Let's Talk Farm to Fork

Richard Adamson & Oscar McMahon from Young Henrys

September 08, 2021 Season 1 Episode 9
Let's Talk Farm to Fork
Richard Adamson & Oscar McMahon from Young Henrys
Show Notes Transcript

In this episode of "Let's Talk Farm to Fork", we're joined by Richard Adamson & Oscar McMahon from Young Henrys, who we will be talking to about how their independent brewery is working towards a greener future, one beer at a time. 

https://younghenrys.com/

Voiceover:

Welcome to let's talk farm to fork, the PostHarvest podcast that interviews people, making an impact in the fresh produce sector. We'll take a deep dive into what they do and find out how they're helping to reduce the amount of food lost or wasted along the farm to fork journey. But before we get started, did you know that according to the UN's food and agriculture organisation, around 45% of the world's fruits and vegetables go to waste each year? If you would like to learn more about how you can practically play your part in maximising fruit and vegetable supplies, whether you're a part of the industry or simply a consumer. Visit PostHarvest.Com and try out their free online course library today. Now time for your host Mitchell Denton.

Mitchell Denton:

Hello listeners, and welcome to "Let's Talk Farm to Fork", the PostHarvest podcast that interviews people of interest across the food supply chain. Today on our show, I'm joined by Oscar McMahon and Richard Adamson, the founders and directors of Young Henrys, who I'll be talking to about how the independent brewery is working towards a greener future, one beer at a time. So with no further delays, let's get started. Hey guys, thanks for joining me on the podcast today. How are you?

Oscar McMahon:

Yeah. Very good. Thank you very much.

Richard Adamson:

Yeah, not too bad. Back in the, back in the saddle, in front of the computer again. Um, but doing alright.

Mitchell Denton:

Yeah. Unfortunately, we're all kind of going through that at the moment, but, uh, I kind of like it, to be honest, I kind of like the unity that comes with us, all kind of going through this season collectively, you know? Anyway, I got to say I'm especially excited about today's episode as both a Sydney local and a beer drinker because Young Henrys' Newtowner is definitely my go-to drink when I'm at my local bar or pub. So, I might as well be meeting royalty right now. This right here is a special moment. I can retire on this.

Oscar McMahon:

Really hope we don't let you down.

Mitchell Denton:

Yeah. Yeah, no, there's, there's no way. There's no way. So before we get into it, for all the listeners out there who aren't in the know, I just wanted to give you guys the opportunity to tell us a little bit about yourselves and what you do. And while you're at it, maybe tell us a little fun fact about yourself that most people don't know.

Richard Adamson:

Uh, do you want me to kick off Oscar? All right. I'm Richard Adamson, I'm one of the co-founders of Young Henrys. I was the head brewer. What I do now is probably a little less clear to most people, but, um, I kind of focus on, new product development in a technical, guidance and advice on the brewing side in quality assurance, uh, commercial and kind of the government liaison, I guess. I sit on the board of the independent brewers association. And I do a bit of teaching at TAFE, for brewing. What's a fun fact about me. I guess I've got a degree in politics and psychology which qualifies me to be an argumentive bastard and not much else.

Oscar McMahon:

Love it. Okay. My name is Oscar I'm one of the other co-founders of Young Henrys, and, um, one, one of the cool things about the leadership structure in Young Henrys is there's basically four of us and we've all got different mindsets, you know, Richard obviously coming from a brewing background and also having a distilling certificate or degree, is really well versed in, writing recipes and, you know, new new products and technical brewing stuff. I think my leaning is more into sort of marketing and brand, and then also linking in with production quite a bit, but probably more from a sort of personnel and people side of things. Um, Dan, one of the other directors, he sits across sales at a national level and our CEO and other director, Adam, he comes from a finance background, so he's trying to make sure that we don't go broke. So, you know, sort of between those four different mindsets, you've almost got enough to, to run a beer company. It turns out.

Mitchell Denton:

That's it. That's it. Okay. Well, on that note, let's talk farm to fork. So in the lead up to discussing your multifaceted approach towards sustainably brewing beer, would you mind giving us a quick history lesson on how you guys first met and birthed the idea for Young Henrys and then how you made that idea a reality?

Oscar McMahon:

My memory of it is that, um, I was working in a, in a pub in Glebe and I met this guy called Richard who lived around the corner, who used to pop in and have beers at the Roxbury hotel. And we, we just hit it off. Like a sort of over the bar friendship. I remember the early days, what we'd talk about more often than not was music. And Richard was a brewer and I was sort of just starting to get really into the idea of craft beer and together, we started a beer appreciation club out the back of the pub. Beer appreciation club was a lot of fun, it was basically, you know, a bunch of people coming together. This would probably be about a bit over 11 years ago now. Um, a lot of people coming together to trial and get access to new and interesting craft beers. It was a time where access in the market to beers was relatively limited. But this beer club had this really amazing vibe, and one night after beer club, Rich said something like, how cool would it be to create a beer company that was in touch with the people drinking it, like beer club is?

Mitchell Denton:

Yeah.

Oscar McMahon:

And that was just like, "Oh, wow. Yeah, that sounds really cool". And there's nothing that I've ever done in my life that made me think that I would be able to do that. Um, Richard had, had been a brewer and a shareholder for Baron's brewing, at the time, so, you know. He at least had that under his belt, but we sort of caught up and started working on this idea and I guess the really cool thing about it. The beauty of hindsight is that we just kept working on this idea. And if there was something that we liked personally, we started sort of filtering it into the company and that sort of mindset that still pertains to the business today. Young Henry's really is a sum of its parts. And while a lot of our staff, reflect the brand really well. The brand is also very reflective of all of the staff's you know, loves, desires, tastes, you know, and, and, um, I guess sustainability is a pretty important factor in that as well.

Mitchell Denton:

Yeah, absolutely. Do you concur with this, Richard? Is there anything else that you want to add to that little history lesson or?

Richard Adamson:

Uh, that was a very good as a good summary. my memory is probably is solid as Oscar's is right now in terms of looking looking back. Um, all those years ago, um, Yeah. the main conversations were about music and, and also I think it just come back from a tour of the US and one of the first things I did coming out of high school was play in a rock band for several years and, and tour around Australia. And, um, I think, made very little money but had a good time, and there's a part of you that, you know, if it's your first dream, I guess, of, of working differently to everybody else, not, you know, not doing the mainstream, I guess, starting your own company is kind of, has some, has some similarities. But at least you've got an opportunity to actually make a living out of it more times than not. Um, you're not relying on, on, you know, chart success to get there. So I think there was a lot of conversations around that and what's it like being in a band? And, I guess being, you know, being the organiser and the creative force of the band as well, how those, some of those skills feed into starting a company, um, and.

Oscar McMahon:

I think also that that in the early days, we were really thinking like it will you, when you're in a band, you're, you're making decisions based on like, is this cool? Is this fun? Do we want to do this? And that was very much how we're making all of our decisions in the early days. And, you know, we were drinking a lot, and we were enjoying ourselves and it was fun. It was almost like Young Henrys was a band and. More of a band than a business. So through that, we started collaborating with musicians and, supporting live music venues, and it sort of just snowballed into this really great cultural melting pit, where basically the really important one rule in the early days of Young Henrys was if we got an opportunity, you had to answer, 'do we do this? The answer was, would you go to this? Yes, I would. Okay. We're doing it. And that, that decision making process is really meant for, everything that we do as a company, there has to be an advocate for it, someone has to really, truly believe in it. Which has allowed for our business to stay fun, but also stay pretty legitimate.

Mitchell Denton:

Yeah, that's awesome. That leads me to ask being an independent brewery. What would you say separates you from your competitors? Not just in your product, but also the way your operations are able to run?

Richard Adamson:

Yeah. I think Oscar, probably answered that pretty well just before. Um, and it's, I guess it's having that flexibility to choose the projects you want to get involved with and be fairly agile in your decision making along those lines as well to take those opportunities or not, and not just do it through a purely, I guess, commercial lens and do it through what is of interest to people and what sparks you and what drives you and, what you find interesting, what your passion is. Uh, and I think we've had the opportunity to do a lot of really crazy fun things because of that.

Oscar McMahon:

Something that our CEO will say to us quite often is, "if this was a real business, we would do this. So what do you guys wanna do?

Mitchell Denton:

I love the, uh, the reality check. That's so good.

Oscar McMahon:

Yeah, yeah. Yeah. And just for the record, we very rarely end up doing that suggestion.

Mitchell Denton:

That's you know, you're on the right track when it comes to the brewing industry. Yeah. Okay. So I have to assume being Newtown locals. The drive for sustainably operating a brewery has to be in some way influenced by the local scene and culture. But please tell me where this drive for sustainable operations stems from and what the research and planning looks like in order to implement some of these practices such as donating spent grain to local farms or developing the "zero carbon" Newtowner.

Oscar McMahon:

Can I just say the first bit, I actually think it's almost the flip side of, we're not a business that reflects Newtown. We're a business that hires people from the local area and people who live in that local area, they moved there because they have a shared value set. So, we, we are made up of people from the local area. So we just, we merely have the same values as other people within our community. And that has allowed for a really cohesive sort of relationship with our surrounds because we sort of see eye-to-eye with people in our, in our backyard.

Mitchell Denton:

Hmm. Yeah, no, I definitely see that.

Richard Adamson:

Yeah. I always just took it that we're working with an agricultural product. So if you look at the inputs, they're all grown on farms. Um, let's work out how, a way that we can kind of fit in that and tread as lightly as possible. And, you know, in no way, are we perfect, like you know, brewing is a energy intensive business, but let's work out ways that we can try and minimise that as much as possible. And that was kind of the genesis of those ideas. So, the spent growing, going out to farms it just makes sense. And during the most recent drought, we were told that the grain that was going out to cattle was pretty much the main source of sustenance during that time, and allow the farmers to keep operating. And you know, we've done dinners before where we've had like a goat or something like that that's been on the menu that had been fed from the spent grain. I just kinda like that whole circle of life idea that we kind of need to really understand where all these inputs and outputs go. And that led us on to looking at algae and, being approached by Pingala to put solar panels on the roof and those types of things. But, you know, one of the most basic things we did from the outset was, package our beer in two litre returnable bottles. And that was when we were just doing kegs in the local area and the beer was really only available outside of the cellar door. We still do that to this day. And, um, there's a, there's a, you know, it only really works if you are close to the brewery and able to return the bottle yourself. But, that ability to bring the glass back and have us refill it, that just has, uh, an exponential impact on the carbon footprint of that one package. If we can refill that bottle 20, 30 times.

Mitchell Denton:

Yeah. Yeah.

Richard Adamson:

Um, that has an amazing impact.

Oscar McMahon:

I think one of the other big things, was we were the first people to sign an exclusive keg rental agreement. In the first four years of our business, we grew to be a national business, servicing pubs bars, and restaurants, bottle shops around the country. And if you think about, if you own all your own kegs, you know, you're actually spending a lot of time, money and wasted carbon emissions, returning empty kegs from around the country. So we actually signed a keg rental deal, which means if we send a keg to Melbourne, it gets picked up and dropped off to another Melbourne brewery. So we essentially halved our keg miles as soon as we signed that, which was really cool, and now that's almost the norm in independent beer uh, in the independent industry.

Mitchell Denton:

I love that. I love just these small little tweaks and changes to your operations have been influencing the industry and the culture that comes with it. So that's really awesome. So what would you say is the biggest challenge that lay before you right now on the way to hitting some of Young Henrys' future goals and how do you plan to prevail?

Oscar McMahon:

Look, I think the, the biggest thing that we have ahead of us right now is the algae project. So the algae project is a research project that we're in the middle of with UTS, where we're using micro algae to ingest the CO2 from beer ferments, to turn it into oxygen. Instead of us releasing carbon into the atmosphere, we are then researching and have just found a really successful second use for that micro algae. And what we're doing is where we're proving a concept within our brewing system, that we are then going to scale up for it, to be replicated by other brewers around the country, and hopefully around the world, reducing the CO2 emissions of our industry and reducing the emissions of a second industry. It's looking like that is going to be a five-year project. It's going to take investment and time and focus. And, it's the first time that we've spent a lot of money, time, heartache, focus on something that doesn't actually sell beer. So, um, the value of it is immense because, when you are running a business, if you could do something that the people within that business truly believe in, you get a new level of equity within your brand and your business that no pay rise will give. And I think that that's one of the most important values of the algae project to Young Henrys.

Mitchell Denton:

For the listeners that don't really know what the algae project is. Would you mind really breaking down the science behind what you guys are hoping to achieve with that?

Richard Adamson:

So in conjunction with UTS, UTS, climate change cluster have been researching algae and looking at various uses of algae in different industrial and commercial settings. So whether it'd be generating food or plastics or fibres for clothing, they're looking at different applications. Um, we were lucky enough to meet with them and go through their research laboratories. And what really struck me about what they were doing and growing algae was, there was some similarities in what we do in terms of managing yeast. But in, in many ways it's kind of the opposite. So one of the things that I'm talking about, I was like, oh yeah, that's kind of what we do when we manage our yeast. But, with yeast taking on oxygen and sugar, producing alcohol and CO2, algae on the other side is taking on CO2 as part of photosynthesis and producing sugar. So, it kind of struck me that if we can have those two systems working in concert, it'd be almost like a natural balancing act. And that's where the original idea came from and what kicked off us working with UTS and looking at whether this was a practical solution within a brewery.

Mitchell Denton:

Yeah, that's really cool. I've seen these images online of this vibrant green bio-reactor within a facility looking like something straight out of an old sci-fi movie. So the algae project has definitely peaked my interest. But it truly sounds like an inspired project. So I was, I was recently reading up on how algae can grow up to 10 times faster than land plants. And it's up to, I believe five times more efficient than trees at absorbing carbon. So I love where your head's at guys. I love the innovation that's taking place here.

Oscar McMahon:

Think about this, right? Each one of our six foot bioreactors can sequester the amount of carbon that a hectare of Australian Bushland can. Now for us to basically start a bioreactor and get it up to biomass, it takes about a month. Think about how long would it take to grow a hectare of Australian Bushland?

Mitchell Denton:

Hmm.

Oscar McMahon:

So as an urban carbon sequestering, activity, it's just phenomenal. You know, like our brewery, those two little bioreactors make more oxygen than if our whole site was covered in trees. Like that's wild. Every building should have an algae tank on its roof, you know, like it's quite mindblowing that it's not more used. But I guess that's the future, right?

Mitchell Denton:

Definitely. Hats off to you guys for pushing the envelope and just keeping the innovation going. So that's, that's really cool. While we're on this line of thought, would you mind telling us about your collaboration with Pingala and how you plan to run the brewery entirely on solar power?

Richard Adamson:

Yeah so, Pingala have been a partner of ours for several years now. So, Pingala's a community-based organisation, and the idea is to allow people to get involved with solar power generation that maybe don't have access to it on their own and putting it into commercial settings. So if you are a renter or just wherever you live doesn't have the right angle to the sun or um, of rooftop, um, by investing money with Pingala you can participate in solar power generation, and get a return on it. Um, which is pretty amazing as well. So rather than buy the solar panels ourselves we lease the solar panels from Pingala. They are there on the roof of the brewery. The way that we use energy in the brewery works quite well with solar power generation. Because we know we're using it at the time it's generated as well. So, there's not that much need for storage. We've got half the brewery covered in solar panels. At the moment it's generating around, I think it's about 25% of our electricity needs. I think when we go to the other side, we'll be well over 50%, I think, which would be great. In terms of the energy we get from the grid we've struck a deal with a, a large scale solar farm. So, the rest of the power, we get to supplement our own generation is coming from that source as well.

Mitchell Denton:

Yeah. Wow. That's great. So, across all of your sustainability initiatives, big and small, what would you say has been the most rewarding and why? You can either answer this collectively or individually. I'll let you guys decide.

Richard Adamson:

Yeah, I think like it's great that talking about the big things, but we had a group coming to the brewery called Bin Trim, which helps companies look at their disposable waste, and recycling, and puts the practices in place to assist in doing that the most efficient way. And because we're kind of given license to all our staff, to put these initiatives in place, like the logistics guys that deliver all the beer and receive all the goods, et cetera, had already done an amazing job at sorting out our recycling bins and the rest of it and they, they actually had no recommendations for us. And that was nothing that was done from the top of the company at all. That was, that was done by the people on the ground and just the fact that we'd, I guess, had that mindset and given people the ability to act on their own and put these things in place, they kind of already done it, which was really exciting to me.

Mitchell Denton:

Yeah. What about yourself Oscar?

Oscar McMahon:

It's almost just logical now that companies and businesses. We're not selling black and white TVs anymore, you know, we're in a colour TV world. So, sustainability just has to be a part of the conversation now. And you're crazy if you're not actually thinking about it and trying to make changes within your business, what's beautiful about it though is, once you start down that road its self-perpetuating, new opportunities come to you, people like Rich said, you know, you will find within your team, advocates who will say, "Hey, what about this? Hey, what about this?" And I think probably the most rewarding thing about it is that your crew, and your customers, and your stakeholders, you know, the bottle shops and the publicans, they actually feel good about supporting your company. And that's a really nice thing. Remember like Young Henrys is not, it's not a fiscally minded business, right. There's a lot of warm and fuzzies and a lot of like gut reaction sort of, decision-making. So if you can do something, which makes us feel good about the company, makes our people feel good about the company, and also makes our customers feel good about the company. Like that's a win right?

Mitchell Denton:

Absolutely. I was hearing that even your can design was planned out to help cut down carbon emissions. Is that true?

Oscar McMahon:

Yeah, absolutely. Well, we chose to, we chose to put beer in cans because aluminium is almost infinitely, recyclable. And um, you can get 30% more liquid on a pallet of cans, then you can of bottles, uh, glass recycling in New South Wales is not that crash hot, but what was really funny is that when we went into the market with cans for the first time, probably about seven years ago, uh, we couldn't sell the things. Yeah. People were like, "Nup, nah, I don't drink beer in cans". They don't drink beer in cans. And we were just like, "Oh my gosh, we've made a terrible mistake". And obviously, you know how the world is now. If you're, if you're not selling it in cans, they won't drink it. But honestly that first year and a half, to two years of us selling cans, it was like pushing cans uphill.

Mitchell Denton:

Yeah. Okay. I mean, this day and age, I would have never considered beer in cans to be such an issue, but wow. I love just how much every detail is considered with you guys though. This is a, this is really cool stuff. So from where you stand, what would you identify as being one of the biggest pain points or blind spots in the brewing industry and what practical measures do you think could be implemented?

Richard Adamson:

In terms of, terms of trying to reduce your carbon footprint? I think it's, it can be really overwhelming. So I'd say just make a start, but all brewers will know that unless you measure something, you can't control it. So, starting to put those measurements in place in terms of your activities is a pretty important thing to do. And I would start with power usage because the benefits of, of doing that and starting to measure your power usage across your, your brewing activities is that you'll save money. So not only were you doing the right thing by the planet but you'll start impacting on your bottom line. So that would be the first thing I would look at doing and, you know, every corner you turn, there's gonna be "Oh, okay. That, that's another thing we need to consider", but, um, Yeah. Don't be overwhelmed, make a start.

Mitchell Denton:

Don't get bogged down in overanalysing, just make a start. So despite the obvious has the COVID pandemic and lockdowns for better or worse, had any effect on your day to day operations, and if so, how?

Oscar McMahon:

no, it's all been totally fine. I don't know what you're talking about.

Mitchell Denton:

Okay.

Oscar McMahon:

He says from his bedroom a laptop, with a laptop on a bed, with a three year old coming in and out of the room every five minutes.

Richard Adamson:

One thing I would say about this is we're all talking about what, what would we like when we come out of the pandemic and get back to normal? And I, I just don't think it's necessarily gonna be the same. Um, you know, we're talking about an entire generation of young people that particularly in Sydney, were locked out before they were locked down. Um, they're just not used to going out late at night at all. So that, that picture of what hospitality is going to be like is going to be completely different when it's almost like it's going to have to be a re-education of what it's like to go out and have fun. Um, uh, man, I think just people's habits change. So, I think in some ways what people are drinking now, will certainly influence how the drink when these restrictions are lifted as well and what makes up that will be different. So, um, interesting times ahead.

Mitchell Denton:

Yeah, it sounds like there definitely will be some interesting times ahead for you.

Oscar McMahon:

It has had a couple of nice variables in the way it's very rare to, especially in a growth business that you get a moment to pause and have a look under the hood and see what's going on. We've really gotten a true sense of all the different cost centres and different leavers within our business in the last 18 months. And also it's been a really lovely thing to see how our team really cares about this business, they want to work at Young Henrys when all this is done. So all of them helping us make decisions and doing the right thing by the company, knowing that we will do our absolute best by them as people as well. That's been a really nice exchange and sort of knowing that we will get through this. And on the other side, you know, we've got some really great people within the company who really care about it and have helped us get through this. And that's a really, that's a really nice feeling to know that, you know, we're, we're nearly a ten-year old business, but it still does feel like a big family and it still does feel like we're not just workmates, but we're actually a big team of mates. And that's, that is a nice feeling.

Mitchell Denton:

No, that's great. So I know that we mentioned earlier the algae project and how that's currently taking place, but should be a bit of an ongoing thing for the next few years, but I just wanted to know, are there any other big things on the Young Henrys whiteboard that you guys are curious about? Is there anything in the near future that you're researching right now?

Richard Adamson:

Oh, we're always curious. Um, I guess, um, you know new, new products, we're always looking at what can be coming down the pipeline on, on that front. I think both Oscar and I are kind of really interested in CBD oil as well and what role that may play in future drinks, whether it be alcoholic or non-alcoholic. And how that, legislation sort of evolving, a lot of that will be determined outside of our control, unfortunately, but that could be a really interesting drink, but we'll just have to see what happens.

Mitchell Denton:

Yeah. Wow. Well, I'll keep my eyes up for that. So in keeping with that question, is there a particular group or innovation within the brewing or hospitality industry that you're excitedly keeping a watchful eye on?

Oscar McMahon:

I think that there's a couple of interesting things going on in the market at the moment, you know, you've got seltzers hitting the market, non-alcoholic beer being stocked in, in bottle shops. The first non-alcoholic bottle shop in freshwater and a non-alcoholic bar in Melbourne. We're starting to see the relationship change with alcohol, you know, natural wine is having a huge growth moment and rightfully so, I guess it's the, it's the sister movement to the craft beer movement, you know, it's coming in and sort of reeducating people or challenging people's beliefs on what wine is. We're in a really great space in booze in Australia. Because if you think about all those different variables, all of it points to a more educated and more open-minded consumer, and that has led for more niche businesses and more interesting products to come out. And you know, Richard and I are both very keen consumers of, you know, a whole multitude of different products. So it's a really good time to be a punter. It really is, and I really can't wait for bars to be back open and again, and get a really well-made Martini with you know Australian vermouth and Australian gin. That's, that's what I'm hanging for right now.

Mitchell Denton:

Oh, I'm I'm with you. I agree. I'm onto the spicy margaritas at the moment. That's my jam right now. So you definitely start to get creative and resourceful when you're locked in doors all day, don't you?

Oscar McMahon:

Instead of traveling? Maybe we should set. We should set people a challenge that every night they can go to a different part of the world, via drinks.

Mitchell Denton:

Oh my wife and I are already on that journey. We are partaking in that. So yeah.

Richard Adamson:

I think, my new one will be to look in the liquor cabinet and say, okay, that bottle that's been sitting there that's at the back that I don't even remember where I got it from and what it is. Let's try and use that in something, because I've got plenty of those, there's all the bottles of weird liqueurs or spirits.

Oscar McMahon:

That's like the bartenders mystery box challenge, Rich?

Richard Adamson:

Yeah. That's exactly what I was thinking of doing was putting it out on social media for all my bored bartender buddies to create something for me, and they can see me drinking it at the end.

Mitchell Denton:

Count me in I'm interested. I mean, you guys have obviously been on a wild journey and you've been pushing the envelope the whole time, but what's one thing you guys wish you had known when you first launched Young Henrys back in 2012?

Richard Adamson:

I think the advice to the 10 year younger Richard and Oscar, was we don't have to do everything.

Oscar McMahon:

Yeah.

Richard Adamson:

because we certainly tried to do that at the start.

Oscar McMahon:

Yep, I think that that's probably good advice. Look, you know what? It's it's either that, or it's nothing, because with great naivety. Um, if you knew everything that you knew now, you'd never start it. If you knew of all of the pitfalls and the heartaches and the hard graft, and you know, there are more daunting things behind the scenes than there are victories. If you knew all of that, you may not do it. So I think stay naive and stay having fun.

Mitchell Denton:

Yeah. Yeah. I love that. That's great. So, unfortunately we're nearing the end of our time, but I just wanted to ask you guys as we come to a close, what is the number one takeaway you really want listeners to absorb from this episode?

Oscar McMahon:

If you run a business or you work for a business that might be open to it, if they don't have a sustainability system in place, pitch ideas, it's time for all of us to actually take action. And you will find within that some really healthy and nice marketing conversations that you can be having with your customers. And it actually comes back to you in engagement and equity within the people that actually support your business. So, if anyone is worried about spending money on sustainability, I'd say rip it out of your marketing budget, you know.

Mitchell Denton:

That's great.

Richard Adamson:

A shudder just goes through our marketing managers spine as he hears these words.

Oscar McMahon:

just texted me.

Mitchell Denton:

Well, that's all for today's episode of "Let's Talk Farm to Fork". Thanks for listening. And thank you, Oscar and Rich for joining me today.

Oscar McMahon:

Thanks for having us mate.

Richard Adamson:

Yeah, our pleasure.

Mitchell Denton:

If you would like to know more about Young Henrys, check out the link in the description of this episode. Make sure to subscribe to this podcast so that you never miss an episode, and don't forget to leave a review and share with your friends. Until next time you've been listening to "Let's Talk Farm to Fork" a PostHarvest podcast.

Voiceover:

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