A "Fairview Flyer" Update

 

Some of you will remember from last fall, when I posted the story of the "Fairview Flyer," the new tomato varietal that I discovered/created in 2025 ( you can read that post below!)  While the results last year were remarkable, I had no idea what to expect for this season.  I kept seeds from three distinct tomatoes, and marked them accordingly.  After storing them in a dry dark place over the winter, I pulled the seeds out and proceeded to utilize my normal "seed starting" techniques. I used the "Fairview Flyer" seeds from one single tomato batch, and they germinated very well, and produced strong seedlings.  In early April, after the last frost, I planted 6 seedlings into the garden, flanked by 3 of MaMa's Yellow Tomatoes, and 3 of the "Carfang Big Pinks."  

Here we are in early June, and all 12 plants are flourishing, and 11 out of the 12 have put on fruit and are covered with blossoms.  Additionally as you can see from a recent picture to the right, the "Fairview Flyers" ( in the middle) are almost 7 feet tall and the "Carfang Big Pinks" ( on the right) are above 6 feet tall ( the bamboo poles I just put in are 10 ft tall!)  One oddity has presented itself... one of the "Fairview Flyer" is really small ( about 4 1/2 feet tall) and has produced no fruit or blossoms as of June 1.  It looks exactly like the MaMa Tomatoes which are all 52-54 inches tall, exactly the same plant and leaf color and shape... yet no blossoms and no fruit... fascinating!

Well the adventure in the garden continues, and later in the season I will post some pictures of the fruit coming off all three tomato varieties... and we'll see if my little "runt" "Fairview Flyer" produces anything at all.  When they say that every season is a new unique experience in the garden and in the fields of agriculture, I am living that truth deeply this season with the adventures of the "Fairview Flyer!"

Sunday, November 2, 2025

The story of the "Fairview Flyer"

 I started posting essays on this platform over 16 years ago... and from the beginning I wanted to share    lessons of leadership and life. stories, insights and experiences  (literally on the masthead of my blog) that might be insightful to the reader.  Here we are today with this essay being the 297th posted on the blog,  and with well over 225,000 page views to date I have been surprised and humbled by the breadth and impact of my "stories."  Today's essay is focused on a simple tomato, and the pure exhilaration that has emerged through this past gardening season!

For decades, I have been growing two varieties of heirloom tomatoes that have been passed to my by family and friends.  One I have written about that comes down from my grandmother that is a yellow tomato variety, on relatively short plants,  with very sweet somewhat small fruit that she grew for many years/decades, possibly from before I was born.  The second variety was passed along from my friend Dave Carfang's family, who were given this tomato ( "The Carfang Big Pinks) in the early 70's.  It grows on very long tomato vines, and produce large beautiful pink tomatoes, some as large (or larger) as 1 pound. Here is a picture of those two varieties from this past season.  I always knew that heirloom tomatoes were "open pollinators" meaning that they could possibly "cross pollinate" with other nearby tomatoes but over the years/decades I never had that "problem."

Well here we come to the spring of 2025, with tomato seedlings in the garden growing well and I notice an unusual phenomenon.  I had 14 seedlings in the garden that I raised from seeds from last year, seven of Mama's yellow tomatoes and what I THOUGHT were seven of the "Big Pinks."  Well to my amazement, one go the big pinks looks different from the others and ALL of them were from the seeds of one or two tomatoes from 2024.  Mama's tomatoes have serrated ( jagged) leaves and the "Big Pinks" have smooth leaves and lo and behold one of the "Big Pink" seedlings had serrated leaves.  I wrote about this dynamic back in May, you can see that essay here, https://fylegacy.blogspot.com/2025/05/innovation-can-come-from-some.html

The reality hit me mid-summer as the plants reached maturity and started putting off fruit.  Mama's tomato plants grew to about 5ft or so and stopped.  The "Big Pinks" grew to about 8-9 ft and stopped but this new "heirloom hybrid" just kept on growing.  As it put on fruit, I realized that the tomatoes were different and unique... larger than Mama's, smaller than the "Big Pinks" and had a touch of yellow/orange on the shoulders.. pictures below!

Well to say the least I was excited and amazed, the plant kept on growing and it prolifically put on fruit. I pulled the tomato plant/vine out of the garden this week and it was over 13 ft long.

 I took one of the best tomatoes it produced this summer and let it "over-ripen" on the vine and used it as my source for seeds.  I am so eager to get to late January when I start my tomato seeds and see if they are fertile and if I can propagate this new variety... which I have named "The Fairview Flyer."  

My focus in the essays that I have posted across all these years has been on the idea of "finding your legacy," the concept that if we can act intentionally in our families, our communities, our companies and our country we can leave all of those environments in a better place than when we found them.  I never thought that this concept might include creating a "new" tomato variety that I can pass along to generations of gardeners that may follow me... maybe someday marveling at the "Fairview Flyer" years/decades after I have passed, wondering about its humble origins as they enjoy the delicious tomatoes, or bemused but the amazing length of the vines at the end of the season.  I promise to add a postscript to this essay early next year once the seedlings get going!!

Executive “Complaining” … unproductive for the leader & destructive to the team

 

The reality of senior executives “complaining” is nothing new.  Since the beginning of my career (now 40+ years ago!!) I have been around business executives who chose to “complain” in public settings.  Maybe the “complaints” were about macro-economic trends, or competitive pricing actions, changing customer requirements/expectations, or board member “suggestions/feedback.”  Regardless of the impetus, I am sure we have all had moments when we have been in setting where executives (and a t time very senior executives) “complain” loudly, broadly and publicly.  Speaking only for myself, I am certain that there have been moments in my past where I was one of those “complainers.”  I am here today to share that executive “complaining” is never productive… neither for the “complaining” perpetrator, nor for their organizations/teams who get to witness/experience the venting!

This “double negative” impact of executive “complaining” is easy to understand.  For the executive, while they possibly get to blow off some steam, nothing productive emerges from the “complaining” session.  No root-cause analysis is undertaken, not brainstorming of possible response scenarios are created, no competitive or customer role playing undertaken to work to understand the possible motivations/drivers of the other party.  NO productive action comes from the “complaining” sessions, just some possible self-oriented venting by the executive.    For the team / organization who get to experience the “complaining,” the impact is extremely destructive.  

In the spirit that “everything communicates,” remember that leaders “teach” their teams by their actions (always good to re-read “Our Actions betray our Intent” https://fylegacy.blogspot.com/2017/06/our-actions-betray-our-intent.html) either good or bad.  A “complaining” boss tends to pass those habits on to their team and a “complaining” organization is a dangerous thing.  Over the years I have seen teams/organizations be very forward looking, creative and action oriented ready to face the challenges their businesses face.  Equally I have seen teams/organizations become very “problem oriented,” centered on the issues being faced (often with a lot of “complaining”) with limited problem solving or action orientation towards solutions.  These attributes could often be traced to the senior leaders and their habits and choices.  Leadership matters and has an impact on a company, a country or a team…good or bad!

Now leaders are humans and we all need to vent a bit… we ALL need to blow off steam at various points of our life and work because of the challenges we are facing … we just shouldn’t do it with our companies/organizations or teams.  Look for friends, mentors, or advisers (NOT your direct reports or organization broadly!!) who can listen empathetically, let you verbalize and vent on the challenges being faced and who can help redirect your personal energy and orientation to problem solving and action plan building for the challenges ahead.  I remember so clearly, in mid- March of 2020 flying back to Atlanta from Bakersfield California as the covid-19 pandemic hit hard.  I was scared, blown away, and needed to vent in a big way and I found myself some time with an old friend and historic work colleague Chris who didn’t work with me at Bolthouse Farms.  With a drink (maybe two ??) in hand, he let me talk, freak out a bit, and ultimately helped me get refocused for the very challenging path ahead.  I needed that time to vent… I needed that time to blow-off steam…. just not with my direct reports/team or organization.

 As you face the challenges ahead in your situations, try to remember this simple lesson….as a leader your impact is significant and work hard to not let your “need” to vent/complain bleed over to your organization… its unproductive for you as the leader and destructive for the team.

Driving Demand: the required action of the "Demand Drives Price" lesson

 

Lessons from Economics and Real-World Examples

“Driving demand” sits at the heart of the concept that “demand drives price.” This principle, rooted in fundamental economics, shapes the way businesses, industries, and even institutions operate and grow.

A Lesson from Micro-Economics

Fourteen years ago, I wrote an essay recounting a powerful lesson I learned on my first day in college Micro-Economics, way back in 1982. The lesson—titled “Demand Drives Price”—has stuck with me for over four decades and continues to inform my thinking today.

My Econ Professor illustrated this truth using three copies of the local newspaper, The Daily Record: yesterday’s edition, today's, and a hypothetical “tomorrow’s” edition. Today’s paper cost 25 cents in those days, and everyone agreed that was a fair price. It could be purchased on campus or at a local convenience store, and it was always $.25.  Yesterday’s paper, now outdated, was worth little—maybe a nickel for practical uses like lining a cat box or cleaning windows. But the hypothetical “tomorrow’s” paper, filled with future sports scores, world headlines, and stock prices, sparked excitement. Someone suggested it could be worth a dollar, then ten, then $100, and finally someone shouted, “Maybe $100,000!” The cost of production for each paper was identical, but the value varied astronomically, all because the "demand" was so different.

The Importance of Driving Demand

That morning lecture has stayed with me throughout my career. Whenever I face business challenges, I remind myself of the vital importance of driving demand. This isn’t just a theoretical concept—it’s a practical imperative for growth.

Supply, Demand, and Market Equilibrium

Across industries and organizations, the basic principles of supply and demand always hold. Every market has an equilibrium point where supply meets demand, determining the price and quantity the market will support. Yet, it’s surprising how often organizations forget that to foster growth—in both price and quantity—you must actively drive demand. Put simply, if you want to “sell more for more,” you need to create and nurture demand in your marketplace.

Real-World Examples: When Demand Falters

Let’s look at a few examples where the failure to drive demand led to decline:

• Frozen Concentrated Orange Juice (FCOJ): Once a staple in American households, FCOJ recently disappeared from Minute Maid’s product lineup. The decline wasn’t just about changing consumer preferences; it was about the inability—or lack of action—to drive demand for the product. Without demand, even long-standing brands can fade away.
  
• Film Photography: Despite a surge in picture-taking, Kodak, once synonymous with photography, became irrelevant. The industry failed to adapt and drive demand in the new era of digital photography. Kodak’s slow response to digital cameras—and later, smartphones—meant missed opportunities and lost relevance.
• Higher Education: Colleges and universities today face a “demographic cliff”—fewer college-age seniors and fewer foreign students. Without strong demand for their offerings, institutions struggle to attract incoming classes, leading to lower prices (more financial aid,) lower class sizes, and a downward spiral or cost cutting and "right-sizing" that don't address the core issue of "demand."  Only those institutions with compelling value propositions can maintain or grow demand and avoid “selling less for less.”

Learning from Success: Apple’s Turnaround

While these stories seem bleak, history offers hope. Consider Apple Computers in the late 1980s and 1990s. The company tried to cut costs to halt declining sales, but it wasn’t until Steve Jobs returned in 1997 that Apple began its turnaround. Jobs invested heavily in R&D, innovation, and marketing. With the launch of the iPod in 2001 and the iPhone in 2007, Apple became the growth juggernaut we know today. The lesson? Forget “saving your way to success.” Instead, focus on driving demand through innovation and marketing.

Conclusion: Make Driving Demand Your Priority

Remember the story of the three newspapers: if “demand drives price” is a core truth (and i deeply believe it is) we must all push ourselves—regardless of role, title, or industry—to drive demand in any way we can. It’s the key to growth, relevance, and lasting success.

 

The “Promiscuous” Consumer… disrupting legacy brands faster than ever!!

 

 

I have commented over the years in this forum about the “fickleness” of consumers.  Many years ago, I wrote an essay (https://fylegacy.blogspot.com/2014/11/brand-loyalty-dangerous-and-outmoded.html) expounding on the idea that the “brand loyalty” and the “brand adoption model” were dangerous and outmoded ideas.  Writing this in early 2026, I am convinced that those musings were not only true, but the dynamic of “promiscuous consumers” disrupting legacy brands is actually accelerating.

This idea/concept first hit my radar in the late 1980’s.  In those years, before I found my way to Coke, I was the brand manager for Breyers Ice Cream, in those years owned by Kraft Foods.  In 1988, Phillip Morris (the tobacco giant) which owned General Foods acquired Kraft and combined the operations into a large food conglomerate name KGF.  As part of the integration process, I went to meetings in General Foods HQ (White Plains NY) to meet their marketing teams and work on integration plans.  On one of those trips, I just happened to “sit in” on a meeting being held by the V.P. of Marketing for Maxwell House Coffee, one of General Food’s historic and iconic brands.  The team was discussing an upstart “coffee shop” brand emerging from Seattle with an odd name….. yes, Starbucks.  They laughed at the “burnt taste” of the dark roasted coffee, the fact you could only buy it at a Starbucks store ( it wasn’t until 1998 that Starbucks coffee became available in grocery stores) and that there was a whopping 50+/- Starbucks locations in the entire U.S. at that time!  The final “mockery” was the V.P. prognosticating that NO ONE in America would ever pay $1.00 for a cup of coffee.  The team laughed, dropped that topic and moved onto what seemed to them the bigger challenges of the day.

I think back to that moment today, with 16k+ Starbucks locations in the U.S., 40k+ across the world, and reflect on Starbucks as the legacy brand today that is being disrupted from every angle.  This cycle/dynamic is accelerating in the food and beverage space and indeed is true across a wide array of consumer facing categories.  The consumers that I described as “promiscuous” are doing the logical thing… assessing their current choices of food, beverages, restaurants, cars, technology, clothing, and even lawn and garden brands and are wondering ( or doing live AI driven research) looking for “better” options.  We will dig deeper into this “better” definition in a future essay, but for today think about “(Q+C)/$” or Quality and Convenience delivered, divided by price.

Consideration for Disruptor Brands:  The headline hear is “go for it!”  I deeply believe that there are NO legacy brands that are invulnerable… regardless of category.  Now many legacy brands have incredible “moats” and can play defense or counterattack very well, with lots of resources so disruptor brands shouldn’t be naïve about the fights ahead.  Remember the “Differentiation Formula” that I shared years about the D/P/A model: “Distinctive” in the market/category you are competing, “Preferred” by core consumers/users, “Advantaged” vs competition.  If your disruptor offering hits the D/P/A model well, play hard and play fast… most legacy brands are slow to respond.

Consideration for Legacy Brands: The headline here is accelerate your work and your market awareness and always operate with a “pebble in the shoe”.  Be paranoid and imagine that you are surrounded by a myriad of brands that wont to destroy your brand and source their volume from YOUR business.  Don’t assume ANY competitor is too small, too niche, too obscure, or too expensive (remember those $1 cups of coffee.)  Work the D/P/A model hard on your side of things… and keep building/strengthening the competitive “moats” that will help you defend…. but you can’t stay purely reactive and defensive!  EVERY brand and business always needs to be “re-recruiting” its consumer base and be sure you are clear why a “promiscuous” consumer who has never tried your brand should try it tomorrow!

18 Years X 2: A Story of Growth, Gratitude, and Redefinition

 

Last Friday, April 3, 2026, marked a milestone that has prompted a period of deep reflection for me. It was the 18^th anniversary of my resignation from The Coca-Cola Company, and with that, I have now spent more time “out of Coke” than I did working there—almost 18 years from 1990 to 2008. While I am proud of my years at Coca-Cola, this anniversary has stirred thoughts and perspectives I’d like to share in this essay.

As a dear friend likes to remind me, “let’s start with gratitude.” I am sincerely grateful for my time at Coke. Those years allowed me to work with—and for—some truly remarkable people, forge lasting friendships, and learn invaluable lessons about business and leadership. Reflecting on the dramatic moments throughout those years, I realize that every crisis brought personal growth and learning. There were tough times and challenges, including peers and bosses who fell short, but those experiences helped me mature as a business person and a leader. I am appreciative for the growth I experienced and what it enabled me to accomplish after leaving Coke.

The 18 years since have been transformative, offering me the opportunity to redefine myself both professionally and personally. One important realization was that my identity—professional and personal—would no longer be tied to The Coca-Cola Company. In 2009, I found my way to Bolthouse Farms (more on that soon), but that first year post-Coke was challenging and crucial. It forced me to reassess my sense of self and focus on a personal goal: to become an inspirational business leader rather than simply a senior executive at a single company. Consulting for numerous companies across various industries helped me build skills and grow, learn new industries and expand my impact. Additionally in  2009 I began this blog. Now, 18 years and 300+ essays later, I am still posting content—a journey of personal expansion that continues today.

Joining Bolthouse Farms in 2009 was another turning point, and I am deeply thankful for the privilege of being part of that adventure. I was 48 when I started, with much to learn about agriculture, plant operations, commuting, private equity, and so much more. Before retiring in 2024, I had the honor of serving as a senior executive ( ultimately President and COO) for Bolthouse Farms for nearly 12 years. I genuinely “fell in love” with the company, the team, and those Bakersfield days. We created significant value and success together, and today, as a “cheerleader from the sidelines,” I am proud of the teams currently leading the company and the strong legacy they are building.

Looking ahead, now in board roles as a “trusted advisor,” my goal is to make an impact and leave a legacy built on the foundation of these two 18-year chapters. It’s humbling to have a professional history (41+ years) that predates the birth of many I work with today. I am committed to translating those years of experience and learning into meaningful advice and support. Wherever you are in your professional journey, I encourage you: keep learning, keep growing, and don’t let any single company, role, title, or boss define you. You are the owner, creator, and definer of your personal brand—and only you can guide your path.

Reflecting on the Covid-19 Pandemic: A Leadership Journey at Bolthouse Farms

 Marking Six Years Since the World Changed

Six years ago today—yes, literally today, Friday, March 13, 2020—the world as we knew it shifted dramatically as we entered the reality of the Covid-19 global pandemic. As I write this blog post, we are again witnessing challenging world events (the ongoing conflict in Iran and the Middle East). In this climate of challenge and uncertainty, it feels timely to pause and reflect on those experiences that lead through the unprecedented crisis that began in 2020.

Back then, I had the honor to be a senior leader at Bolthouse Farms, a remarkable company based in Bakersfield, California. We had just completed the purchase of the company from Campbell’s (a story for another post) and managed to bring back about 75 alumni within the first 90-100 days of the transition. We were well aware of the uphill battle ahead: the business was facing significant challenges, and we needed to rebuild the organization and the business processes as an independent company, separate from the Campbell’s corporate infrastructure. Our goal was to stabilize operations and lay the groundwork for future growth. We thought we understood the road ahead—but none of us could have anticipated the global crisis that was looming just a few months ahead, a crisis that would soon engulf not just our company, but our community, our country, and the world.

At the time, I was 58, with 35 years in business behind me and was pretty confident in my business and leadership capabilities.  Like so many leaders, I had no playbook for what was coming. It was frightening, unpredictable, and demanded that we find a new way forward—fast. I realized quickly that our carefully crafted strategies would have to be set aside. Instead, we needed to focus on two simple but critical objectives:

1. Maintain basic business operations.
2. Make our workplace as safe and healthy as possible.

These two guiding principles became our foundation, bringing much-needed clarity to our leadership team and the entire company ... and to me personally! We kept our focus on the business issues that were "important and urgent,"  often managing the business day to day,  at times hour by hour. I began keeping daily—and sometimes hourly—notes starting in late March 2020, which evolved into a kind of journal (pictured above) chronicling those turbulent times. I keep this “little talisman” near my home office desk today as a constant reminder of what we navigated and how we found our way through those extremely challenging and stressful times.

Flipping through those notes recently, I landed on an entry from January 11, 2021. By then, my entries included business trends, market share updates, customer challenges and opportunities, and on that day, it held the details of the meetings we were scheduling to prepare for on-site employee vaccinations—which we soon rolled out. My heart still races when I revisit those scribbled memories, but I am deeply proud of what we accomplished together: keeping the business running and our workplace safe—sometimes even safer than our employees’ own homes.

I’m sharing this reflection to mark this important anniversary and to thank everyone who stood shoulder-to-shoulder with me during those extraordinary times. Now, at 64 and with more than 40 years in business, I am certain that leading Bolthouse Farms through the Covid-19 crisis will remain my proudest professional accomplishment.  I hope you can take a moment in these tumultuous times to reflect on your own journey earlier this decade and hopefully find strength and encouragement from the steps that you took to navigate the wild days that began on March 13^th, 2020.

 

Why Leaders Should Be Great Hosts

Building Teams Through Welcoming, Respectful, and Attentive Leadership

Leaders Need to Be Great “Hosts”

In today’s world, where bombastic, authoritarian leadership styles often dominate, it’s easy to overlook the power of a more human-centered approach. I’m not referring to social graces or the frequency of events leaders might “host.” Instead, I want to explore a leadership model that has proven effective time and again—one that inspires teams, boosts engagement, and drives performance by focusing on the art of hosting.

Think back to times when you were truly well hosted—dinners, parties, weekend gatherings, or even extended visits. What made those hosts stand out? Certain traits consistently emerged, and I believe these are foundational habits every leader should cultivate.

Welcoming: behaving in a polite or friendly way to a guest or new arrival.

Respectful: feeling or showing deference and respect.

Attentive: paying close attention to something.

These three traits work together to create an environment centered on the “guest”—in this case, your team members. Let’s dive deeper into each trait.

Welcoming: Actions Speak Louder Than Intent

Welcoming leadership is about consistent behavior, not just good intentions. Too often, leaders fail to treat their teams as “welcomed guests” in the enterprise. Yet, this mindset can transform the workplace. A welcoming leader acts with kindness and openness, making every team member feel valued and included. It’s rare, but it’s a powerful way to build trust and belonging.

Respectful: Leadership Is a Privilege, Not a Right

Showing deference and respect is not commonplace in today’s corporate or political landscape. Many leaders mistakenly believe their position entitles them to authority, but reality—and recent trends—prove otherwise. CEO turnover hit a record high in 2025, with 234 departures across tracked global indices, a 16% increase from 2024 and 21% above the eight-year average. Even top-performing firms saw increased turnover, driven by strategic realignment and shareholder pressure. The average tenure dropped to just 7.1 years.

Leaders must remain humble and appreciative—leadership is an honor and a privilege, not a right to be abused.

Attentive: Stay Tuned In to Your Team

Attentiveness means actively listening and observing your team’s needs. Leading through Covid taught me the importance of monitoring the health, well-being, and readiness of my company and direct reports. The challenges were immense, but by staying focused and attentive, we navigated a difficult period with surprising effectiveness.

A Story That Illustrates Host Leadership

Let me share a personal story that brings this concept to life. Over 20 years ago, I worked for a senior executive who had been a Marine lieutenant. At a large team meeting, as lunch was served, I watched him check the buffet lines, ensure there were enough plates and utensils, and personally ask staff to add more cookies to the coffee station. He waited until nearly everyone else had eaten before grabbing his own plate. Later, he explained this practice: in the Marines, he always made sure his platoon was fed and ready before serving himself; every day, every meal, every occasion!  As the leader, his job was to care for the group first.

Conclusion: Build Leadership Habits That Last

Leadership, at its best, is about cultivating habits and actions that make your team feel genuinely hosted—welcomed, respected, and attentively cared for. Find ways in your daily work to embody these traits. When you do, you’ll foster engagement, loyalty, and performance that goes beyond the ordinary.