. At Del Fresco Pure, attracting talent comes down to offering a modern, technology-driven agricultural environment, while retention comes from investing in our people and giving them a sense of ownership in what we’re building.

Innovation has long played a critical role in your operations. What does greenhouse innovation look like for your brand in the next three to five years? What does it take to continue to succeed in this highly competitive marketplace?

Innovation for us isn’t one moment — it’s a mindset that’s been part of our business for generations. Looking ahead, it’s about continuing to evolve our controlled-environment agriculture, improving efficiency and reducing our footprint while maintaining premium quality. That includes introducing thoughtful innovations like our King Pack cucumber and our more sustainable top seal packaging — solutions designed to meet consumer needs while minimizing environmental impact.

At the same time, we’re committed to strengthening our connection with consumers through our digital media platforms, using engaging storytelling to bring our products and greenhouse story to life. Partnering with content creators like Logan Moffitt allows us to reach new audiences in authentic ways and inspire fresh, creative uses for our produce.

We also work closely with our retail partners to develop tailored programs that support their specific locations, customer bases and merchandising needs, ensuring mutual success at store level.

At Del Fresco Pure, success comes from staying disciplined, listening to the market and consistently delivering the quality and reliability our customers expect. We invite those interested in learning more to visit booth No. 1631 at the Canadian Produce Marketing Association Convention and Trade Show, April 28-30.

Record Growth and Strategic Partnerships Take Center Stage at Viva Fresh 2026

Tue, 21 Apr 2026 12:47:42 GMT

SAN ANTONIO — Setting a new record for growth in the heart of Texas, the 2026 Viva Fresh Expo hit a major milestone with a total of 2,877 attendees — the highest turnout in the show’s history. With a sold-out floor featuring 199 exhibitors and nearly 400 key retail and foodservice buyers, the event solidified its status as a powerhouse hub for the produce industry.

Energy was high on the show floor, where the true bounty of the Tex-Mex corridor was on full display.

From left, Alfredo Pena, Gary Calaroso, Kristina Lorusso and Sebastian Carmona of Giumarra Cos. turn out for Viva Fresh.

(Photo: Jennifer Strailey)

Giumarra Cos. featured an array of fresh produce including Mexican grapes, SugarWild jumbo blueberries and blackberries, soon-to-arrive DulceVida Nectarines and its Nature’s Partner premium avocados in two different packaging options — one featuring a morning smoothie recipe and another with a compelling retro feel.

“There’s romance to it,” says Kristina Lorusso. “It’s got a Coachella vibe to it, and retailers love it. It really pops in the department.”

Giumarra’s new avocado packaging brings a “Coachella vibe” to the produce aisle.

(Photo by Jennifer Strailey)

Giumarra also highlighted its new partnership with Horton Fruit Co., which will now offer a range of Giumarra’s specialties from its operations in Louisville, Ky., and Dallas.

“Horton Fruit Co. is adding Giumarra items to their list of offerings, which will help with availability heartaches in the retail supply chain,” says Lorusso.

From left, Matt Klare, Mike Wise, Tommy Wilkins and Tom Smith represent the Horton Fruit Co.

(Photo: Jennifer Strailey)

Tommy Wilkins of Horton Fruit Co. is equally excited by the partnership with Giumarra Cos.

“We ask our customers, ‘Where’s your heartburn, and how can we help?’ Giumarra has all of these boutique items that are in demand. We can offer logistical help and be a solution to get better product into stores,” he says.

From left, Sophia Koorkoyk, JC Cavaletto and Giovanni Cavaletto discussed sustainable avocado farming at Viva Fresh 2026.

(Photo: Jennifer Strailey)

Sustainable avocado farming was the main event at the GLC Cerritos booth, where Giovanni Cavaletto showcased the company’s annual sustainability report. The report highlights the company’s many efforts on the sustainability front from its water-saving initiatives to pollination to reforestation and more. The company is GlobalG.A.P., Rainforest Alliance and Fair Trade-certified.

In terms of avocado sourcing, Cavaletto says fruit from Guatemala and Ecuador are next on the horizon.

And GLC Cerritos touted its series of short videos that give customers a look at what’s going on in the market and on the farm.

Bryan Tate and Rod Whisner of IFCO say sustainability has never been more important.

(Photo by Jennifer Strailey)

Sustainability was also a hot topic at IFCO, which showcased its Reusable Packaging Containers.

“The sustainable message has never been bigger,” says Bryan Tate. “More and more people care about it every year.”

Tate says while the packaging space got confusing for a while, he’s seeing more pull from retailers now who are looking for a true end-to-end partnership with IFCO. And as retailers increasingly turn to automation, Tate says IFCO’s standardized RPC footprint, as well as the digital capabilities its adding, play well in automated operations.

North Bay Produce’s Sarah Quackenbush chats about the big boom in bigger berries.

(Photo: Jennifer Strailey)

North Bay Produce’s Sarah Quackenbush showed off its Reserve Blackberries that are coming into peak volume and flavor out of Mexico, as well as its “humungous” jumbo blueberries.

“The jumbo berry market has grown a ton in the past couple of years,” she says. “There’s huge opportunity with bigger berries, and consumers are willing to pay more for them.”

La Bonanza’s Daiana Quintero and Valeria Villasenor showcase avocados from Mexico.

(Photo: Jennifer Strailey)

La Bonanza Avocados, a family-owned avocado grower from Uruapan, Mexico, showcased its sustainably sourced hass avocados and avocado products. As a key hub of Mexico’s avocado-growing region, Uruapan is known as the “Avocado Capital of the World,” says La Bonanza.

From left, David Reyes, Roy Moore and Jeremy Giovannetti talk fresh flavors at Viva Fresh 2026.

(Photo: Jennifer Strailey)

Divine Flavor featured Mexican table grapes, including Cotton Candy grapes out of Jalisco that are available through July, as well as a new crop of roma tomatoes from Baja, mini peppers and new organic cherry tomatoes on the vine.

From left, Eduardo Diaz, Daniel Amavizca and Daniel Ibarra say the crops out of Mexico look good.

(Photo by Jennifer Strailey)

Splendid, a company of growers and exporters based north of Sinaloa, Mexico, featured mangoes, sweet corn, green beans, bell peppers and more.

“We foresee a great season,” says Eduardo Diaz.

From left, Andrew Brown, John Pandol and Stefanie Pandol discuss good quality grapes and early California and Mexico seasons at Viva Fresh 2026.

(Photo by Jennifer Strailey)

John Pandol of Pandol Bros. says grapes from California and Mexico are coming early this year. And while conditions are “so far, so good” in California with no counter indications, in Mexico — which is further along in its season — “quality is good.”

Courtney Schuster and Marabeth Schuster showed off a bevy of beautiful onions from the Lone Star State.

(Photo by Jennifer Strailey)

Courtney Schuster of Rio Fresh, a south Texas-based onion grower-packer-shipper, says the onion season is looking strong and while there was some rain “things are tightening up and so far, quality is great.”

Rio Fresh showcased its Tri-Color organic and conventional red, yellow and white onion packs that are available in different combinations and weights up to 5 pounds.

Kellen Stailey Martin and Susie Rea showcase California Crema Gem avocados at Viva Fresh 2026.

(Photo by Jennifer Strailey
)

Index Fresh showcased its California Crema Gem avocados, available from April to June in bags and bulk.

“Gems are more sustainably grown avocados because the trees are planted closer together, they use less water and there’s a labor savings as well,” says Kellen Stailey Martin.

The striking avocados have a darker skin with gold flecks and grow to a larger, value size, she says.

“The flavor is a little nuttier and it’s easier to scoop,” she adds.

Stailey Martin also touted the company’s cellulose packaging for its bagged organic and conventional AvoTerra line. The cellulose bag is made of 100% paper and is recyclable and compostable. It also features a new home-compostable PLU sticker from Sinclair.

Also new are Avoettes organic avocados.

“There’s a lot of traction with mini avocados,” says Stailey Martin. “They’re single-serve and there’s no waste.”

While Index Fresh launched the mini avocados with organic, Stailey Martin says conventional Avoettes are in the works.

Brooke Eldridge of Matthews Ridgeview Farm talks the trend in purple sweetpotatoes.

(Photo: Jennifer Strailey)

Matthews Ridge Farms’ Brooke Eldridge says the company’s current crop of sweetpotatoes is largely spoken for. She also talked about the rise of the Murasaki sweetpotato.

“The purple market is really growing,” she says. “Retailers are starting to get curious about them. They’re colorful and really grab attention in a dish.”

From left, Sarah Diamond, Tyann Schlimmer and Michelle Youngquist of Bay Baby Produce shared a variety of colorful pumpkin and squash offerings.

(Photo by Jennifer Strailey)

Bay Baby Produce showcased a colorful array of pumpkins and squash, including Day of the Dead pumpkins; a 5-count bag of ornamental pumpkins; pumpkin painting kits; and a new Jack Pack half-pallet display unit that holds up to five different items.

“Jack Pack brings the pumpkin patch to your store,” says Michelle Youngquist of the display units that will be available in September and October.

Bay Baby also featured a host of red, white and blue pumpkins designed to make everything from Labor Day gatherings to celebrating America’s 250th anniversary of independence more festive.

Major Tomato Packing Facility Equipment Available in Timed Online Auction

Mon, 20 Apr 2026 19:26:31 GMT

Tauber-Arons Inc., in partnership with CFM Worldwide Pre-Owned Food Equipment, is providing a timed online-only auction featuring a complete tomato packing facility in Indio, Calif. Bidding opens Thursday, April 30, and closes Thursday, May 7, at 10:30 a.m. Pacific time, with inspection scheduled for May 6 from 9 a.m. to 4 p.m.

This comprehensive sale includes 18 TriPak fillers and two Curry palletizers, along with a wide range of supporting equipment such as stainless steel water tanks, water heaters, elevators, chlorine dispensing systems, grading and sizing lines, conveyors, pumps, motors, air compressors and more. The facility can handle approximately 25,000 boxes per day, with racking capacity for over 25 loads, according to the company.

“This is an exceptional opportunity for buyers in the produce and food processing industries to acquire a complete, high-capacity packing operation,” says Tony Arons, president of Tauber-Arons. “The breadth and quality of equipment make this a rare offering in today’s market.”

Interested bidders can view full details and register online. For additional information, contact Tauber-Arons at 323-851-2008 or visit tauberaronsinc.com/events/major-tomato-packing-facility .

Viva Fresh Tackles Biggest Challenges for Tex-Mex Produce

Mon, 20 Apr 2026 11:23:49 GMT

SAN ANTONIO — From labor and water shortages to fraud and cartels, the fast-paced, insight-packed session, “TIPA on the Buzzer Beaters of Produce Policy,” at Viva Fresh Expo 2026 tackled some of the biggest challenges facing produce in the Tex-Mex corridor and beyond.

The April 17 session featured the Texas International Produce Association’s Dante Galeazzi, CEO and president, and Jed Murray, director of government relations, who offered rapid, three-minute responses to a combination of prepared questions and questions from the audience on a range of hot topics.

Call for Water Infrastructure

Persistent water shortages in South Texas, driven by drought and water obligations from Mexico under the 1944 treaty not being met, have forced farmers to cut back on both the acreage and variety planted to fruits and vegetables, says Galeazzi.

Water scarcity, affecting the Rio Grande Valley and surrounding areas, has caused some producers to plant only half their typical acreage while others face reduced yields, smaller produce and significant financial risks.

“Weather and water shortages played a major role,” says Galeazzi, who notes Texas water shortages led to decreased production of between 30% and 40% this season for growers in the state.

“Water infrastructure seems to be the very last thing we focus on,” says Galeazzi, who sees investment in other infrastructure from roads to bridges to internet. “The government needs to look at water infrastructure before it’s too late to do something about it,” he says.

Produce Prices Not Keeping Pace

While the cost of growing, packing and shipping produce has gone up exponentially, produce prices at retail went up just .03% in the last year, says Galeazzi.

“We are not seeing prices adjust quickly enough,” he says. “Just in the last year alone the price of diesel has gone up $2 a gallon. A truck from the Rio Valley in Texas to Hunts Point [Produce Market] costs $800 more in fuel.”

Add to this soaring input and labor costs, tariffs and geopolitical volatility, and the profit margin on produce shrivels further.

Labor Crisis Accelerates

Because of its proximity to Mexico, South Texas was slower to experience labor shortages than other parts of the country.

“Our folks really didn’t start feeling labor shortages until about 15 years ago, but very quickly in the last 10 years, those issues have compounded, and so we have had to move very quickly, not only to adapt to the changing environment — to adapt to H-2A — but also for our folks to understand those programs and find ways to become more efficient,” says Galeazzi.

In the last 10 years, Texas wasn’t even on the radar of the top 10% of H-2A users, says Murray.

“Last year, we were No. 7 and Q1 [first quarter] of 2026 we were No. 4,” says Murray, underscoring how quickly labor has become a key issue in the state.

“Overall, the nation has about 65,000 workers already signed up this year to come in the United States and work, with 91% [of them] being from Mexico, Venezuela, Guatemala, South Africa and some of these other countries that are sending workers this way,” he adds.

“Last year, we did right around 380,000 H-2A workers in the nation. We’re anticipating that number to be close to 430,000 if not more, this coming year,” Murray continues.

Murray then discussed the Adverse Effect Wage Rate, which in Texas went down to $11.61 an hour for a Tier 1 employee, which has helped the state’s growers have a competitive rate.

Cartels

Fielding a question from the audience on whether TIPA has seen an impact of cartel activity in Mexico, Galeazzi said, “I think we have seen impact.”

As mangoes and avocados out of Mexico require inspection, recent changes in cartel leadership in Sinaloa caused the U.S. to suspend all inspections. This also impacted H-2A worker visa applications that were shut down.

“Now takes almost three weeks to get an H-2A worker visa,” he says.

Rise in Produce Fraud

Galeazzi cautioned the audience that there’s been a rise in fraud.

Last summer a TIPA member received a call from someone falsely representing a major company in produce. The fraudster ordered a load of limes, and because the company name was already in the supplier’s system, they filled the order.

“We all do business like that. We’ve all sold to companies where you recognize the name when you pick up the phone,” says Galeazzi.

The buyer calls again and orders a second load, which the supplier fills.

“Now what happens is, between the second and the third load, the market drops about $5 in limes,” says Galeazzi. But when the seller got the green light for a third load, the buyer didn’t ask about the cost. Realizing this was suspicious, the seller called the company that was supposed to be the buyer and the scam was revealed.

“Long story short, those two loads have disappeared,” Galeazzi says. “Thankfully, he was able to move quickly and save the third load.

“What has happened, though, is that you have this ring of fraudsters, and they’re operating throughout the country, primarily out of the East Coast,” he adds. “What they’re doing is these guys are familiar with our industry and how it works. They basically are going into Blue Book, calling suppliers, impersonating large companies, and they are exposing our weaknesses.

“They know, as a produce industry, we extend people credit. They also know we don’t start calling for money until what, day 20? So, these guys are going to put in orders as fast as they can for 20 days and then disappear,” Galeazzi says.

While Galeazzi says TIPA has been challenged to find the right law enforcement to pursue these cases, last month Blue Book helped get a case together in South Florida, and they finally caught the fraudster.

“We need to be vigilant about this,” says Galeazzi. “You need to make sure you’ve got some best practices [in place].”

What Would You Ask Rollins?

Fielding another question from the audience, Galeazzi and Murray were asked what they would ask Agriculture Secretary Brooke Rollins if they met with her.

“We have sent communications to her about a lot of different things,” Galeazzi says. “We would first ask that they do something to improve the FSA process. FSA is a Farm Service Agency. It’s where our farmers report things, how they go in for acreage. It’s how they get crop insurance for NAP [Noninsured Crop Disaster Assistance Program]. It’s how they access the drought programs for relief. Right now, that process is very antiquated. Believe it or not, the farmers have to physically go into the office to report acreage when they put something in the ground and they harvested it, versus an email. Changing that would be huge.”

Murray says they’d also welcome the opportunity to discuss specialty crop crop insurance and grant money for covering risk.

“They have a great, robust program for cotton and grain guys. That’s easy to do because the acres are there,” says Murray. “They’re not so specialized as we are — 2 acres of this and 3 acres of that — so it’s very difficult for them to put together a disaster relief or insurance program.”

Murray cited the disparity between the $12 billion in farm aid relief that went to American farmers of row crops compared to the $1 billion earmarked for specialty crops.

He also wants to see the USDA do more to promote fruits and vegetables as part of a healthy diet through the education system.

Canada to Cease Quality Inspections

Galeazzi also addressed efforts in response to the Canadian Food Inspection Agency’s announcement earlier this year that it plans to discontinue the Destination Inspection Service for fresh fruits and vegetables, citing budgetary reasons.

“We, alongside CPMA [Canadian Produce Marketing Association] and others … worked so hard to get those inspections in place,” he says. “We have worked hard to create equality across the United States and Canada, and so we are working alongside our friends in Canada to ensure they understand the importance of keeping government inspections for fresh produce.”

Galeazzi says another challenge to U.S.-Canada produce trade is Canada’s new packaging rules.

“Canada has a whole slew of packaging rules that are going to come into place. And there are a lot of concerns. One of the concerns is the glue on the PLU sticker is not compostable, so you may not be able to use that PLU sticker, or you might pay a fine for every single piece of produce you go with to Canada that has a PLU,” says Galeazzi.

He says TIPA is working to help the Canadian government understand the complications of such a packaging rule.

He says Canada also wants to limit food to a single package.

“How are grapes shipped? Grapes go in a bag, and then they go in a box, and then they go on a pallet,” says Galeazzi. While he says TIPA understands sustainability concerns, without protective packaging, products from grapes to berries to tomatoes will be damaged in transit, resulting in unsustainable food waste.

“I call it the Amazon effect,” says Murray. “You order something in a box, and you get two more boxes inside that, and then it goes to you. And so, I think that they kind of created this rule as well to look at what’s happening in that packaging, but they didn’t realize that standardization then transfers to fresh fruits and vegetables, which we have to protect them and have more than just one box.”

Tomato Dumping

Tomatoes and the end of the Tomato Suspension Agreement was another hot topic at Viva Fresh.

In July, the U.S. Department of Commerce terminated the 2019 Agreement Suspending the Antidumping Duty Investigation on Fresh Tomatoes from Mexico, and with that termination, the Commerce Department issued an antidumping order that places a 17.09% duty on most imported tomatoes from Mexico.

“The biggest issue too is, at some point very soon, ITC [the U.S. International Trade Commission] is going to determine if, not only is [dumping] still happening or not happening, but is 17% enough? [What] a lot of people don’t know is the 17% duty rate on tomatoes is just a placeholder at a point in a review,” says Galeazzi. “Anytime between now and six years, ITC can make the evaluation after so many years and say, ‘Hey, actually, we noticed that 17% wasn’t enough.

“Dumping was still happening, and it was happening at a rate of what looks like 25%, so everybody that already paid those millions of dollars on 17% has to make up that additional percentage,” he adds.

Galeazzi says TIPA is working to help educate ITC.

TIPA Sues OSHA

TIPA and the Texas Vegetable Association sued OSHA in late 2025 in the Northern District of Texas, challenging OSHA’s constitutional authority to create laws without legal foundation. The suit argues the 1970 Act gives the agency overly broad power. As such, it seeks to block one-size-fits-all safety regulations and their enforcement on produce companies.

Galeazzi says the lawsuit moved to South Texas last week. He gave the example of an OSHA regulation that requires a tractor driver on a farm receive training every year, even if the worker has been with the farm for 16 years.

“Does that make sense? Our concern is these regulations are being created in a vacuum without the stakeholders in the room,” says Galeazzi.

How Ontario Greenhouse Growers Are Building a New Canadian Gold Standard

Mon, 20 Apr 2026 00:17:04 GMT

Canadian greenhouse growers have noticed a greater focus on domestic production. While “elbows up” is a hockey term to protect a player’s personal space, it has become something more personal to Canadians and their shopping habits at the grocery store.

Shift Toward Purposeful Purchasing

Mark Reimer, research and business development manager for Great Lakes Greenhouses, says the “elbows up” mentality has expanded to how consumers connect with the produce grown in the province and country. It is a shift from passive buying to an active preference for homegrown quality, effectively turning Canadian products into the gold standard for freshness and reliability.

“As a family-owned and operated greenhouse, the ‘Buy Canadian’ movement has made it more personal,” Reimer says. “Consumers are actively looking to support businesses like ours, and they’re more aware that greenhouse produce is grown right here at home, year-round.”

He says this has also shifted the conversation away from price to the unique value proposition that Ontario-grown produce provides.

“People are thinking about reliability, food security and supporting local communities,” he says. “That’s helped greenhouse production be seen as not only consistent and high-quality but also something Canadians can feel good about choosing.”

Reimer says retailers have also taken notice and capitalized on that interest.

“We’re seeing more emphasis on highlighting Canadian-grown products, which really helps tell our story,” he says. “Overall, it’s strengthened trust and created a closer connection between growers and consumers.”

Nature Fresh Farms CEO Patrick Criteser says retailers see Ontario greenhouse-grown produce as part of a strong domestic supply.

“Consumers are asking more questions about where their food comes from, and greenhouse growing fits well with what they’re looking for: local, year-round, dependable,” he says.

“We’ve always focused on understanding how people actually shop and eat, and right now there’s clearly more interest in Canadian-grown. It just brings more visibility to what greenhouses can offer,” he adds.

Haven Greens founder and CEO Jay Willmot says this “elbows up” mentality is evolving into a long-term shift in consumer behavior.

“Canadian products are no longer viewed as a backup option but rather the gold standard for freshness and reliability,” he says.

Capturing Market Share With New Commodities

Willmot says there’s a push from consumers for Haven Greens to expand beyond greens — a bit of a mix between diversifying risk and standing out. Diversifying helps protect the operator from price volatility in a commodity but also helps position the whole Ontario greenhouse industry as growers capable of meeting a much broader demand.

“We’re seeing a growing push into soft fruits like strawberries and blueberries, leafy greens and fresh herbs, commodities that consumers want year-round but that Canada has historically imported,” he says. “These aren’t just exciting growing opportunities; they represent a real chance to capture market share that has always belonged to foreign producers.”

Reimer also says Great Lakes Greenhouses has seen interest in specialty or niche items, as well as in premium and value-added segments. This includes snackable formats and specialty varieties. This presents an opportunity for differentiation without shifting to a new commodity.

Criteser says there’s always interest in expanding offerings, but he says a lot of the focus on innovation tends to stem around how consumers use the products at home.

“The real opportunity is in doing something better — better flavor, better and more convenient eating experience, something that stands out,” he says.

Reimer also says there’s growing interest from consumers in convenience, health trends and sustainability.

“Retailers want products that tell a story and bring margin, not just volume,” he says.

And this ability to expand into new crops is possible thanks to advancements in lighting and climate control precision.

“This opens the door to crops that historically couldn’t be grown economically in Ontario,” he says.

Digital Tools and the Human Element

Technology and sustainability play a huge role in both where Ontario greenhouse production is today and where it’s going in the future. Criteser says systems to recycle water and carbon dioxide help support plant growth, but this goes beyond the buzzwords.

“We’ve talked about this for a long time as both a technology and energy efficiency story,” he says. “The goal isn’t just to use less; it’s to use what we have more intelligently.”

Nature Fresh Farms, Haven Greens and Great Lakes Greenhouses also have deployed more artificial intelligence-driven tools to help guide decisions around irrigation, lighting and greenhouse management, which helps the production team see patterns and respond more quickly.

“We see a space for advanced computers and AI to have a significant impact on the industry moving forward as these systems continue to develop at an incredible pace,” Reimer says.

But growers still play a key role in production, even with the ascent of AI.

“Human input is always required when dealing with biological organisms such as plants,” Willmot says. “However, every day we’re finding more use cases for AI to help us run the greenhouse more efficiently. We’re finding ways to optimize crop performance, manage energy use, maximize lighting use efficiently and analyze more data more accurately than ever.”

Willmot says technology has instead amplified the human element and helped Haven Greens scale production and increase yields to grow year-round.

“Things that would have taken significantly more time, labor and resources a decade ago are now done with greater speed and precision. But here’s what people often misunderstand: The technology doesn’t run itself. Behind every automated system, every sensor, every data point, is a skilled human being interpreting it, managing it and making the critical decisions that no algorithm can make on its own.”

And as for whether they work for a technology company that grows fresh produce or a grower who uses technology, Willmot, Reimer and Criteser say it is the latter.

“Technology is a big part of how we operate, but it’s there to support what we do, not define it,” Criteser says. “At the end of the day, it still comes back to how well we grow, how consistent the product is and how it performs for the customer. That’s what matters most.”

Criteser says technology will continue to be more integrated.

“There’ll be more data, more automation, more AI supporting decisions, but the grower’s role doesn’t go away; if anything, it becomes more important,” he says. “It’s really about giving growers better tools to make decisions faster and more accurately, not replacing that expertise.”

Expect to see growing integration of technology, Willmot says, for production tasks from planting to harvesting and sensors monitoring and adjusting variables such as humidity, light, carbon dioxide and nutrients in real time.

“What takes teams of people to manage today will be largely automated, faster and significantly more precise,” he says.

Greenhouse production, too, will run on renewable energy, capture and recycle water and reduce the industry’s carbon footprint.

“Making them not just productive but genuinely green,” Willmot says. “They’ll consume a fraction of the land and water that traditional outdoor farming requires while yielding significantly more.”

Strategic Roadmap for National Expansion

Willmot says indoor leafy greens are growing at a rate of 50% year over year in the U.S. and 80% year over year in Ontario. He says that while Ontario already accounts for two-thirds of Canadian greenhouse production, he thinks the base will continue to expand, but the country’s production will also expand beyond this traditional hub into Quebec and Alberta.

“While Ontario remains the engine, the growth is beginning to decentralize across the country,” he says.

Criteser agrees, saying he expects core regions such as Windsor-Essex to continue to grow infrastructure and labor, but logistics, energy availability and access to new markets will play a big factor in where other growth in the industry will come. He also points out that growth can mean a lot of things, including improving efficiencies.

“Growth isn’t just about building more,” he says. “A lot of it is about improving what you already have — getting better yields, better flavor, more efficiency out of the same footprint.”

Ontario is set to double its acreage in the next 10 years through a combination of expansions in traditional areas. Willmot says he also sees expansion in the form of established operations acquiring smaller growers to fast-track expansion and build newer, more specialized facilities.

“The Greater Toronto area and surrounding regions represent a significant untapped opportunity, particularly for leafy greens and high-value crops where proximity to urban consumers is a genuine advantage,” he says.

Willmot says in the next four to five years, the question won’t be whether greenhouse growing can feed Canada, “it’ll be how we ever managed without it.”

He says by 2030, Ontario’s greenhouse sector could have wide-ranging impacts on Canada’s food supply.

“The greenhouse of 2030 won’t just be a place where food is grown; it’ll be Canada’s most strategic agricultural asset,” he says. “Reducing reliance on imports, stabilizing prices year-round and building a level of domestic food security that outdoor farming alone simply cannot guarantee, given Canada’s climate and harsh winters.”

Your next read: Inside Ontario’s Billion-Dollar Greenhouse Surge

National Mango Board Launches Campaign and Shares Research

Mon, 20 Apr 2026 00:24:19 GMT

The Orlando, Fla.-based National Mango Board introduced its Cinco de Mango campaign in late March, “a popular time for mangoes,” says Lavanya Setia, marketing director, and has posted results of some recent board-sponsored research on its website, mango.org/research .

For retailers, the Cinco de Mango campaign means special bins and other point-of-sale materials, Setia says. For consumers, the board is focusing on recipes.

Early this year, the board posted results of a number of studies, including a look at the impact of mangoes on prediabetic adults and overweight adults.

A randomized controlled study from Florida State University that included 23 adults with prediabetes showed that daily mango intake improves glycemic and body composition outcomes in adults with prediabetes. One group ate 300 grams of fresh mango daily for 24 weeks, while the other group ate a calorie-matched granola bar and avoided eating mangoes for 24 weeks.

At the end of the 24-week period, mango eaters had:

Significantly lower fasting blood glucose.
Significantly improved insulin sensitivity.
Stable average blood glucose, while the control group showed a significant increase in average blood glucose.

A study from the Illinois Institute of Technology included 46 overweight or obese adults and showed that mango consumption is associated with increased insulin sensitivity in participants with overweight or obesity and chronic low-grade inflammation.

One group ate 2 cups of mangoes daily for four weeks and another avoided mango consumption and other high-polyphenol foods. All participants completed an Oral Glucose Tolerance Test at the beginning and end of the four-week study.

Compared to the baseline, the group eating mangoes for four weeks had significantly lower insulin concentrations following the test and significantly lower fasting insulin concentrations than the other group, the study showed.

Divert Secures Partnership With Mitsubishi to Scale Circular Infrastructure Across North America

Fri, 17 Apr 2026 19:40:24 GMT

Divert Inc., a circular economy company on a mission to prevent food from being wasted, has formed a strategic partnership with Mitsubishi Corp., serving as the lead investor in Divert’s Series C financing. This partnership is a first-of-its-kind model for the organics resource recovery industry, reflecting the demonstrated success of Divert’s commercially and operationally proven platform and elevating the company to a valuation of over $1 billion.

The partnership comes at a time when regulatory pressure, decarbonization goals, food supply chain inefficiencies and rising disposal and energy costs are continuing to converge, the company says. As demand accelerates for infrastructure that can recover value from food that can no longer be consumed, Mitsubishi’s expertise is expected to play a key role in supporting Divert’s continued growth.

As part of the partnership, Mitsubishi has made an equity investment in Divert and, in connection with that investment, has been granted preferred offtake rights for renewable natural gas. Together, Divert and Mitsubishi are also establishing a new pathway to bring the benefits of renewable natural gas into Japan and other global markets through Mitsubishi’s global energy platform.

“This partnership reflects the maturity of Divert’s platform and the value we deliver to customers every day,” says Ryan Begin, CEO and co-founder of Divert. “We have built a proven model that solves real operating challenges for food retailers and manufacturers and creates value through food donations, renewable energy production and nutrient recovery. MC [Mitsubishi Corp.] recognized Divert as a disciplined infrastructure platform with proven results, strong operating capability and a clear path to continued scale.”

Divert says its platform sits at the intersection of food, logistics, agriculture, energy and carbon markets, positioning the company to reduce waste at its source and maximize value from the material it receives. The company’s model supports major food retailers and manufacturers in achieving compliance, reducing waste and improving operational efficiency.

Mitsubishi leverages more than 50 years of expertise across energy markets to deliver solutions that support a stable energy supply and advance the transition to a carbon-neutral society. Given Mitsubishi’s experience in developing and operating gas-related businesses in the U.S., the partnership creates a strong foundation for collaboration and synergy with Divert, the company says.

“We are focused on building businesses that strengthen resource resilience, support stable energy supply and create long term value through practical decarbonization,” says Shinya Naka, senior vice president, division chief operating officer, Europe and Next-Generation Energy Division, Energy & Power Solution Group. “Divert has built a compelling platform at the convergence of food, energy and circularity. Its proven operating model, strong customer value proposition and ability to recover value from discarded resources made this a strategic opportunity for us.”

The partnership marks an important step not only for Divert but also for the broader organics resource recovery industry. By pairing strategic equity capital with renewable natural gas offtake, Divert and Mitsubishi aim to advance a new model for financing and scaling circular food system infrastructure — one that links source reduction, domestic energy production and decarbonization in a way that has not previously been executed at scale.

Divert is a portfolio company of Ara Partners, a global private equity, infrastructure and energy firm focused on decarbonizing the industrial economy.

USDA Boosts Specialty Crop Grants to $275M, But $1B in Crisis Relief Remains Out of Reach

Fri, 17 Apr 2026 12:08:45 GMT

Earlier this week, USDA announced the availability of over $275 million in grant funding in fiscal year 2026 for the specialty crop industry through the Specialty Crop Research Initiative , the Specialty Crop Block Grant Program and the Specialty Crop Multi-State Program .

Crediting the Working Families Tax Cuts Act, USDA will provide $175 million per year for SCRI, more than double the previous amount of $80 million per year. It also increased the total funding available for SCBGP and SCMP from $85 million per year to $100 million per year starting in fiscal year 2026.

And while specialty crops welcome the grant funding, the industry is still awaiting payments from the $1 billion to support the specialty crop industry through the Assistance for Specialty Crop Farmers program announced earlier this year.

“If you go back to July of last year and the reconciliation bill — what they branded as the ‘One Big, Beautiful Bill’ — it carried all of those tax extensions and also carried additional farm bill funding,” says Kam Quarles, CEO of the National Potato Council and a co-chair of the Specialty Crop Farm Bill Alliance. “So, it’s very good for this year that USDA is rolling out that farm bill funding for the Specialty Crop Research Initiative, for block grants, for all those things.

“That money was basically farm bill money that is coming from an alternate source, but it’s money intended to show up every year to fund those very valuable programs and that’s separate and distinct from the economic crisis that specialty crops — and really all of agriculture — are facing right now, and that’s where the urgency lies,” he says.

In December of last year, USDA announced $12 billion in one-time bridge payments to American farmers, with only $1 billion earmarked for specialty crops, sugar and other unspecified commodities not covered by the Farmer Bridge Assistance Program, leaving the specialty crop industry in need of billions in federal aid.

But specialty crops have yet to see a dime.

“It’s our understanding that money has been distributed,” says Quarles of the $11 billion going to program crop farmers. “The remaining [$1 billion] was to be shared between the sugar industry, specialty crops and other commodities. I don’t want to speak for the sugar industry, but I think some of that money has gone out. For specialty crops, no money has gone out. They’re still in the data-gathering stage, so not a dime has gone out under that program.”

Part of the holdup with specialty crop funding may stem from specialty crop farmers’ lack of familiarity with the process of qualifying for aid and Farm Service Agencies not equipped to receive them.

The USDA’s FSA has extended the 2025 acreage reporting deadline to April 24 for specialty crop producers seeking to qualify for the Assistance for Specialty Crop Farmers program.

“I think there were some capacity issues with FSA,” says Quarles. “Some FSA offices were very well staffed. Other were simply overwhelmed with the volume of growers who were coming in to talk to them. And that makes sense, because the specialty crop industry just hasn’t traditionally been set up to interact with FSA on a very intense basis that our program crop friends are because they’re constantly going in and updating their relationship with FSA, because that’s the conduit to a lot of these safety net programs.”

That was the first challenge that you had to get past as a specialty crop grower.

“These are horrible economic circumstances — not just for the program crops; we’re all in the same economic environment, and we really need to have a comprehensive solution that takes care of all of the vulnerable family farms out there so that they can live to experience the better environment that will be offered by tax reform policy and trade reforms,” says Quarles.

A Simple Call for More Aid

Agriculture has been waiting on an updated farm bill for a decade.

“We want to update those programs. That’s why we’re so supportive of what [House Agriculture Committee] Chairman [Glenn “GT”] Thompson is doing in starting that process and getting it out of the House Ag Committee … and we’re very hopeful it’s going to get to the president’s desk this year,” says Quarles.

Thompson is now advocating for $10 billion for row crop producers and $10 billion for specialty crop growers in farm aid.

But the process of getting funding to specialty crop farmers needs to be simplified, says Quarles.

“Specialty crops are so complicated,” he says. “They’re grown in so many different areas, in so many different circumstances.”

Quarles points to the USDA’s Coronavirus Food Assistance Program and the Marketing Assistance for Specialty Crops (MASC) as examples of programs that got the money out.

“We have been arguing: Don’t reinvent the wheel,” says Quarles. “Simplicity is your friend. Avoid the things that didn’t work.

“And we’re hopeful that that’s going to be how the administration solves this,” he continues. “We think that’s just kind of common sense. And we’re very hopeful that relief is going to get delivered.”

Quarles says specialty crops are in the same economic crisis as the rest of agriculture, and relief can’t come soon enough.

“If we get to the end of the year and there is no economic relief for specialty crops, a number of family farms will be going out of business,” he says.

Purple Reign: Stokes Takes Sweetpotato Market by Storm

Fri, 17 Apr 2026 04:50:49 GMT

Twenty years after Stokes Purple sweetpotatoes were first developed, they’ve taken the market by storm to become the most widely distributed U.S.-grown purple sweetpotato.

Livingston, Calif.-based A.V. Thomas Produce acquired the patented variety from a North Carolina grower around 2005.

Stokes Purple sweetpotatoes, which got their name from Stokes County, N.C., where they were first grown, weren’t the first purple sweetpotatoes A.V. Thomas tried, says Jeremy Fookes, sales director.

“It was the first purple-flesh potato that had a deep dark purple pigment that actually tasted good,” he says.

Purple pigment in sweetpotatoes has a natural bitterness to its flavor profile, Fookes says.

“Stokes Purple sweetpotatoes have that special balance of pigment to wow and appear very dark, while the sweetness is high enough to balance out the bitterness of the purple color,” he explains. “We felt that was extremely special and knew it would be something that could find a place within foodservice and retail channels.”

A.V. Thomas approached Frieda’s LLC, now based in Anaheim, Calif., in 2012 to market and distribute the product.

“Frieda’s was enthusiastic when we introduced Stokes Purples to them,” Fookes says. “It was an item that matched their signature purple color, and the president at the time simply said, ‘I want them all.’

“Frieda’s showed that they had the expertise and experience in getting new specialty produce items the proper attention they need to nurture them into a larger production item,” he adds.

Growing Stokes Purple sweetpotatoes can be a challenge, Fookes says. They typically produce smaller yields than other varieties, take longer to mature and don’t always grow as uniform in shape, and that can make harvesting and packing more difficult. But they have a unique flavor that is a natural product of California’s Central Valley.

“The region’s ideal conditions — including warm, sunny days, cool nights and soft, sandy soils — allow the crop to thrive and develop excellent internal quality,” he says. “In addition, our harvest and packing practices help ensure a cleaner appearance and consistently higher Brix levels, resulting in a sweeter, better-eating product across all varieties, including Stokes Purples.”

Consumers are drawn to Stokes Purple sweetpotatoes for several reasons.

“Their vibrant purple color stands out and remains rich even after cooking, making them visually appealing on the plate,” Fookes says. “They offer a more balanced flavor than traditional orange sweetpotatoes, with a mild sweetness and slightly nutty profile that isn’t overly sugary.”

Their firmer, denser texture also holds up well in applications like roasting, fries and salads, he says. And many consumers appreciate their perceived health benefits, since the purple color is linked to antioxidants along with fiber and vitamin C.

September to April is peak season for Stokes Purple sweetpotatoes, but A.V. Thomas has increased its planting this season with the goal of extending availability further into the storage season, Fookes says.

Besides the Stokes Purple variety, A.V. Thomas grows Ben Yagi purple sweetpotatoes as well as Murasaki, a purple-skinned Japanese type that some consider a purple sweetpotato, and about a dozen more traditional sweetpotato varieties.

Stokes Purple sweetpotatoes, grown by A.V. Thomas Produce, Livingston, Calif., and marketed by Frieda’s LLC, Anaheim, Calif., have become a consumer favorite throughout the U.S.

(Photo courtesy of Frieda’s LLC)

Purple Potato Partnership

Grower A.V. Thomas Produce and marketer Frieda’s LLC have proven to be a perfect match when it comes to fostering the growth of the Stokes Purple sweetpotato brand.

“When A.V. Thomas approached us to be the exclusive marketer and distributor of the Stokes Purple sweetpotato variety, they initially thought the purple connection between the bright purple flesh of the product and Frieda’s success with purple produce and our purple branding would be the ideal story to tell,” says Alex Jackson, Frieda’s vice president of sales and marketing.

“Once we tasted the product, saw the growing operations of A.V. Thomas and learned more about the nutritional value of the product, it became so much more than that,” she says.

Frieda’s knew the product would be a winner based on the food value potential it had for all stakeholders in the supply chain, Jackson says.

“We are thrilled with the results of this program over the last 14 years,” she adds, based on the strong breeding at North Carolina State University, the best-practice growing and seed production by A.V. Thomas and Frieda’s strength in storytelling, building consumer demand and strong retail partnerships.

“We have seen an almost 12% increase in volume sales and over a 20% increase in unit velocity from 2023 to 2025, demonstrating the increased demand from consumers in purple sweetpotatoes,” Jackson says.

Frieda’s has continued to commit to and grow the Stokes Purple program based on the internal and external quality of the product as well as the eating experience.

“In the sweetpotato world, it’s hard to develop a purple variety that has it all, and Stokes Purple checks all of the boxes,” she says. “It’s the bestselling and best-tasting variety in the U.S. and has more anthocyanins than blueberries.”

Frieda’s has developed the market in the U.S. with national and regional retailers and continues to develop programs that will bring purple-flesh, purple-skin sweetpotatoes to consumers all over the U.S., Jackson says.

Why Pluck’d is Betting Big on Virginia-Grown Tomatoes to Close the Domestic Supply Gap

Thu, 16 Apr 2026 12:37:47 GMT

Pluck’d is a new U.S.-grown tomato brand with tomatoes available in select Walmart, Weis Markets and regional retailers. Ben Alexander, CEO of Pluck’d, says he saw a strong need for consistent, high-quality tomatoes.

“If not now, then when?” Alexander says of the timing.

He says the company has worked on projects around the world on greenhouses and brings a lot of lessons to this new venture.

“We thought the U.S. was a really solid, obvious choice, partly because we felt that we could produce a really high-quality, high-flavor product that was grown in the U.S.,” he says. “Looking at the sort of macroeconomic side of things, all of the product really is coming from Mexico and Canada. And we felt, well, why on earth does America not have more domestic production?”

He says when the company started the project, it looked at the science behind tomato production, which includes weather data to help identify the optimum location.

“It just so happened to be a wonderful coincidence that Virginia, and specifically the part of Virginia we’re in, is within a day’s drive of the entire East Coast,” he says. “That’s just a happy coincidence, more than anything.”

Winnowing Down 500 Varieties

Alexander says Pluck’d is very intentional with the selection of its first three varieties: Preemos, a mid-size tomato-on-the-vine with a rich, balanced flavor and vibrant red color; Plucculents, cocktail-sized tomatoes-on-the-vine with juicy sweetness and a bright finish; and Plucklings, small, snackable tomatoes-on-the-vine with bold flavor and natural sweetness.

He says he and the R&D team likely tasted about 500 different tomatoes to choose the final three. And from there, the team conducted blind taste testing with a wide swath of consumers from diverse demographics.

“Ultimately, we unanimously ended up with the ones that we’ve chosen,” he says. “And it started with segments, and then we worked down into varieties.”

He says within this research, there was a clear consistency void the team at Pluck’d hopes to fill.

“In the research that we did, it’s clear that there’s a lack of consistency year round,” he says. “One week is good. One week it might be bad. One week is fresh. One week it’s not fresh. Why can no one just do this week in, week out?”

Alexander says the grow team has more than 200 years of experience that helps propel the goal of freshness and quality.

“We think we’ve set the foundations to consistently provide high-quality, high-flavor product that is fresh,” he says. “You can see it in the vine. It’s still thick, it’s not withered. That’s what we’re aiming for with high-quality varieties grown properly by really experienced people.

A special callout to the Virginia headquarters of Pluck’d is featured on its packaging.

(Photo courtesy of Pluck’d)

The Packaging Strategy

Packaging plays an important role for Pluck’d. The company uses natural craft packaging with a QR code, callouts to the state of Virginia and “Always Grown in the USA.” And when the packages are stacked, it forms a tomato vine.

“We’re just trying to make it fun and something that you want to pick up and try,” he says.

The company plans a marketing campaign around “Pluck’d Around and Find out.”

“We’re just trying to be exciting, interesting, but, but ultimately, what will determine our success is consistent, high quality, freshness and good flavor, and that’s it,” he says. “We want people to think ‘Pluck’d, okay, it’s grown in the U.S. That’s the idea behind ‘Always Grown in the USA’ on the package.”

Tech Meets Nature

Alexander says the Austinville, Va., site has proprietary technology. He says Pluck’d has the ultimate goal of lowering the operation’s carbon footprint. This includes the addition of a biomass boiler in the future.

“We want a consumer to be able to buy our product, and it’d be cost competitive and obviously high-quality, highly fresh, etc.,” he says. “But also, one day, have the ability to, by virtue of buying the product, take X amount of CO2 out of the atmosphere.”

He says technology plays an important role in helping the company farm intelligently. But he says that’s in concert with Mother Nature.

“We found the perfect location that enables us, as a growing entity, to sail with the tide,” he says. “Equivalently, we use nature to our advantage because we’re not fighting it every day because we found the perfect location.”

He says that comes with improved pollination with the optimum technology to produce year-round high-quality tomatoes.

“Everything that we have done has been through that prism of like agronomy and pollination and quality,” he says. “I’m pretty certain, almost 100% certain, that we’ve got the most advanced tomato greenhouse in the U.S.”

Alexander says he hopes that the Pluck’d greenhouse will be pesticide-free thanks to a sophisticated integrated pest management system. And an irrigation system with nano filters.

“A healthy plant ultimately comes from good water,” he says.

And Alexander says Pluck’d has a “Spotless” team that is hyper-focused on cleaning everything to ensure the health of the plants. And Pluck’d selected varieties that are virus-resistant, which also helps. But he says the primary focus is on quality above all.

“We’re not focusing on yields,” he says. Yield is a sort of nice benefit that comes from the correct climate location, climate internally, the correct technology and the correct operations.”

What’s Next for the Vertically Integrated Brand

Alexander says Pluck’d has had a good reception from retailers. He says the unique value proposition of Pluck’d being picked one day and in consumers’ hands the next is important.

“There are benefits to a buyer, such as it’s not seven- to 10-days old by the time you put it on the shelf, it’s arrived at their DC a day or two since it’s been cut, and then it’s there,” he says. “As a result, the shrink should be much less. The quality when the consumer buys it is significantly better, fresher, and so it lasts longer. They see less waste. There’s just, there’s better value throughout the system than just pure price.”

As far as future plans, Alexander says the first and most critical step of launching Pluck’d is to deliver on premium quality tomatoes.

“We have a scale that means that we can succeed as a vertically integrated company. We’ve set the foundations correctly, but we’re not going to look to scale too fast,” he says. “We need to get operational excellence.”

And then, from there, he says there is potential to expand in the tomato category.

“There’s a lot left to do in just tomatoes,” he says. “We can go deeper and expand further just within that category. That’s our expertise currently. You know, everyone that we’ve hired is an expert in tomatoes.”

How Chiquita is Transforming Bananas Into Pop Culture Icons

Wed, 15 Apr 2026 21:53:30 GMT

April 15 is National Banana Day and, for the third time, Chiquita is seizing the opportunity to bring its bold and colorful “Pop by Nature” campaign to Times Square — this year through an AI-powered social video experience that it says transforms the iconic New York City landmark into a larger-than-life Chiquita takeover.

As part of this year’s celebration, Chiquita is building on its long-standing use of music and storytelling, introducing a new limited-time, tropical-inspired jingle and dance challenge, inviting fans everywhere to join in. Designed to be simple, catchy and instantly recognizable, the dance features a signature Chiquita move creators and consumers alike can learn, share and remix across social platforms.

Chiquita says campaign content, including the video activation and dance challenge, will be shared on its official Instagram channel, inviting fans worldwide to view, participate and share.

To extend the celebration, Chiquita is hosting an Instagram-only promotional giveaway through April 19, offering fans ages 18 and older in the U.S. and Canada (excluding Quebec) the chance to win ceramic bowl and plate sets inspired by the Pop by Nature campaign.

The campaign speaks to the company’s aim to be about more than bananas and all about “bringing joy to everyday moments,” says Marco Volpi, chief marketing officer at Chiquita.

To learn more about Chiquita’s vision and strategy behind the Pop by Nature campaign and what it hopes to achieve, The Packer recently connected with Volpi.

Pop by Nature is now in its third year. What is the vision for the evolution of this campaign, and how do you sustain brand recognition in each campaign while ensuring each new artist collaboration — like this year’s with Jiaqi Wang — delivers a distinct freshness to the brand?

Volpi: Pop by Nature was built as a multiyear global platform designed to claim Chiquita’s place in pop culture. From Romero Britto to Sebastian Curi and now Jiaqi Wang, each collaboration transforms the banana into a bold artistic statement while maintaining the brand’s unmistakable identity.

To make the brand message even stronger, this year we decided, together with the artist, to put our brand ambassador at the center of the main campaign’s artwork. Miss Chiquita thus becomes the heart of the narrative about the brand’s origins and heritage, represented by a powerful, emotional pose in which she holds a Chiquita banana close to her chest with pride.

With the second campaign creative, we took a step further, transforming her into a true contemporary icon. Through Wang’s interpretation, she embodies the confidence, style and individuality of a modern woman. Portrayed for the first time in expressive, everyday life settings, and sometimes wearing a fashionable foulard instead of her historic fruit hat, she reflects both progression and heritage. That balance ensures freshness without losing recognizability.

Pop by Nature was built as a multi-year global platform designed to claim Chiquita’s place in pop culture, says Marco Volpi, chief marketing officer.

(Photo courtesy of Chiquita)

Chiquita says Pop by Nature has moved beyond a campaign to become a “creative journey.” How do you measure the success of the creative journey, and how does it translate to retail sales?

We call it a creative journey because it has become a distinctive and recognizable space for Chiquita globally, in pop art and culture. Success is measured by how strongly the campaign reinforces Chiquita as an icon, not just in the produce aisle, but in broader cultural conversations across markets all around the world.

From a retail perspective, that sustained brand storytelling supports premium perception and differentiation at shelf. When consumers see Chiquita as an established cultural brand with heritage and personality, that translates into loyalty and repeat purchase.

The campaign reimagines Miss Chiquita with Costa Rican heritage flair. What sentiments is the campaign seeking to evoke with consumers?

This year’s artwork highlights authenticity, heritage and pride. Miss Chiquita is portrayed holding the banana close to her chest, a gesture that symbolizes the heart of the brand. The lush, tropical landscapes draw directly from our Costa Rican roots, layering the visuals with color, movement and identity.

Miss Chiquita is portrayed with greater depth and personality, reflecting her evolution into a contemporary icon. No longer static, she appears expressive and engaged in everyday life, with the confidence and relatability of a modern woman.

The blue sticker is one of the most recognized brand assets in the world. How does the Pop by Nature edition influence the consumer’s path to purchase at the grocery shelf compared to the standard sticker?

The blue sticker has long been a seal of approval and a globally recognized brand asset. In the Pop by Nature edition, it becomes part of a broader artistic narrative. The limited-edition design signals seasonality, creativity and cultural relevance.

That visual distinction draws attention at shelf while reinforcing that Chiquita is actively investing in its brand. It strengthens both trust and differentiation within a competitive set.

Chiquita is returning to Milan Design Week. What is the strategic goal of bringing a produce brand into a high-end design space, and do you see that helping to move Chiquita from the produce aisle into the lifestyle category?

Milan Design Week reinforces Chiquita’s position as a global cultural icon. Bananas have inspired artists and designers for decades, and with Pop by Nature, Chiquita proudly claims that space in contemporary creative culture. Showing up in a global design environment signals that we are not just participating in the produce category, but in broader artistic dialogue.

The introduction of Miss Chiquita House brings the campaign to life through immersive creative experiences, transforming the artwork into a physical world that consumers and creators can step into and where art, contemporary design and pop spirit come together in a world of vibrant colors and tropical vibes. The space reflects Miss Chiquita’s transformation into a modern icon, someone who exists beyond packaging and shelf. By portraying her in dynamic, everyday contexts within a design-forward environment, we expand her presence into lifestyle and cultural space.

From its start, a key theme of the Pop by Nature campaign has been “everyday joy.” How does this creative direction align with Chiquita’s broader goal of positioning bananas as the original grab-and-go healthy snack?

Bananas are already one of the most convenient and accessible foods, enjoyed by consumer around the world. Pop by Nature builds on that familiarity by elevating the banana from everyday staple to cultural symbol. By pairing nourishment with creativity and heritage, we reinforce both the functional and emotional strength of the brand as the ideal grab-and-go healthy snack.

The campaign includes social and digital media. How are you leveraging social media platforms to engage the coveted Gen Z and Millennial shoppers?

The campaign unfolds globally across social and digital channels with artwork reveals, storytelling content and immersive moments tied to Milan Design Week. The bold, expressive visuals are designed to be highly shareable and culturally relevant, helping younger audiences across all markets see Chiquita as a brand that participates in art, design and contemporary conversation.

In the second half of March, Chiquita launched a fun and creative collection of Instagram stickers featuring Miss Chiquita in a series of animated scenes from Jiaqi Wang’s artworks. Designed to add a touch of playfulness to everyday interactions, these digital stickers will be available for all users on Instagram, encouraging fans to share Miss Chiquita’s daily moments and bring her personality and values into their own social conversations, turning her charm and lively spirit into a new way of expression on the platform.

Unprecedented Heat Pushes California Grape Harvest Toward a Record-Early Start

Wed, 15 Apr 2026 11:22:00 GMT

California’s table grape country is witnessing a historically early bloom that has the industry gearing up for harvest weeks ahead of schedule.

With temperatures consistently hovering 10 to 15 degrees above average, early spring has turned to summer, pushing the grape cycle 14 to 16 days ahead of its typical pace, Pete Hronis, senior vice president of sales and marketing for Hronis Inc., told The Packer.

One of California’s top table grape growers, Hronis Inc. farms about a dozen table grape varieties, including reds, greens, blacks and specialty varieties like candy grapes on more than 6,000 acres in Delano, Calif.

Hronis says this full assortment ensures its customers are supplied with grapes from the start of the season through the end of December.

“Normally we start harvest here around the first week of July, and now we’re on track to be probably either the week of the 15th of June or the week of the 22nd,” says Hronis. “Obviously that can change a little bit if it cools down. And if it cools down, it can push that back a little bit. But we’re so early that even if we get a little bit of cold weather, I don’t see it pushing back to our normal start time. It’s still going to be early.

“When the grapes are ready, they’re going to want to come,” he adds.

One of California’s top table grape growers, Hronis Inc. farms about a dozen table grape varieties, including reds, greens, blacks and specialty varieties like candy grapes on more than 6,000 acres in Delano, Calif.

(Photo courtesy of Hronis Inc.)

Hronis says the summerlike weather has created a phenomenon in which even some late-season varieties are outpacing the early ones.

Across the border, Mexico’s table grapes are also early.

“Mexico is just as early as we are,” he says. “The Mexico deal is going to start the first of May, instead of the middle of May or the 20th of May. So, it’s all just been moved forward.”

But Hronis says he doesn’t see an early and extended season for California and Mexico table grapes becoming the new norm.

“We’ve just had very abnormally high temperatures for California this year,” he says. “But this is really a good thing. We’ll just have that many more California grapes already harvested and through the system. So, we see it as a win for everybody.”

Ready to Promote a Moneymaker

With California table grapes coming several weeks early this year, retailers should prepare to clear shelf space and get ready to promote.

“Get ready to have some big displays,” says Hronis. “We’re going to move a lot of grapes.

“This is a good thing for retailers,” Hronis continues. “Retailers make more money on California grapes in the summer than any other item in their produce department. It’s not the most sold. The most sold are bananas, but the most money made is from grapes.”

Hronis expects the retail opportunity to promote and sell California grapes for 27 to 28 weeks, versus the usual 25 weeks, will translate to strong rings at the register.

“Having more sales days of California grapes on their shelf is a win for them, because they sell more California grapes than they do other grapes other times of the year,” he says.

The even better news for retailers and consumers alike, says Hronis, is that crop quality looks solid and the surety of supply is set.

“This is really shaping up to be a terrific season,” he says. “The size of the crop looks great with lots and lots of promotable grapes coming. So, I’m recommending to my customers, we could probably have a great Labor Day push and even a Veterans Day push.”

Your next read: California’s Cherry Season Shifts Into High Gear Weeks Ahead of Schedule

Sweetpotato Organizations Dig in With Promotional Efforts

Mon, 13 Apr 2026 23:01:34 GMT

Organizations promoting sweetpotatoes are turning to recipes, social media and retail resources to boost the category.

California Has How-To Series

Over the past year, Livingston-based California Sweetpotato Growers has incorporated a how-to series of social media recipe and cooking tip videos into its promotional mix, says Sarah Alvernaz, general manager.

Recent examples include “How to Make Great Gluten-Free Lasagna,” “How to Make Baked Goods Better” and “How to Grill Sweetpotatoes.”

“We maintain a robust program on social media, including Facebook, Instagram, Pinterest, TikTok, YouTube and LinkedIn,” she says.

The organization also has a digital advertising program and a sweetpotato newsletter.

“It is always exciting to see our product go viral in a way that is unexpected,” Alvernaz says.

For example, TikTok influencer @CourtneyCooks has created a viral surge of likes, views and recreations of her video, even making its way to daytime television, Alvernaz says.

“What is especially great about her videos is she is incorporating multiple varieties of sweetpotatoes including white and purple flesh,” she adds.

California sweetpotatoes have been designated a superfood and contain more than 80 nutrients, she says.

“We’ve created recipes that add them to salads, soups, chili and skillet dinners and comfort food favorites like mac and cheese and meatloaf,” Alvernaz says. “In shredded or pureed form, sweetpotatoes are a great way to add extra nutrition and fiber to baked goods like cookies, cakes and biscuits.”

California sweetpotatoes are special because they’re “grown in unique California sandy soils, drip irrigated to provide the perfect amount of water and are cured in the ground to produce the beautiful skin set that consumers are used to seeing from California sweetpotatoes,” she says.

“We select, plant, sort, size and pack by hand to ensure each sweetpotato meets our high standards,” she adds.

For information, visit calsweetpotatogrowers.com .

Louisiana sweetpotatoes are available year-round, but they’re in high demand, so supplies can be tight toward the end of the marketing year, says Rene Simone, director of the Baton Rouge-based Louisiana Sweet Potato Commission.

(Photo courtesy of Louisiana Sweet Potato Commission)

Louisiana Goes Social

The Baton Rouge-based Louisiana Sweet Potato Commission’s work this year is focused on reaching consumers via social media, says Rene Simon, director.

“The campaign is being met with great success with the number of followers and likes reaching new highs for the commission,” he says.

Louisiana sweetpotatoes are available year-round, but supplies usually are tight toward the end of the marketing year in the summer months, Simon says, adding that they’re in high demand because of their quality.

Louisiana farmers have been planting sweet potatoes for commercial sale since at least 1910, he says, and the commission has been helping promote those sales since 1952, when it was formed by the Louisiana Legislature.

“The experience of both, which is longer than any other state, gives Louisiana a leg up on the competition,” he adds.

Recipes and other information are available on the commission’s website — sweetpotato.org — or by following the Louisiana Sweet Potato Commission on Facebook and Instagram.

North Carolina provides ideal growing conditions for sweetpotatoes, with 90 to 120 frost-free days, fertile sandy soil and a warm, consistent climate, says CoCo Daughtry, communications specialist.

(Photo courtesy of North Carolina Sweetpotato Commission)

North Carolina Launches Initiatives

The Benson-based North Carolina Sweetpotato Commission is implementing several initiatives to strengthen consumer engagement and support retail sales, says CoCo Daughtry, communications specialist.

“In partnership with a retail consultant, we recently launched a new retail resource page on our website featuring ready-to-use merchandising solutions designed to increase shopper engagement, encourage repeat purchases and simplify in-store execution for retailers,” she says.

These tools are complemented by consumer marketing efforts and an extensive collection of recipes, she adds.

To further support retailers, the commission produced a series of training videos designed to help in-store produce teams better understand and communicate the benefits of North Carolina sweet-potatoes, equipping them with practical knowledge to better assist shoppers at the point of purchase, Daughtry says.

“Additionally, we offer retail-ready point-of-sale materials created to capture shopper attention, quickly communicate value and inspire usage beyond traditional preparations,” she says. “Each piece highlights key purchase drivers such as nutrition, versatility and ease of preparation, helping convert shopper interest into sales.”

North Carolina provides ideal growing conditions for sweetpotatoes, with 90 to 120 frost-free days, fertile sandy soil and a warm, consistent climate, Daughtry says.

“These advantages enable the state to supply 65% of the nation’s sweetpotato crop, ensuring retailers have access to reliable, high-quality product throughout the year,” she says.

More than 300 farming families support the industry, contributing to a strong, vertically integrated supply chain that includes production, packing, transportation and distribution. This network helps maintain consistent availability and dependable supply for retail partners around the world, she adds.

For information visit ncsweetpotatoes.com .

The Centennial Legacy: Duda’s Vision for the Next 100 Years

Mon, 13 Apr 2026 18:42:23 GMT

As Duda celebrates a century of operations and the grand opening of its new 29,208-square-foot corporate headquarters in Oviedo, Fla., the fifth-generation company remains one of the rare success stories in American business. With only 0.02% of family-run enterprises reaching the 100-year mark, Duda’s recent recognition as a Century Pioneer Family Farm by Florida Agriculture Commissioner Wilton Simpson highlights a legacy built on more than just time.

A Century of Roots: From 40 Acres to a National Footprint

The story of Duda began in 1909 when Andrew Duda emigrated from the Austro-Hungarian Empire to pursue a new life in America. By 1912, he had laid claim to 40 acres in the Slovak Lutheran colony of Slavia, Fla. Though the family initially struggled, their persistence culminated in 1926 when Andrew and his three sons — the “three seniors” — established the partnership of A. Duda & Sons after successfully selling their first profitable celery crop.

Over the decades, the company’s history has been defined by both expansion and innovation. In the 1940s, the “three seniors” expanded vegetable production across Florida to support the World War II effort. By the 1950s, the family’s mechanical ingenuity led to the patenting of the mule train, a mobile packinghouse that revolutionized field packing. This spirit of diversification eventually led the company into sod production, citrus and the 1989 groundbreaking of Viera, a major master-planned community in Florida’s Brevard County.

“For our family, this milestone is about more than longevity; it’s about purpose,” says Tracy Duda Chapman, chief legal and administrative officer. “Giving back has always been central to who we are, and we remain deeply committed to supporting the communities where we live and work.”

Foundations of Stewardship

While the Century Pioneer Family Farm certification officially recognizes 100 years of continuous family ownership, CEO Sammy Duda emphasizes that the designation reflects the company’s internal standards for land management.

“The designation itself is based on 100 years of continuous family ownership, but in practice, longevity like that only happens with a deep commitment to stewardship,” he says. “For us, that’s meant consistently investing in soil health, water management and responsible land use to ensure our operations remain productive and sustainable over time. Reaching a century isn’t about a single benchmark; it’s about maintaining a mindset of continual improvement and taking a long-term view of the land so it can support future generations.”

Duda recently celebrated its new 29,208-square-foot corporate headquarters in Oviedo, Fla.

(Photo courtesy of Duda)

Innovating for a New Era of Agriculture

Looking toward the next century, Duda says it is evolving its agricultural operations — particularly through Duda Farm Fresh Foods — to meet the modern pressures of resource scarcity and labor shifts. According to Sammy Duda, the future of their signature crops depends on a marriage of biology and technology.

“As we look ahead, innovation is central to how we evolve our specialty crop production,” he says. “In celery, that starts with continued investment in seed genetics to improve flavor, nutrient density and convenience for consumers, plant architecture and drought tolerance tailored to specific regions.

“We’re also investing in automation in both field harvesting and our value-added operations,” he adds. “Labor availability and water constraints will continue to shape our industry, so improving efficiency through technology is critical to maintaining a reliable, high-quality supply.”

Balancing Growth and Preservation

With 45,000 acres under management and a significant presence in Florida real estate through The Viera Co., Duda faces the unique challenge of balancing its pioneer agricultural roots with the state’s demand for development. The company maintains that its real estate ventures are an extension of its agricultural stewardship rather than a departure from it.

“Our approach has always been grounded in diversification and stewardship,” Sammy Duda says. “Agriculture remains a core pillar of our business, and we continue to invest in it to ensure it stays competitive in a very dynamic environment.

“At the same time, our approach to development — particularly through our master-planned community of Viera — has been guided by that same stewardship mindset,” he continues. “From the outset, Viera was designed to integrate natural spaces, protect wildlife and prioritize quality of life through parks, trails and conservation areas like the Viera Wilderness Park.

“By taking a long-term, master-planned approach, we’re able to support responsible growth while preserving the environmental and community values that have defined our legacy for 100 years,” he adds.

As the company settles into its new Dovera Drive headquarters, the focus remains clear: Honor the discipline of the past while leveraging innovation to create lasting value for the next generation of Floridians.

Inside Ontario’s Billion-Dollar Greenhouse Surge

Mon, 13 Apr 2026 22:18:20 GMT

From a concentrated hub in southwestern Ontario, the majority of Canada’s greenhouse growers are strategically located within a 24-hour drive of more than half the U.S. population — positioning the province, not just as a local producer, but as a year-round vegetable garden of North America.

Ontario Greenhouse Vegetable Growers represents a network of more than 170 of these growers, who specialize in tomatoes, cucumbers and peppers and contribute some $2.5 billion to the province’s gross domestic product each year. Production is spread across 4,500 acres, about 80% of which is concentrated in Kingsville and Leamington.

“In recent years, the sector has enjoyed an average annual growth rate of 7%, and projections suggest expansion could continue at roughly 5% per year until 2033, provided ongoing support from government policies and strong partnerships with local municipalities,” says Richard Lee, executive director of OGVG. “The sector’s impressive expansion has been propelled by robust demand from the U.S., driving sustained growth over the past decade.”

Ontario’s greenhouse sector — the largest concentration of greenhouse vegetable production in North America — is leveraging its scale to ensure that fresh no longer depends on the season but rather the sophistication and sustainability of the indoor farm, where producers can achieve yields up to 20 times higher per square meter than conventional farming on a significantly smaller land footprint.

The region’s strategic location is also critical to its success. Ontario currently has easy access to four major U.S. border crossings with a fifth — the Gordie Howe International Bridge — slated to open this year.

“Our members can service more than 58% of the U.S. population within a day’s drive,” Lee says. “This proximity ensures that produce reaches consumers remarkably fresh, maintaining quality from vine to table.”

But Ontario greenhouse growers’ reach extends far beyond the border. Its U.S. distribution network reaches as far south as Florida and covers most of the population east of the Mississippi River, Lee says.

And it’s not stopping there. Lee says OGVG continues to identify new opportunities for growth in the U.S., a market nearly 10 times larger than that of Canada.

“A notable example is the ‘Tennessee Tested, Summertime Approved’ campaign, which significantly raised awareness and boosted consumption in new markets,” he says. “Building on this momentum, efforts are now directed toward underserved areas like Missouri.”

Future-Proofing Highly Perishable Produce

With over 85% of Ontario’s greenhouse produce headed to the U.S., recent tariff and trade barriers, as well as the upcoming United States-Mexico-Canada Agreement’s first six-year review on July 1, have created uncertainty for North American produce buyers and sellers.

“OGVG recognizes that proactively safeguarding operations against possible trade barriers or changes in cross-border policy is essential,” Lee says. “Yet, the highly perishable nature of our products significantly narrows the scope of feasible mitigation strategies.

“For instance, seeking alternate export markets is neither realistic nor commercially viable,” he continues. “The short shelf life, strict handling standards and intense time sensitivity all limit how far our produce can travel before its quality or marketability is compromised.”

As a result, says Lee, OGVG operators face distinct challenges and competitive disadvantages, making meaningful market substitution impractical.

“In light of these realities, OGVG maintains that building resilience is best accomplished by fortifying stability and efficiency within our established primary trade corridors, rather than attempting to diversify into markets that remain structurally out of reach,” he says. “This strategy emphasizes proactive engagement with regulators and trading partners to anticipate policy shifts, ensure predictable border operations and minimize disruptions.”

Lee says OGVG’s approach also includes ongoing efforts to boost operational efficiency and reduce delays at export points, alongside risk-management strategies within current markets to enhance commercial certainty.

“Ultimately, for commodities as perishable as those produced by OGVG, adapting to trade disruptions is less about exploring new markets and more about deepening certainty, efficiency and collaboration within existing cross-border relationships,” he says. “By focusing on these priorities, we are better equipped to maintain stability and thrive despite the challenges posed by evolving trade landscapes.”

As to USMCA, Lee says OGVG is “cautiously optimistic” the agreement will be renewed without additional challenges to food access or affordability.

“Our partnership with the U.S. is vital. We depend on each other for a diverse array of commodities, each country contributing what it grows best,” he says. “In particular, we rely on imports of products that are not commercially viable in Canada due to our climate, highlighting the importance of maintaining a balanced and mutually supportive trade relationship. This collaboration not only strengthens our food systems but also reinforces the economic ties that benefit both nations.”

“Our members can service more than 58% of the U.S. population within a day’s drive. This proximity ensures that produce reaches consumers remarkably fresh, maintaining quality from vine to table,” says Richard Lee, executive director of Ontario Greenhouse Vegetable Growers.

(Photo courtesy of Ontario Greenhouse Vegetable Growers)

Rising Input Costs

Input costs continue to make headlines with both greenhouse and field growers feeling the pinch.

“Greenhouse vegetable growers face significantly higher fixed and variable input costs, with energy and labor dominating their cost structure,” says Lee, who notes that heating, electricity — especially for lighting and climate control — and carbon‑related charges are major expenses in Ontario’s year‑round greenhouse operations.

“Electricity consumption alone has grown sharply as growers expand production and adopt supplemental lighting for consistent output and displacing our reliance on imported produce during the winter months,” he says.

Unlike seasonal field-grown labor, the year-round growing model of greenhouses means labor costs are also proportionately higher, he says.

“In addition, greenhouse growers carry substantial capital costs tied to infrastructure, environmental control systems, automation and technology upgrades, which leaves them more exposed to interest rate fluctuations and financing costs than field growers,” Lee says.

Lee says greenhouse growers are addressing rising costs and the need for greater sustainability by making substantial investments in energy efficiency, automation and advanced technology. Upgrades such as modern lighting systems, energy-saving climate controls and data-driven production optimization are being widely adopted, he says.

Additionally, many growers are focusing on expanding their operational scale and maximizing yields to spread fixed costs across greater output, says Lee.

“[It’s] a strategy that has fueled ongoing growth within the sector despite persistent economic challenges,” he says.

The Role of AI

Artificial intelligence continues to reshape how food is grown. For greenhouse growers, many of whom already have access to millions of operational data points, AI is evolving into a critical tool for everything from optimizing energy and labor efficiency to risk management.

“AI’s most immediate role is in operational efficiency and decision support,” Lee says. “Greenhouse production already generates large volumes of data through climate controls, sensors, lighting systems, irrigation and crop monitoring. AI allows growers to integrate and interpret that data more effectively, identifying patterns and optimizing decisions around temperature, humidity, lighting intensity, water use and nutrient delivery.

“In a cost environment where energy and inputs represent a significant share of operating expenses, even incremental efficiency gains can have meaningful impacts on profitability,” he adds.

From a concentrated hub in southwestern Ontario, the majority of Canada’s greenhouse growers are strategically located within a 24-hour drive of more than half the U.S. population.

(Photo courtesy of Ontario Greenhouse Vegetable Growers)

Lee sees AI also playing a growing role in labor optimization, which as growers face persistent labor shortages and rising wage pressures, has become increasingly important.

“Tools that support automated crop monitoring, predictive maintenance, harvesting assistance and workflow scheduling help reduce reliance on manual processes and allow labor to be deployed more strategically,” Lee says. “Rather than replacing workers, AI is increasingly about making existing labor more productive and resilient.”

AI-driven forecasting in risk management and planning, whether it’s to support better yield predictions or identify early signs of disease, is another area where this technology is helping to improve greenhouse operations.

But OGVG also emphasizes that AI adoption is not a “silver bullet” or without limitations.

“For this reason, OGVG views AI as part of a broader toolkit rather than a standalone solution,” Lee says. “Its importance lies in how it complements grower expertise, supports efficiency and enhances resilience over time.”

Navigating Uncertainty

Last year was marked by economic turbulence for many farmers. Lee says OGVG supports its members through economic uncertainty in a number of ways that, together, aim to improve access to information, strengthen connections and ensure growers have both the insight and the voice needed to navigate today’s economic pressures and plan for what comes next.

OGVG’s key support initiatives include:

Real-time educational resources
- Providing regular briefings, webinars and written updates on critical issues like energy pricing, labor policy and carbon costs.
- Translating complex market and regulatory developments into practical implications for greenhouse growers.
Data sharing and sector benchmarking
- Interpreting sector-level data regarding production costs, energy demand and labor availability.
- Helping growers identify emerging risks and operational efficiencies by comparing their performance against broader sector trends.
Peer learning and networking
- Facilitating forums where growers can share best practices and lessons learned.
- Encouraging peer-to-peer exchange on technical issues such as pest management, automation investments and cash flow management.
Government and policy advocacy
- Acting as a bridge between policymakers and greenhouse operators to ensure real-world impacts are considered in regulation.
- Providing a two-way communication channel that keeps growers informed of upcoming changes while giving them a voice in the outcome.
Long-term resilience planning
- Assisting growers in evaluating capital investments and understanding their risk exposure.
- Focus on technologies that improve efficiency and reduce the intensity of inputs (like energy and labor) to secure future profitability.

Innovation and Automation

While innovation has long been central to Ontario’s greenhouse operations, Lee sees it becoming even more tightly integrated into day‑to‑day operations in the coming years.

“The next phase of greenhouse innovation is less about single, breakthrough technologies and more about the convergence of automation, data and biology to improve consistency, manage cost pressures and reduce operational risk in a highly competitive North American marketplace,” Lee says.

Automation and innovation that reduce manual tasks and address labor shortages will be of particular importance.

“Over the next several years, more operations are expected to adopt automated or semi‑automated systems for harvesting, pruning, crop scouting and material handling,” he says.

Energy and sustainability also will continue to be a major focus of innovation in Ontario, says Lee, who expects to see growers deepening investments in energy efficiency, electrification, waste‑heat recovery and circular systems that lower per‑unit production costs while aligning with evolving environmental expectations.

“Innovation in this area will not only be technological but also operational, as growers refine how energy systems interact with crop cycles, lighting strategies and production planning,” he says. “The goal is greater control and predictability in operating costs, rather than simply reduced consumption.”

Biological innovation that supports stronger, more resilient crops will also play an important role, says Lee.

“Ultimately, greenhouse innovation in Ontario over the next three to five years will be defined by its ability to solve real‑world pressures: labor constraints, rising input costs, market volatility and increasing expectations around sustainability and reliability,” he says. “Automation in harvesting and crop work, integrated AI‑driven systems and energy‑smart production models will not just enhance efficiency, they will increasingly be prerequisites for maintaining competitiveness, ensuring resilience and keeping Ontario’s greenhouse sector firmly positioned as a leader in North American fresh vegetable production.”

A Model to Watch

While certain challenges including rising input costs, labor shortages and wage costs, pest and disease pressures, and geopolitical uncertainty have impacted all of farming — whether inside or outdoors — controlled environment agriculture has its own unique challenges to confront. Specifically, energy costs are the largest line item for Ontario greenhouse growers, particularly during winter months.

But despite these challenges, Ontario has emerged as a world-class hub of greenhouse growing. What’s the secret to this success?

“What truly sets Ontario growers apart is their forward-thinking mindset: they readily adopt state-of-the-art technologies, aim to forge strong partnerships within their communities, and adapt swiftly to shifting market dynamics,” says Lee.

Education is also the cornerstone of their approach, he says.

“Ontario growers invest heavily in learning and advanced cultivation techniques, ensuring their crops consistently meet high standards for quality while maintaining sustainable practices,” Lee says. “Ultimately, their recipe for success blends teamwork, adaptability and visionary strategies — a combination that enables them to thrive in the ever-evolving landscape of greenhouse agriculture.”

Dole Celebrates 125 Year Legacy

Fri, 10 Apr 2026 15:03:18 GMT

Dole Food Company is celebrating its 125th Pineapple Crowning Anniversary in 2026, marking a major milestone since James Drummond Dole planted his first crops in Hawaii back in 1901. This year-long celebration honors a legacy that transformed the pineapple from an obscure, exotic delicacy into a globally recognized symbol of hospitality and the spirit of aloha. From its main office in Charlotte to the fields of Oahu, Dole is commemorating over a century of innovation with a full slate of special events, recipes and community partnerships.

A Legacy of Innovation and Accessibility

The anniversary serves as a tribute to the pioneering mindset that transformed the industry. Bil Goldfield, director of corporate communications for Dole Food Company Inc., says of the enduring impact of the company’s founder:

“James Dole believed pineapples deserved a place on tables far beyond Hawaii, and 125 years later that vision still guides us. What started as one farm in Oahu has grown into a global connection point for people, cultures and communities through something as simple and joyful as a pineapple.”

According to Goldfield, the Dole 125^th Pineapple Crowning Anniversary will also remind the public about the countless ways that Dole has helped shape a brighter future for the pineapple and produce industry, consumers and the planet since 1901 — ranging from the building of infrastructures and other important social support in communities for pineapple workers to advances in innovation and research for conventional and organic farming and The Dole Way , the company’s three-pronged global sustainability initiative.

“As the global pineapple and produce industry has grown because of Dole, so too has our obligation to lead in the protection of people, food and nature for future generations,” he says. “Our programs in water management, climate change, waste reduction, employee social equity and health and nutrition are helping to ensure another 125 years of Dole Pineapples and a happy, healthy global fanbase.”

Award-Winning Flavor: The Colada Royale

Central to the 2026 celebrations is the success of the Dole Colada Royale Pineapple, which was recently named the 2026 Best New Product for Fresh Fruit in a national survey of 10,000 American consumers. Naturally bred over 15 years at Dole’s oldest farm in Honduras, this groundbreaking variety offers distinct notes of coconut and contains two and a half times more vitamin B per serving than standard varieties.

The Colada Royale was the only fresh produce item honored in the 2026 BrandSpark International and Newsweek Awards, quickly becoming one of the most successful launches in the company’s history.

A Year of “Pineapple Fun”

Dole is inviting fans to participate in the festivities through a full slate of interactive experiences, digital content and community events. Highlights of the anniversary campaign include:

International Pineapple Day (June 27): A major celebration featuring blood donation events with the American Red Cross, extending the fruit’s association with community and hospitality.
Digital Engagement: A series of free downloads, including 125th Anniversary Royal Chef’s Hats, recipe books and personalized “Crowning Achievement” certificates.
Social Showcases: The “Crown to Core 2026” series on Facebook and Instagram, sharing actionable tips and pineapple tricks throughout the year.
Retail Activations: Commemorative anniversary tags on millions of Dole Royal Hawaiian Pineapples and dedicated in-store displays across North America.

Reflecting on the campaign’s goals, Goldfield added: “We’ve spent 125 years making pineapple more accessible, and this campaign continues in that spirit. Whether it’s through recipes, digital experiences or sharing inspirations and moments with Dole Pineapples, we want people to engage with the fruit in ways that feel personal, creative and fun.”

To mark its origins, Dole will launch commemorative Dole 125^th Pineapple Crowning Anniversary tags on millions of Dole Royal HawaiianPineapples across the islands. The company is working with retailers throughout North America to bring the Dole 125^th Pineapple Crowning Anniversary to shoppers through options such as dedicated display signage, point-of-purchase materials and other in-store activations.

For recipes, event calendars and more information on the Dole 125th Pineapple Crowning Anniversary, visit dole.com/125 .

Year-Round Sales Growth Continues for Sweetpotatoes

Wed, 08 Apr 2026 22:21:04 GMT

The fall and winter holidays are still the most popular occasions for sweetpotatoes, but sales continue to build throughout the year as more consumers discover their flavor, nutrition value and versatility, grower-shippers say.

“Demand increases significantly as consumers prepare for holiday meals, with Thanksgiving and Christmas being the peak movement periods for the category,” says Robin Narron, marketing director for Nash Produce, Nashville, N.C.

However, sales tend to be steadier, though slightly lower, during the spring and summer months, she says.

“We’ve also seen retailers successfully promote sweet potatoes in the spring and summer through grilling recipes, lighter meal options and health-focused merchandising, which helps maintain strong movement outside of the traditional holiday window,” Narron says.

January and February sweetpotato sales have been good this year for Vick Family Farms, says Charlotte Vick, a partner in the company.

“I feel it is a combination of excellent quality, good partnerships, increased influencer relationships, consumer awareness of the benefits of sweetpotatoes included in their diet and excellent marketing efforts from the North Carolina Sweetpotato Commission,” she says.

January also was particularly strong after the holiday sales period this year for Matthews Ridgeview Farms, Wynne, Ark., says Jaylie Lourens, who handles sales and marketing.

Those strong sales carried well into February, she adds.

“Summer sales used to be slower, but we have seen steady growth each year and demand during the warmer months continues to trend upward,” Lourens says.

Sweetpotato sales are no longer seasonal, agrees Jeremy Fookes, director of sales for A.V. Thomas Produce, Livingston, Calif.

“Year-round business has been a trend that has continued,” he says.

Fookes says sweetpotatoes have “solidified their spot” in the produce department as consumers’ knowledge of the category has expanded to a large extent through social media posts, government promotional support and more healthful options from restaurants.

Two Produce Powerhouses Seek to Reinvent the Mango Category

Wed, 08 Apr 2026 22:04:20 GMT

In a move aimed at reshaping the global mango landscape, fruit genetics company Sun World International and avocado supplier Mission Produce have joined forces to tackle the category’s long-standing consistency issues through a major new variety development collaboration.

Sun World International, a global leader in fruit genetics and variety licensing, and Mission Produce, a world leader in sourcing, producing and distributing fresh hass avocados, have announced a collaboration to explore opportunities in the mango category, with a shared focus on identifying innovative, commercially viable varieties that benefit growers, retailers and consumers.

Despite strong and growing global demand, the mango category has long been defined by inconsistent eating quality and limited variety differentiation, according to a news release. This limited variety differentiation is a gap that Sun World and Mission Produce have been independently working to close.

The companies say their collaboration unites Sun World’s decades of experience in plant breeding, global evaluation and variety commercialization with Mission Produce’s supply chain expertise, grower relationships and market reach across key production regions, including Mexico, Brazil, Peru and beyond.

“Mangoes are a category full of potential, and most people in the industry know there’s a real opportunity to innovate to bring a great eating experience every time,” says Bernardo Calvo, president and CEO of Sun World International. “As we continue to build our mango portfolio — from our earliest commercial introductions through late-season selections — we see real value in working alongside partners like Mission. What drew us to them is that they get it — they aren’t afraid to innovate boldly. Both of our organizations care about quality, think long-term and are willing to explore what’s next to lift the entire category. That’s the kind of partner we want to be building with.”

Sun World says its mango program represents one of the most significant investments in mango variety development in the industry today. Following its acquisition of the world’s largest mango breeding program through the Biogold transaction, Sun World has rapidly expanded its pipeline and commercial offerings.

The company now has three commercial mango varieties available for licensing, including Kankun, acquired in 2023 as an early-season variety. Kankun has nine advanced selections currently undergoing evaluation across international growing regions, and nearly 600 new potential varieties in early-stage assessment, targeting an extended window harvest.

Officially launched at Fruit Logistica earlier this year, Sun World’s mango program is designed to give growers access to differentiated, proprietary genetics with the agronomic performance and market demand needed to delight consumers and build a sustainable, profitable business.

Mission Produce brings expertise in mango sourcing, ripening and distribution — leveraging the same vertically integrated infrastructure that has made the company a category leader in avocados to elevate the mango category, the release says. Mission Produce has invested significantly in mango category development in recent years, including targeted retail programs designed to grow household penetration and consumer trust.

“We see a significant opportunity to grow the mango category by delivering a more consistent, premium eating experience to consumers around the world,” says John Pawlowski, president and chief operating officer of Mission Produce. “This collaboration builds on the strong foundation we’ve established in mangos and brings together Sun World’s leadership in variety innovation with Mission’s global sourcing, vertical integration and ripening expertise. Together, we can accelerate progress toward a more reliable, high-quality experience for consumers.”

The companies say the collaboration represents a shared intent to explore which varieties, production regions and market opportunities may offer the greatest commercial potential for growers and retailers alike.

“From our vertically integrated farms in Peru to our broader year-round sourcing network, and through to our advanced ripening capabilities at retail, every step plays a role in delivering the World’s Finest Mangoes,” says Keith Barnard, senior vice president of global sourcing at Mission Produce. “That commitment to quality and consistency starts at the source and carries through the entire supply chain. When we deliver on that promise, it drives stronger retail performance, builds consumer trust, and ultimately fuels long-term growth for the category.”

For growers, the collaboration signals an opportunity to access and trial a new generation of proprietary mango varieties designed to deliver superior eating quality, broader market appeal and stronger returns, say the companies.

Both Sun World and Mission Produce see production regions across Latin America as central to that vision, with opportunities for expanded collaboration as new varieties move through the commercial pipeline.

Growers interested in learning more about trialing, evaluating or producing Sun World mango varieties can visit the company’s website .

How Little Leaf Farms Mastered the Disciplined Model for Indoor Ag Dominance

Tue, 07 Apr 2026 22:08:05 GMT

For Paul Sellew, founder and CEO of Little Leaf Farms, innovation isn’t about chasing the next tech play. It’s about something far more grounded: building a better system. While some in the indoor farming space have prioritized rapid growth, Sellew has steered Little Leaf toward a more disciplined model, proving the key to a sustainable food future lies in perfecting the fundamentals of how we grow, harvest and distribute every little leaf.

Discipline is critical in the indoor ag space, which has grappled with challenges from high energy costs to difficulty scaling to pests to intense market competition. All the while, Little Leaf Farms has quietly built a revolution to become North America’s top producer of indoor-grown lettuce.

The Devens, Mass.-based greenhouse grower seems to have cracked the code on scaling sustainability — earning a spot on Fast Company’s 2026 World’s Most Innovative Companies list and capturing over 50% of the indoor leafy green market in the process.

“We believe that innovation isn’t about chasing technology for its own sake,” Sellew says. “Rather, it’s about building a better system for growing and delivering fresh food. From the beginning, we’ve focused on fulfilling the original promise of controlled environment agriculture: fresher, more sustainable greens produced with consistency and strong unit economics.

“That means integrating advanced greenhouse technology with a disciplined operating model,” Sellew continues. “We’ve taken a continuous improvement approach to the fundamentals — how we grow, harvest and distribute — and have been constantly refining the system as we scale. In a category where others prioritized speed, we’ve stayed focused on building a model that works and keeps getting better over time.”

Sellew says the approach has enabled Little Leaf to expand into new markets, introduce new products and grow its footprint in a way that’s both sustainable and profitable.

Doing More With Less

Indoor ag operates in a dynamic macroeconomic environment, where cost pressures and efficiency matter more than ever.

For Paul Sellew, founder and CEO of Little Leaf Farms, innovation isn’t about chasing the next tech play. It’s about something far more grounded: building a better system.

(Photo courtesy of Little Leaf Farms)

“That’s reinforced our focus on disciplined execution — continuing to improve yields, reduce waste and optimize our supply chain so we can deliver high-quality greens at a competitive price,” Sellew says.

Through its controlled environment model, Little Leaf Farms says it uses 90% less water than traditional farming, eliminates chemical runoff and produces up to 30 times the yield of field-grown lettuce.

And given the fresh produce industry’s highly competitive fight for share of stomach, product innovation is another important driver of growth for Little Leaf Farms.

“Our introduction of teen leaf romaine, something that hadn’t been commercially grown in a greenhouse before, is a good example of how we’re expanding what’s possible in CEA,” he says.

Extending an Empire of Fresh

Since its founding in 2015, Little Leaf Farms has set out to redefine the packaged salad category through its year-round greenhouse model that harvests daily and delivers to grocers in as little as 24 hours.

It’s a business model that has Little Leaf Farms driving change versus adapting to it.

“We’re fundamentally changing expectations around fresh produce. For decades, leafy greens have been impacted by weather, long transit times and food safety concerns — all of which can lead to inconsistent quality and shelf life,” Sellew says. “By growing year-round in a controlled environment and delivering to stores within 24 hours of harvest, we’ve shown there’s a better way, where freshness, safety and reliability become the standard, not the exception.”

At the same time, Sellew says Little Leaf is laser focused on adapting to how the market is evolving.

(Photo courtesy of Little Leaf Farms)

“Consumer expectations are shifting toward fresher, longer-lasting products and increasingly toward online grocery shopping, where consistency and shelf life matter even more,” he says. “Our model is well-suited to meet those needs, and we continue to refine how we package, distribute and position our products to align with those behaviors.”

To support this business strategy, the greenhouse grower has advanced its expansion plans in the past year with a new 215-acre site in Manchester, Tenn., initially slated for 40 acres of greenhouse space with an option to grow to 80 acres. The company also broadened its footprint with an additional greenhouse at its McAdoo, Pa., campus and introduced a new product innovation: Romaine Leaf Lettuce.

Expanding operations to additional sites has helped Little Leaf Farms bring fresh greens closer to more consumers across the Midwest, Southeast and Southwest, while further flexing its scalability muscles.

“One of the biggest lessons from McAdoo is the importance of building systems that scale without sacrificing consistency,” Sellew says. “Our experience successfully designing and operating four 10-acre greenhouses in Pennsylvania has given us both the confidence and the operational foundation to take the next step with our first 20-acre facility in Tennessee. We’re applying those learnings from day one, from greenhouse design and automation to workflow optimization.

“Just as important is our approach to building teams,” he continues. “With each new greenhouse, we carry forward key learnings by transferring experienced leaders from existing facilities while also hiring and developing local talent. That combination helps us maintain our standards while building strong, regionally rooted teams.”

Sellew says the goal is to replicate what works and continue to improve it, so the company scales in a way that stays true to the model it has built.

Expansion also helps Little Leaf deliver on its 24- to 36-hour harvest-to-shelf promise.

“Proximity is a big part of our strategy,” Sellew says. “By building greenhouses closer to the regions we serve, we’re able to maintain that freshness standard even as we grow.

“We continue to invest in logistics, forecasting and supply chain coordination to ensure we’re moving product as efficiently as possible,” he continues. “It’s less about any single breakthrough and more about tightly integrating operations from greenhouse to shelf so the system works seamlessly at scale.”

An Eye to Future Growth

Sellew says making Fast Company’s list of the World’s Most Innovative Companies of 2026 underscores what innovation in agriculture can achieve. But how does a company like Little Leaf sustain the No. 1 spot as the largest indoor leafy greens producer in North America, while continuing to innovate and expand?

“Growing remains at the core of everything we do,” Sellew says. “If we continue to improve how we grow, I believe that market leadership follows from that.

“Innovation for us is continuous,” he adds. “It shows up in new varieties, operational improvements and how we scale into new regions without compromising quality. We’re also exploring new product offerings that feature our leafy greens, creating more ways for consumers to experience the brand. The goal isn’t just to grow bigger — it’s to raise the bar as we grow.”

Moving forward, Sellew sees significant opportunity to expand both geographically and within households.

“Over the next several years, our focus is on thoughtful scaling — adding capacity, strengthening retail partnerships and continuing to grow the category overall,” he says. “We’re always working toward our long-term ambition: to become the No. 1 lettuce brand in the country. We believe controlled environment agriculture will play a much larger role in the U.S. food system, and we intend to lead that shift.”

Meet the Produce Exec Behind One of Canada’s Top Women-Led Companies

Mon, 06 Apr 2026 20:31:21 GMT

Equifruit is proving that responsible sourcing and paying farmers fairly can translate to category growth in the banana aisle. For the second year in a row, the Montreal-based, Fairtrade International-certified business has secured a spot on The Globe and Mail’s list of Canada’s Top Growing Women-Led Companies , landing at No. 21 and signaling a major shift in how North American retailers approach the price-sensitive banana category.

Launched in 2025, The Globe and Mail ranking recognizes women-led businesses demonstrating strong, sustained revenue growth. As a Certified B Corp operating across North America, Equifruit says it integrates fair trade standards in its commercial strategy while expanding its footprint in one of the most competitive categories in fresh produce.

Since 2019, The Globe and Mail has also ranked the top growing companies in Canada — a larger list of 400 companies versus the women-led list of 44 companies — on which Equifruit has also nabbed a spot for the past four years.

“On the one hand, it’s always lovely to get recognition, and on the other, I think it’s a bit of a learning moment to think about what a comparatively small number of companies are women led and to reflect on the challenges that must be facing female entrepreneurs for there to be so few of us,” says Jennie Coleman, president and co-owner of Equifruit. “I’m proud to be part of the few. I would just love to see more.

“I think women still face all kinds of barriers,” Coleman continues. “These are not necessarily barriers that I faced, but in access to capital, in mentorship opportunities, in being in a room where your voice is heard and accepted and encouraged — that’s a big one, and that’s the one I feel is most constraining.”

Tariffs Make for a Tough Year

As The Globe and Mail’s top companies recognitions are based on the past three years of consecutive growth, Equifruit’s place on both lists is all the more meaningful given the company’s 2025 tariff woes .

“Last year was a tough year for Equifruit,” Coleman says. “I think it was a tough year for everybody, but the tariffs were challenging and our sales were more or less flat.”

For Equifruit, which imports its fair trade bananas from Ecuador, Peru, Colombia and Mexico, the April 5 baseline tariff of 10% the Trump administration imposed on nearly all countries slowed the momentum it had been building in the category for the last 20 years.

“You start to feel that you’re never going to make another sale, unless we do more of this advocacy that makes grocery decision-makers aware of the problem Equifruit is trying to solve with fair trade bananas,” she says.

Those tariffs were lifted in early November but not before the grocery industry learned a key lesson: bananas — a longtime loss leader — can command a higher price that consumers won’t hesitate to buy.

“Banana prices can rise, as we saw through tariffs, and the sun will still come up and people will still purchase them,” says Coleman, who notes
Equifruit has made some important gains at retail in a post-tariff North American trading landscape.

Growth at Retail

Equifruit’s expansion has been supported by retail partnerships across Canada and the U.S. Most recently, the company announced a new partnership with Canada’s Pattison Food Group , further strengthening its national presence.

Coleman says Equifruit’s growth is testament to retailers investing in “future-proofing their supply chains” with a women-owned, fair trade banana brand.

Its organic banana programs with Costco Wholesale Canada and Walmart Canada continue to grow, which Coleman says underscores retailer confidence in fair trade bananas as a values-driven offering in the produce aisle.

Advocating for Responsible Business

By connecting North American retailers and consumers with Fairtrade International-certified bananas, Equifruit says it contributes to a system designed to support farmers and workers as well as more equitable participation and leadership in agriculture.

To date, Equifruit has delivered over $5.5 million in fair trade premiums to Fairtrade International-certified banana growers and their communities.
Equifruit says these funds are democratically managed by the growers and invested in locally determined priorities such as education, health care, infrastructure and initiatives that advance gender equity and worker protections.

Women in Produce

Coleman sees The Globe and Mail Top Women-Led Companies list as an important recognition but thinks there’s still room for more women to lead in produce and other industries.

“I think the fact that The Globe and Mail has made this subset of women-led companies is a great start, because I think it offers role models for younger people,” she says.

The fair trade banana exec and her husband, Hugues Jacquin, who joined Equifruit as general manager last year, are both serving as role models. And Coleman says while she lacked a wealth of examples of women leading businesses in her childhood, she’s confident that won’t be the case for her children’s generation.

“I know it’s different for my kids, and I hope it’s different for all younger women,” she says. “They see you can have this cool, growing business that’s led by your mom. And you know, in our case, dad happens to have joined the company, but he’s joined mommy’s company. We just need these examples to be held up.”

Your next read:

Everything’s Bigger in the Tex-Mex Corridor With Viva Fresh

Tue, 31 Mar 2026 12:00:31 GMT

The Viva Fresh Expo heads to San Antonio this year, set for April 16-18 at the JW Marriott San Antonio Hill Country Resort & Spa. Hosted by the Texas International Produce Association, the show focuses on the Tex-Mex Corridor — a point that exhibitors say makes the event stand out.

“It gives growers, retailers, distributors and partners a chance to connect in one central place but in an approachable and relationship-focused setting,” says Jessica Soare, assistant vice president of marketing with Cox Farms. “Viva Fresh was created to spotlight the importance of the Tex-Mex produce corridor and the connections that drive it, and you feel that the moment you walk the show floor.”

Soare says the show packs a punch with its product highlights while fostering an environment that builds conversations and partnerships.

“It truly lives up to its reputation of being the biggest little show, as you get the impact of a major industry event with the personal connections of a much smaller one,” she says.

It’s the camaraderie and community that sets Viva Fresh apart, says Priscilla Diaz, sales representative with EXP Group.

“This is our region, and while many of us may work just miles apart, this event brings everyone together under one roof,” she says. “It’s the perfect opportunity to reconnect with industry friends and strengthen the relationships and partnerships that help drive our region forward.”

Helen Aquino, vice president of innovation for Village Fresh Greenhouse Grown, says that while it might be the biggest little show, Viva Fresh brings the big Texas energy.

“In true Texas fashion, everything feels big: the relationships, the opportunities and the conversations,” she says. “It’s a show where meaningful connections happen and where Texas-grown produce really takes center stage.”

Alan Aguirre Camou, chief marketing officer of Divine Flavor, says Viva Fresh highlights the critical role Texas plays in the Tex-Mex Corridor.

“As a main port of entry for the U.S., this region is the heartbeat of our supply chain, and Viva is the perfect place to connect deeply with the partners who keep that heart beating,” he says.

Juliemar Rosado, director of retail and international marketing with the National Watermelon Board, says she also enjoys the focus that Viva Fresh puts on the role fresh produce plays in healthy eating.

“One thing I like about this show is the Clean Eating Challenge,” she says. “It is amazing seeing such strong support with that program and hearing all the success stories from each person.”

What You’ll See on the Trade Show Floor

Cox Farms — Booth No. 214

Cox Farms plans to showcase multiple greenhouse-grown offerings from BrightFarms and Mucci Farms.

“Texas-grown greens will be a key focus for BrightFarms at this year’s expo,” Soare says. “Grown at an 8-acre greenhouse in Lorena, Texas, BrightFarms lettuce can be harvested and delivered to local retailers in as little as 24 hours.”

Soare says this is part of its Go Texan program, which promotes local agriculture.

Cox Farms also plans to showcase BrightFarms’ Asian Sesame Crunch Kit, which is the newest addition to the company’s Crunch Kit lineup. The Asian Sesame Crunch Kit comes with crunchy green leaf lettuce, roasted edamame, crispy carrots, chow mein noodles and a sweet-and-savory Asian dressing.

Mucci Farms intends to highlight its Seedless Mini Peppers, which offer a convenient, no-prep snacking option for consumers. Mucci Farms will also showcase the newest addition to its tomato lineup with the refreshed Cherto cherry tomatoes on the vine, known for their vibrant colors and improved flavor profile, Soare says.

EXP Group — Booth No. 318

Tropicals and specialty produce will be the highlight of EXP Group’s booth. This includes hot peppers, papayas, mangoes, coconuts and other exotic fruits.

Jesus Cavazos, vice president of Texas operations for EXP Group, says the company will also debut its Rosita brand ready-to-drink coconut, delivering the naturally sweet taste of fresh coconut in a convenient, ready-to-enjoy format.

“As demand for authentic tropical flavors continues to grow across the region, products like this help retailers meet consumer interest in fresh, culturally familiar produce while offering something unique and memorable,” Cavazos says.

Pure Flavor — Booth No. 800

Greenhouse tomatoes with vibrant colors, rich flavor and versatility will be the highlight at Pure Flavor’s booth. These include Cherry Picked tomatoes, a premium medley for snacking or entertaining; Rocco Reds, a classic “Chef’s Tomato” with a firm, meaty texture and bold, traditional flavor; and Cloud9 tomatoes, which offer striking color and naturally sweet taste.

“Each of these tomatoes is grown with careful attention to quality and consistency, meeting the expectations of Southwest shoppers who seek bold flavor, convenience and reliability,” says Alania Wilkins, key account manager for Pure Flavor. “By producing close to market in controlled greenhouse environments, Pure Flavor ensures year-round availability, giving retailers produce that enhances meals, sparks creativity in the kitchen and encourages repeat purchases.”

Oppy — Booth No. 1008

Oppy plans to showcase a wide variety of its year-round offerings. This includes avocados, berries, grapes, limes and more.

“Viva Fresh is a great opportunity to highlight the diversity of our year-round offerings and the strength of our grower network,” says Jim Leach, director of foodservice and Southwest sales. “Many of these products enter the U.S. just about 3.5 hours south of the show, so it’s also a chance to talk about the logistics advantages and freshness we can deliver to customers in this region.”

Divine Flavor — Booth No. 1100

Divine Flavor is set to highlight its vegetable commodities. These include colored bell peppers, mini peppers, roma, beefsteak and Magnifico grape tomatoes, and long English and Persian cucumbers.

Camou says Divine Flavor will also discuss the expansion of its McAllen, Texas, warehouse in April.

“While we have successfully run our Jalisco (Mexico) grape program through this hub, we are now integrating our full vegetable lineup into the McAllen operation,” he says. “This strategic move significantly streamlines our logistics, ensuring faster, fresher delivery to our partners throughout Texas and the Midwest.”

National Watermelon Board — Booth No. 213

Expect sampling of watermelon-based recipes at the National Watermelon Board’s booth, says Rosado.

“Showcasing watermelon’s flavor dynamic in addition to health and value,” she says. “Tasting is believing after all.”

The National Watermelon Board will also offer educational resources and will promote its national retail merchandising contest, which runs from June to August and will mark its 18th year.

Village Fresh Greenhouse Grown — Booth No. 903

Texas-grown greenhouse tomatoes in full production will be the highlight of Village Fresh Greenhouse Grown’s booth. This includes its Trio red, yellow and orange mini San Marzano tomatoes on the vine and its Sinfully Sweet Campari and Heavenly Villagio Marzano tomatoes.

“These varieties continue to resonate with customers looking for tomatoes that deliver consistent flavor, quality and year-round greenhouse reliability,” Aquino says.

Village Fresh also plans to showcase its Texas-grown cucumbers.

“Because the product is grown in Texas, it also supports the region’s preference for locally grown produce with dependable supply and shorter transit times,” she says.

Qdoba’s Tax Day Guac Relief Takes Aim at a Frustrating Upcharge in Dining

Fri, 27 Mar 2026 21:08:26 GMT

Tax season has Americans auditing everything, from forms and filing costs to extra charges that add up at the register. One of the most frustrating offenders? Paying extra for guac on entrees.

While many restaurants treat it as a premium add‑on, Qdoba says that enjoying a personalized meal shouldn’t come with an upcharge, which is why the brand always includes a free portion of fresh guac, handmade with always-in-season, always-good Avocados From Mexico on create-your-own entrees. This tax season, Qdoba has launched Tax Day Guac Relief to help you save even further.

Now through April 15, Qdoba invites Rewards Members to “file” for Tax Day Guac Relief. By taking a quick survey about a time they had to pay extra for guac on an entree elsewhere, Rewards Members can unlock a $5 reward to use toward any Qdoba full-size entree purchase.

“At Qdoba, we want guests to enjoy their meal without paying unnecessary charges for guac. That’s why we’re proud to offer free guac made with fresh Avocados From Mexico on our create-your-own entrees. This tax season, we’re offering our Rewards Members real Guac Relief they can taste,” says Jon Burke, chief marketing officer for Qdoba.

Spreading the Savings on Social

Qdoba partnered with nationally recognized personal finance educator Tori Dunlap, founder of Her First $100K , to spotlight the everyday charges people have come to accept and why they don’t have to.

Dunlap, a New York Times bestselling author and host of the “Financial Feminist” podcast with more than 4.6 million social media followers, is known for helping people make smarter decisions with their money through simple, practical actions. She’s encouraging fans to rethink any unnecessary upcharges for guac and file for Tax Day Guac Relief.

“Building better money habits often starts with questioning the small charges we’re told are normal,” Dunlap says. “Saving money doesn’t always mean big sacrifices; sometimes it’s about choosing brands that don’t nickel‑and‑dime you for things that should already be included. When little luxuries are free, like Qdoba’s guac on create-your-own entrees, that’s one less unnecessary cost to worry about.”

What to Know About Tax Day Guac Relief

What is Qdoba Tax Day Guac Relief? Qdoba Rewards Members completing a short survey will receive a $5 reward to use toward any Qdoba full-size entree purchase, which will be dropped directly into their Qdoba Rewards wallet on Monday, April 20, and can be redeemed through Sunday, April 26, in‑restaurant, online at qdoba.com or through the Qdoba mobile app at participating restaurants.

How do guests file for Tax Day Guac Relief? Rewards Members can visit taxdayguacrelief.com between Wednesday, March 25, and Wednesday, April 15, at 11:59 p.m. ET to take a short survey. Fans who are not Rewards Members can easily sign up on the site.

Does this reward replace Qdoba’s always free queso and guac on create-your-own entrees? No. The first portion of guac — made with fresh, unprocessed and never frozen Avocados From Mexico — and queso are always free on any create-your-own entrée. Tax Day Guac Relief is an added saving.

Driscoll’s Debuts The Berry Patch Book Club With Free Digital Stories

Fri, 27 Mar 2026 20:01:32 GMT

Driscoll’s berry company released The Berry Patch Book Club, a free children’s storytelling platform that extends the brand’s focus on shared moments from the family table into story time. The inaugural collection of four original books for early readers ages 5-6 is available now as free digital downloads on driscolls.com .

Building on the success of its first children’s book, “A Sofia Special,” available with a free read-along video, The Berry Patch Book Club expands into a growing library of original stories. Each story explores themes of imagination, friendship, generosity and discovery, reflecting the everyday moments families share. The inaugural collection includes:

“Me & Spot,” which celebrates the power of imagination, transforming a simple stain into a magical adventure that shows how creativity can turn everyday moments into extraordinary experiences.
“The Last Bee,” which highlights the importance of teamwork and cooperation, demonstrating how even the smallest helpers need others to bring real sweetness to life.
“Clara’s Berries,” which explores themes of generosity and kindness, showing how life can be sweeter when shared with others.
“The Lost Berries,” which follows an unexpected adventure that reframes feelings of loss into opportunities to create beautiful new friendships.

“The Berry Patch Book Club is another way Driscoll’s brings families together,” says Ashley Capurro, senior manager of digital marketing for the company. “These four stories celebrate the joy found in ordinary moments, whether that’s reading together, using imagination or sharing delicious berries. Each book reinforces our belief that life is sweeter when shared with someone special.”

The Berry Patch Book Club builds on Driscoll’s focus on the moments that bring families together, at the breakfast table, in the kitchen and at bedtime. Through original stories rooted in imagination and togetherness, the company says it is creating a collection families can return to over time.

Future releases will continue to grow the collection with new stories centered on family, friendship, imagination and the small moments that make life sweeter.

Are We on the Verge of a Global Food Crisis?

Fri, 27 Mar 2026 12:01:27 GMT

In a world of erratic climates and geopolitical volatility, data is becoming as essential as soil to our food supply. That data, specifically new predictive modeling, suggests a catastrophe is looming.

Are we on the verge of a global food crisis? Yes, says Francisco Martin-Rayo, whose Helios AI platform aggregates billions of data points to provide a real-time view of the climate and economic risks affecting commodities around the globe.

“We’re at the beginning of the worst food crisis we’ve ever seen, with global food prices heading 12% to 18% higher by the end of the year,” says the Helios AI CEO and co-founder.

The cause? Martin-Rayo says 50% of globally traded urea transits through the now-closed Strait of Hormuz; Qatar Fertiliser Company (QAFCO), the world’s largest urea production site, is currently offline; and spring planting is underway in the Northern Hemisphere without full access to fertilizer.

The exec detailed the crisis in an op-ed piece, “The Iran War’s Other Energy Shortage — Food,” published in The Wall Street Journal on Wednesday.

Helios’ AI platform aggregates billions of data points to provide a real-time view of the climate and economic risks affecting commodities around the globe, so it can equip customers with the market intelligence they need to get ahead of price movements and supply disruptions.

“We cover 90% of all the places in the world that are growing commodities for export. We cover 77 commodities across 90 countries,” says Martin-Rayo. “We’re always showing you what’s the total percent of production, what’s the total percentage of export. And that allows our folks to say, ‘Hey, we don’t think you’re going to get your tomatoes from Spain or Mexico or California or your mangoes from Peru or your blueberries from Chile. Here are the other places you really need to start looking at.’”

Predicting Specialty Crops in Crisis

Aggregating these billions of data points across the world’s key growing regions allows Helios to predict everything from bumps in the supply chain road to major disruptions like the ongoing Brazilian citrus crisis, which intensified in 2024 with record-low production and all-time high orange juice prices, driven by citrus greening disease (also known as huanglongbing or HLB), severe droughts and heatwaves.

Months ahead, the data told Helios that heat and drought levels were high in Brazilian citrus groves, and a forecast for a crisis was likely.

“We predicted the Brazilian citrus [crisis] eight months before Reuters and Expana, and 12 months before the USDA,” says Martin-Rayo. “When you had that level of heat and drought during the flowering period, it’s just not going to happen, right? Those are not the right conditions for the citrus trees to develop flowers. So, we basically told our customers, ‘You’re going to have to find an alternative [supply].’”

More recently, unexpected freezes impacted cherries in Michigan and Turkey simultaneously.

“Cherries is one of the most interesting items in produce, because it’s not really fungible like raspberries, blackberries and blueberries, which are somewhat from a consumer perspective. Cherries are not [interchangeable with other fruit],” Martin-Rayo says. “These are the types of insights we bring in: If you think you’re going to have a really bad cherry harvest, here’s what it means and what supply levers you can pull.”

At present, Helios is working with California peaches, as it expects “a pretty bad drought this summer,” he says.

CEO Francisco Martin-Rayo says we’re on the verge of the worst food crisis we’ve ever seen.

(Photo courtesy of Helios AI)

Global Supply Chain Disruption

Citrus, cherries and peaches are three examples, but Martin-Rayo says Helios is tracking agricultural commodities around the globe to help procurement teams leverage AI to get ahead of supply chain interruption.

“When I say we cover 90% of all the places in the world that are growing these commodities for export, it’s almost at the farm level,” he says. “Every 24 hours, we’re constantly updating actual temperatures, precipitation, speed — all these different weather metrics, and we reforecast it out for the next 10 years, but the core forecast is really the next two years, so it gives us an unrivaled look at what any crop looks like globally overall.”

With weather increasingly wild, Martin-Rayo says the Helios value proposition is resonating like never before.

“We work with one of the largest retailers in the U.K. They buy a couple billion dollars’ worth of produce a year,” says Martin-Rayo. “Our main contact there has been in the field 30 years. We were talking recently — though before the war — and he said, ‘The last two months have been the hardest two months of my professional career because of climate.’”

Every major retailer is sourcing globally, which means every retailer is impacted not just by the weather in their own backyard but also around the world.

“It is such a different environment and ecosystem than it was even two or three years ago when we first started,” says Martin-Rayo. When he and Eden Canlilar, Helios co-founder and chief technology officer, launched in 2022, they had to convince potential customers there was a need for their AI platform.

“We don’t have to do that anymore,” he says. “Now, we just have to convince them that we’re the best company out there.”

From Fertilizer to Food Crisis

As to fertilizer shortages and soaring input costs impacting food supplies, Martin-Rayo says he spoke with an Australian grain grower last week who has access to just 15% of the urea he needs for planting, with no viable source to fill the gap.

“That conversation is being replicated from the Punjab to the Po Valley to the Cerrado,” says Martin-Rayo. “Fertilizer not applied in April cannot be retroactively applied in July.” For the Australian wheat grower, if he only has 15% of the fertilizer he needs, it means lower production and lower yields in the future, he says.

And as the global supply chain awaits the Strait of Hormuz reopening, a recovery won’t be instantaneous, Martin-Rayo warns.

“The strait will reopen, but the food system clock doesn’t reset when it does,” he says. “The fuse was lit in February. The harvest damage is already locked in.”

As a result, Helios predicts global food prices rising by as much as 18% by the end of 2026.

“Unfortunately, that’s what we expect,” he says. “We work with procurement managers that are sourcing agricultural commodities globally, and there were these dual shocks that happened. Your strait closes, and the Gulf isn’t necessarily important in terms of a lot of agricultural commodities, but it’s so crucial in terms of fertilizer.”

The combined impact of the Strait of Hormuz closure and QAFCO shutting down had significant repercussions on fertilizer supplies, says Martin-Rayo, who estimates QAFCO makes up 14% of total urea production globally.

“And the hard part about growing conditions right now is, when are we going to have a ceasefire? When are we going to have oil transport, etc. Even if you had a ceasefire tomorrow, you still have to demine. You have to get insurance rates to the level where it makes sense to transport goods. You have to get captains who are comfortable transporting — and then the first thing you’re going to transport is going to be oil … You’re going to export the thing that gives you the highest profit margin.”

The Domino Effect

Australia produces a high-protein type of wheat, says Martin-Rayo. The lack of fertilizer now will result in lower harvests for the Australian wheat grower, which means grain stocks go down, he says. Then the market looks for the product elsewhere, like the U.S., another supplier of high-protein wheat.

“Then you have a price issue, but eventually it becomes an availability issue, and you start to look at export restrictions, and that’s when it gets really difficult, because when we look at the futures markets, what they’re pricing right now is a price shock, but they’re not pricing availability or an export restriction shock, and that is a huge difference,” says Martin-Rayo.

He says while the U.S. is in a somewhat different situation than the Australian wheat grower, the interconnectedness of the global food supply means everyone must brace for impact.

“We’re incredibly lucky in the United States,” he says. “We are geographically blessed. I think we make domestically 75% of the nitrogen fertilizer we need to use, but we’re still impacted by global prices, and so we’re not going to have an availability shock, but we’re already seeing the price shock.

“Farming is probably the most difficult business in the world,” he continues. “If everything is perfect, you make a few points. If anything goes wrong, you lose money.”

Martin-Rayo estimates urea prices last year were in the $400s per metric ton and they’re now in the $600s.

“It’s a huge input differential,” he says. “And so that’s also going to impact the amount of fertilizer you’re putting in.

“The agricultural supply chain is so tightly integrated at the global level, and once certain problems kick off, like the ones we’re seeing now around price and availability of fertilizer, it really starts to cascade, which is what we worry about,” he adds.

While Martin-Rayo says row crops will more immediately feel the impact of soaring fertilizer costs, specialty crops are part of the same global food supply ecosystem.

“Within the specialty crop market, we need to do a deeper dive in terms of what are the different inputs across the different specialty crops? What are the different margins that exist there? How will this impact them?” he says.

And rising fuel prices will also contribute to the cost of produce, whether it’s coming from California, Mexico or overseas, says Martin-Rayo.

“This is after you grow it, you’ve already paid more for your input costs,” he says. “Then that second part of it is it’s actually a lot more expensive to transport.”

Mark Your Calendars
For additional insights on demand forecasting and how AI is helping to protect and grow retail margins, join us at West Coast Produce Expo , May 27-29, where Helios AI CEO Francisco Martin-Rayo is one of our esteemed speakers.