Real Pickles

Northeast Grown, 100% organic, fermented & raw pickles, sauerkraut, kimchi, kvass, and hot sauce

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Supporting a Regional Food System: An Interview with Myers Produce

As you may know, here at Real Pickles we are deeply committed to buying our vegetables only from Northeast family farms and selling our products only within the Northeast. One way in which we are able to achieve this, and in turn help to build a strong, organic and regional food system, is by working with small independently-owned regional distributors who bring Real Pickles to our Northeast neighbors.

Annie Myers

With this in mind, we began partnering with Myers Produce in 2016 as a way to bring our ferments deeper into the urban areas of the Northeast, and we’ve been thrilled with the results!

Myers Produce has been in operation since 2013. As a regional distributor based in Vermont, they buy vegetables and value added foods primarily from small, mostly organic farms in Vermont, Massachusetts and Maine. They then truck and sell to stores and restaurants in the New York City and Boston areas. Everything they offer has been produced in the Northeast. It’s a beautifully closed loop!

I recently chatted with Annie Myers, owner and founder of Myers Produce, about her experience delivering delicious regionally-grown food to cities in the Northeast. Read about it here, and let us know your thoughts on how regional food fits into your life.

How did you decide to start a food distribution business?

AM: I had been working on a farm in Northern Vermont for about three years at the time, and it had become clear that the farms in my area were struggling to reach markets outside the state. After the local wholesale market was maxed out, our farm considered major supermarket chains to be the best option for increased sales, and the demands of those large supermarket chains were not well-suited to the structure and diversity of our vegetable farm. Although I had been living in Vermont, I am originally from Brooklyn, and had spent some time working in the food industry in New York. I had friends in the city who I knew were looking for a better way to source food grown in our region, and who could afford to pay reasonable prices for that food. After a few years of seeing the disconnect between Vermont farms and high-end urban wholesale customers, I decided to start a business that might connect the supply in Vermont with the demand in the city.

Who are your main customers?

AM: Our produce goes to retail stores and restaurants throughout NYC and the Boston area. Our largest customers are a food co-op, an online retailer, and a fast casual restaurant chain, all in NYC.

Myers Produce NYC deliveryHow many truckloads of regionally-produced food do you deliver to New York City & Boston each year?

AM: We deliver in NYC four times per week throughout the summer and three times per week throughout the year. We deliver to the Boston area five times per week through the summer and twice per week throughout the year. All told this is about 330 truck loads per year!

How has Myers Produce changed over the years since you started?

AM: When we started, the business consisted of me, a van, and a computer, and I was delivering exclusively to NYC customers once a week. We have grown a lot since then! We are now a team of ten employees operating four box trucks. Our mission has remained the same since the beginning – we work to increase Northeast farmers’ access to regional urban wholesale customers, in order to support the strength of agriculture and the regional food system in the Northeast.

How does the seasonality of our Northeast agriculture impact your business?

AM: We have a much less diverse list in the winter than we do in the summertime. We don’t source any products from outside the region, so as soon as a product goes out of season in the Northeast, it is no longer offered on our list. That said, many of our farmers do an amazing job of season extension, and our winter offerings are probably more diverse than you might expect! We have greenhouse-grown spinach, tomatoes, and cherry tomatoes year-round, and we generally have kale, fennel and leeks well into January. And we have added value goods made with locally-grown produce available as well, like products from Real Pickles!

In a relatively short period of time, you have built up a great reputation as a regional distributor. What are the integral aspects to your success?

AM: We don’t know the answer to this entirely, but I think we have prioritized efficient systems, clear communication, and good customer service from the very beginning. I know these things mean a lot to our farmers and producers, and to our urban customers.

Myers ProduceWith all the farms and food producers in Vermont and the Pioneer Valley, how do you choose your offerings?

AM: We don’t have an exact formula, but we try to keep our list diverse and to offer a consistent high quality. We try to source the products that we consider to match growers’ strengths, while also balancing location, price point, seasonality, and scale.

What do we need to be thinking about as consumers and shoppers, in terms of building a strong regional food system?

AM: I know that all of our customers are constantly competing with huge corporate sources of food (Amazon/Whole Foods in particular), and that they are challenged to differentiate themselves in the eyes of consumers. I think the most important thing is for shoppers to be intentional about where they spend their money, and think about who they are supporting by where they buy their food. If we want to support local growers in the Northeast, we need to make sure to spend money where it will stay in regional circulation.

What is the most interesting behind-the-scenes aspect of Myers?

AM: We really only have one physical warehouse space. But, to cover the distances we cover while adhering to regulations – and also create jobs that we think are sustainable – we have drivers based in NYC, Western MA, and VT. All of these drivers start and end their days in the same locations, but they drive from VT to Western MA and back, from Western MA to NJ and back, from Western MA to VT and back, and from Western MA to Boston and back.

What has been your favorite aspect of your job over the years?

AM: I have always loved puzzles, and I’ve grown to enjoy creating systems that are physical, flexible, efficient, and full of moving parts. I love it when an opportunity or inquiry comes up on a given morning, and I get to think about how that opportunity fits into our current operation, send a few emails, make a few phone calls, and be able to take advantage of that opportunity (often by the next day) in a way that makes sense for all parties involved. It keeps me on my toes, and it helps me feel that Myers Produce is providing a real service that can adapt to the needs of the folks that we are trying to serve.

Annie Myers

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One Year as a Co-op

We just wrapped up our fiscal year at Real Pickles. In many ways, it was a typical year for the business. Interest in fermented foods has continued to rise, and the year was another strong one for us. As is often the case, the uncertainties of the growing season necessitated some creative problem solving (a wet spring in the Pioneer Valley resulted in much less early cabbage than we were expecting) but in the end we got all of the fresh ingredients we were hoping for and processed over 300,000 pounds of Northeast-grown vegetables during our production season, an increase of about 40% over last year!

What was different about this past year, however, was our structure as a business. May 9th marks the day that Real Pickles made the transition from a sole proprietorship to co-operative ownership. It took a lot of work to become a co-op, and now the process of running the business involves both shared effort and reward for our new group of member-owners. Some of what we encountered during our first year was expected and other things took us a little more by surprise. As an increasing number of businesses consider transitioning to the co-operative model, we want to share some of our experiences so far.

Learning to be Business Owners

The founding worker-owners on May 9th, 2013 getting ready to
sign the legal documents to convert Real Pickles to a co-operative.
(Photo credit: David J. Singer, Esq.)

As Real Pickles made the structural shift to becoming a co-op owned by its employees, those of us who hadn’t previously been owners knew we would have to make the mental shift to thinking like owners. Looking back a couple years, as the founding co-op group worked together to figure out if Real Pickles’ transition to a worker co-op made sense for the business and for each of us as individual potential owners, we spent quite a bit of time on activities that served the joint purpose of strategic planning and practicing the art of ownership. Inspired by our friends at South Mountain Company, we prepared an exercise that encouraged us to articulate what kind of growth we want for Real Pickles, and the possible outcomes of different approaches for our future. Since completing the transition, we’ve continued this important strategic planning work.

To further foster a learning culture in our business, we started holding internal classes on five core topics – Social Mission, History of Real Pickles, the Co-operative Movement, Finances and Governance. While all staff people attend, all potential worker-owners are required to complete these classes before becoming part of the co-op. This has given us all a common base of understanding of Real Pickles as a co-operative business and some of the tools we need to be effective business owners.

The need to think like owners was highlighted when, recently, we were looking at increasing certain benefits for staff – in this case, starting a Real Pickles sponsored retirement account, increasing our paid time off and implementing a family leave policy. While we as employees were, in principle, supportive of enhancing benefits for ourselves and our co-workers, as owners we also had to take responsibility for the impacts of these decisions on the business that provides us with employment. When we looked at the costs within our budget for next year, we ended up proceeding more cautiously, scaling back the new benefits for the upcoming year with the understanding that we will revisit this topic after we have another year as a co-op under our belts and can envision what long term sustainability looks like.

Another example of new owners having to broaden their perspectives came recently when it was time for Dan’s first annual review as General Manager. A small group of board members was formed to conduct the review process. This process of evaluating our General Manager — who is also the founder, hired many of us and who many of us report to directly — exemplifies how the workers have had to step up and manage multiple roles with this new co-operative. In the end, the review went extremely well. It was a powerful experience for all involved and a clear example of what makes a co-op different from other business models.

Charting Our Future

Last May, as we looked forward, we knew that if the co-op was to be successful over time we would have to make worker-ownership appealing to more staff people. We expected that other employees would see the value of being worker-owners but didn’t expect it to happen so quickly.  Even before we officially made the transition to a co-op, two more staff people expressed their interest. In the midst of working on our business strategy, investment campaign, incorporation and legal documents, we had to scramble to articulate the “path to worker-ownership” at Real Pickles, with an eye to finding the balance between making the ownership process clear and accessible to workers while maintaining a high level of training and engagement for potential new members.

We have also been careful to create clear distinctions between the responsibilities of the worker-owners, the board and staff. We wrote our bylaws with an eye to these issues but, taking a cue from fellow worker co-op Equal Exchange, we later also created a governance matrix that both lays out responsibilities from our bylaws (such as only a consensus of all worker-owners can amend Real Pickles’ mission) and clearly communicates what body is accountable for other areas of the business (for example, the General Manager creates the annual budget to be ratified by the Board of Directors). This clarity of responsibilities has served us well so far and the clear delineation of authority and oversight has helped us to work efficiently.

For Brendan Flannelly-King, Real Pickles’ facility manager and one of the five founding members, much of the work setting up the co-op felt abstract and it was often difficult to imagine what it would be like to be an owner. “In some ways,” he says, “owning the business has been easier than I had expected. It’s hard work, but since the worker-owners as a body aren’t involved in operations, we have been able to really focus on strategy.” As we look to our second year, we’re working to anticipate the systems that will help us to be even better business owners, and will help make future decisions as clear and simple as possible.

Real Pickles & Our Community

Real Pickles as a sole proprietorship has long had a strong network of support within the community and we knew we would need to engage that network in a variety of ways as we made the transition to a cooperative. One thing we did was to gather a group of community members as a Board of Advisors to help us look at strategic planning, particularly the issue of how to grow our business in a way that is thoughtful and sustainable. This topic has provided fodder for energetic meetings with lots of debate about competition, mechanization, growth and sustainability. We as worker-owners have been inspired and motivated by these discussions.

We have also found that the outreach work we did throughout the months leading up to our co-op transition has continued to benefit us. Real Pickles’ local following has grown and become even more dedicated – we sold over 7000 more jars in the Pioneer Valley in 2013 than we did in 2012! It is encouraging that worker cooperation appears to have value not only for our own employees but also for customers who can see its benefits for the wider community.

Central to our vision as a sustainable, mission-based co-operative is further engaging our community — the growers who supply us, the farm stands, food co-ops, natural food stores and other businesses that carry our products, the people who purchase them, the investors who helped finance our transition, and the co-ops that have supported us along the way — as we chart the future success of our business. Thanks to the many people who have supported us in this exciting first year of what we hope will be a long and inspiring journey. A co-op is a community effort, and we could not have done it without you!

The current Real Pickles worker-owners (from l to r): Kristin Howard,
Dan Rosenberg, Andy Van Assche, Rebecca Lay, Brendan Flannelly-King,
Annie Winkler, Addie Rose Holland. (Photo credit: Heather Wernimont)

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Real Pickles and the Path to a Co-operative Economy

We are excited to share a few words written by Erbin Crowell, Executive Director of the Neighboring Food Co-op Association (NFCA) and local expert on cooperative business.  Erbin was a huge help to the Real Pickles Co-op founding group as we forged ahead with our transition to a cooperative structure.  He earned his Master of Management: Co-op & Credit Unions from St. Mary’s University in Nova Scotia and serves on the boards of the National Co-operative Business Association and the New England Farmers Union. He lives in Buckland, MA, with his partner Kristin Howard and their son Elias, and may be contacted at erbin@nfca.coop.

By Erbin Crowell, Executive Director, Neighboring Food Co-op Association

The United Nations International Year of Cooperatives was celebrated in 2012

 

It’s been about five years since I first sat down with Real Pickles’ cofounder Dan Rosenberg at his home in Montague, MA.  As he considered the future of his company, Dan was interested in knowing more about the co-operative business model and its potential for preserving Real Pickles’ unique mission over time.  For my part, I wanted to better understand the perspectives of entrepreneurs like Dan who were uncomfortable with the traditional paths of business succession.  Could co-ops offer a viable alternative for business owners who see success as defined more broadly than just the bottom line?

My partner Kristin Howard – now Real Pickles’ sales manager and a founding worker-owner – and I had recently left Equal Exchange, a worker co-op and pioneer in fairly traded products, where we had been member-owners for a combined two decades.  My experience developing new initiatives within a rapidly growing co-op had been profound on a personal level.  It had also demonstrated to me how co-ops could have a dramatic impact on the economy by working together across the food system.  I wanted to be part of making the experience available to more people, and growing the wider co-operative economy.  This path had led me to studies in co-operative management and work with organizations including the Co-operative Fund of New England, the Valley Alliance of Worker Co-ops, and finally the Neighboring Food Co-op Association.

A basic challenge for the co-operative movement is that it has been largely overlooked by universities, economic development organizations, and local governments. It is easy to go through one’s academic career without learning anything about this business model, despite the global impact of co-ops. When young entrepreneurs seek out support for starting or growing a business, the co-operative model is rarely offered as an option.  Basic legal and financial support is weak at best.

And yet, co-operatives have succeeded.  For example, more than a billion people around the world are co-op members — more than directly own stock in publicly traded corporations.  Co-ops also employ more people than multinationals.  And in the quest for food security, co-operatives have been recognized as lifeline for small farmers and consumers in the developing world.

In recent years, co-ops have been recognized for their performance during the global recession that began in 2008 and continues to cause massive unemployment, dramatic shifts in wealth and austerity.  Co-ops have proven extraordinarily resilient during this period, preserving jobs, wealth and community infrastructure. And their global contribution to human development, poverty reduction and sustainability led the United Nations to declare 2012 the International Year of Co-ops.

In addition to being driven by a distinct set of values and principles, the co-operative legal structure prioritizes social needs and goals above the accumulation of profit.  Based on the principle of one member, one vote, co-ops are very real examples of the kind of economic democracy that people are clamoring for in the wake of this global recession.

Food co-ops in our region are an illustration of the potential of this model.  For the past three years, I have served as executive director of the Neighboring Food Co-op Association (NFCA), a network of over 35 food co-ops and start-ups across New England.  These are community businesses, locally owned by more than 80,000 people.  Success is not measured by investor dividends, but by factors such as environmental impact, benefits to members, and employment. Because they are not focused on maximization of profit, co-ops have been innovators in the food system and pioneers in healthy foods, organic products and Fair Trade.

Food co-ops have also been leaders in the re-localization of economies, illustrated by the fact that the members of the NFCA purchase over $30 million in local products each year.  In communities across our region, food co-ops serve as anchors for local producers and as places to experiment with new products.

However, a central challenge for food co-ops, and for the “buy local” movement in general, is that the purchasing power we invest in the local economy does not always stay in the community.  For example, our members and customers have invested millions of their consumer dollars in socially responsible businesses, only to see them bought out by large multinational corporations.  In this sense, local economies often serve as a testing ground for the investor-driven economy. Entrepreneurs create new products and services and those businesses that demonstrate sufficient potential to generate profits for investors are absorbed into this market economy through investor buy-outs, initial public offerings (IPOs) or purchase by a larger corporation.  As a result, the capital, creativity and infrastructure created by local entrepreneurs are extracted from local communities, and the stakeholders who helped create that market value are left behind.

Another challenge for the local movement is business succession.  What happens when an entrepreneur decides to retire or simply move on to something new?  As we invest our consumer dollars in local businesses, are there ways to ensure that those businesses don’t fade away or get sold to corporate interests?  Is there a way to engage other stakeholders — workers, producers, consumers and the wider community — in the mission and long-term success of local enterprises so that they are more sustainable and accountable to the people who depend on them?

This question has been at the root of the co-operative movement since its beginnings.  In response to the concentration of wealth and control that characterized the Industrial Revolution, community activists created a democratic business model, rooted in social values, and oriented toward the meeting of human needs rather than accumulation of profit.  For the first food co-ops, the goal was food security and rooting a source of healthy, affordable food in the community.  For farmers, it was pooling resources to invest in the shared infrastructure needed to compete with larger growers and corporations.  And for workers, it was gaining more control over our work-lives so that a company couldn’t just up and leave in search of higher profits.

Certainly, these goals speak to many entrepreneurs today for whom the ideals of economic democracy, sustainability and human fulfillment are integral to their vision of success.  What has been missing is a roadmap for succession that provides an alternative to the traditional corporate buyout.  Real Pickles founders, Dan and Addie Rose, may have part of the answer.  Five years after we sat down to talk co-ops, their company is on the cutting edge of a trend toward a new way of thinking about the basic purpose and priorities of local business.  For an emerging group of entrepreneurs, conversion to a co-operative structure may be driven by the desire to root their business in the community, to safeguard their mission, or simply to share ownership, risk and reward with their co-workers.  For others, “co-operation” was always what they had in mind – they just needed a formal business structure for it.

This is not to say that there is not an important role for outside investors in this effort.  What is needed is a new way of thinking about this role.  Some have used the term “social investor,” and “slow” or “patient” capital.  Tom Webb, former manager of the Master of Management, Co-operatives and Credit Unions Program at Saint Mary’s University in Halifax, Canada, has called for something a little more specific: “co-operative capital.”  For Webb, the financial crisis of 2008 and the accompanying global recession has demonstrated the problems of an economic system built on maximization of profit.  “We need capital that is socially constructive rather than destructive and more stabilizing rather than destabilizing,” he writes.  “We need capital that is restrained, limited and controlled and directed to meeting human need rather than human greed.”

In fact, some of the most successful contemporary co-ops have relied on this kind of capital to grow their businesses.  Equal Exchange and Organic Valley, for example, offer investment opportunities for non-member individuals and organizations.  This capital is constructive in that it is driven by social and environmental impacts as opposed to maximization of return; it is restrained because investment shares are non-voting, with control remaining with the membership; and it is stabilizing in that share value is based on cash value rather than the theoretical market valuation employed by the stock market and employee stock ownership plans (ESOPs), rooting wealth in the community.  Over time, many have insisted that investors would not accept these limitations on their influence and returns.  And yet, year after year these co-ops have had little trouble attracting sufficient capital to support their growth.

What is particularly exciting about Real Pickles is that they have demonstrated a model in which people can invest in the conversion of a privately held business into a co-operative enterprise.  Essentially, investors are using their financial resources to secure a business within the local co-operative economy, as opposed to the market economy.  This represents a compelling shift in our conception of what is possible.

Over the years, food co-ops across the Northeast have invested substantial purchasing power in the success of local businesses like Real Pickles.  And I am proud that the Neighboring Food Co-op Association has been able to play a small part in the transition of the company, becoming an investor in Real Pickles as part of our vision of “a more healthy, just and sustainable food system, and a vibrant community of co-operative enterprise.”

On a personal level, it has been inspiring to work with the member-owners of this new co-op in this process.  In my role as the first staff person for the Valley Alliance of Worker Co-ops, I began to see the importance of co-op led development and the potential of peer-to-peer collaboration in supporting the success of co-operative enterprises.  While my primary work is now with the NFCA, there is a clear overlap in the vision of our food co-ops and that of companies like Real Pickles.  Moving forward, my hope is that co-ops and local entrepreneurs will be able to see the potential in this kind of collaboration in growing the co-operative movement in our region.

Dan Rosenberg and Addie Rose Holland have not only chosen an inspiring path for Real Pickles.  They, along with the other founding member-owners of the Real Pickles Co-op, have laid a path for local business succession and the transformation of individual entrepreneurship into what would be more accurately described as co-opreneurship: creative economic development with the goal of strengthening economic democracy, sustainability, and community wealth.

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We’re Going Co-op!

by Dan and Addie

We have big news to share:  Real Pickles is becoming a worker co-operative!

Along with Real Pickles staff, we have been laying the groundwork for a co-op transition for a number of months now, and earlier this summer – during the UN’s International Year of Cooperatives – we officially decided to make the switch!  Everyone here is excited about the plan to convert Real Pickles to a worker co-op, and we will be working to make it happen over the next few months.  While the two of us will no longer be the sole owners of the business, we will continue to be part of Real Pickles as worker-owners and managers.  We think a worker co-op structure will be an outstanding way to help ensure that Real Pickles will succeed far into the future – producing delicious and healthy food for people and making a lasting contribution to building a new and better food system!

Why co-op?

We have worked hard over the last decade to build up our business: creating and scaling up our recipes, developing markets for our products, and educating folks about fermented pickles.  We have figured out how to manage the challenges posed by our commitment to sourcing locally – purchasing and processing our year’s supply of vegetables all within the short span of the New England growing season.  And three years ago, when we had completely outgrown the community kitchen we were using, we made the big leap to our own organic food facility.

Now, after eleven years in business, it is quite gratifying to be able to say that Real Pickles has achieved a certain level of success as an organic food business.  We are not making big bucks, but things are financially solid.  We have a fantastic staff of twelve.  We operate out of a 100% solar-powered, energy-efficient facility.  We are supplying over 300 stores around the Northeast with delicious, nourishing food.  And, we are supporting local farms with annual purchases nearing 200,000 pounds of certified organic vegetables.  Yes!

Where does one go from here?  These days, the typical path for a business like ours involves continued rapid growth followed by selling out to a large industrial food corporation.  Entrepreneurs who have gone this route will offer a variety of rationalizations for why such a move can be socially beneficial.  As we see it, leaving it to big corporations to run the world leads to very bad social outcomes.  As far as Real Pickles goes, our deeply socially-responsible approach to doing business doesn’t fit with big corporations’ drive for monetary profit.  We are committed to keeping Real Pickles a small business working to truly change the food system, and so we clearly must choose a different direction.

We have decided, then, to try to help re-write the standard storyline for a successful organic food business.  We are interested in creating a new structure for the business which will support both its continued financial success and success in contributing to a better world.  And, while neither of us have any plans to leave Real Pickles anytime soon, we want this structure to help ensure that Real Pickles can be viable in the long run by eventually coming to be able to thrive without dependence on its founders.

As we see it, a worker co-operative is the most promising structure for Real Pickles.  As a worker co-op, Real Pickles’ social mission and guiding principles will be inscribed in its articles of organization and bylaws, and be made difficult to change.  The business will stay rooted in the community.  Its owners will continue to be local residents who are directly involved in the day-to-day operations, and they will be highly unlikely to re-locate the business out of the area.  A worker co-op structure will also give members of our staff the opportunity to share in the decision-making and profits.  We expect this opportunity will serve as an important contributor to Real Pickles’ future success as it incentivizes our excellent staff to remain at Real Pickles on a long-term basis.

How will it work?

Five of us here at Real Pickles have made the commitment to sign on as founding worker-owners of the co-operative: Brendan Flannelly-King, Annie Winkler, Kristin Howard, and us (Dan & Addie).  Our hope is that additional staff members will join us following the transition.  According to our plan, staff will become eligible for worker-ownership following a year of employment at Real Pickles.  Once approved by the existing membership, a staff member will purchase one share of common stock in the co-operative, entitling him or her to a single vote in co-op affairs and to a share of the profits through annual patronage dividends.

As a co-operative, Real Pickles will be governed by the worker-owners via a board of directors.  On a day-to-day level, our current management structure will remain in place.  The business will continue to be managed in as participatory and inclusive a manner as possible, an approach which has been greatly successful in contributing to a satisfying and productive Real Pickles workplace.

This fall, we will be working through the remaining steps necessary to making our co-op transition happen.  A key task will be to raise additional funds so that the worker-owners can purchase the business.  As plans develop we will keep you updated, so stay tuned!  It’s an exciting time here at Real Pickles.  We are hopeful that at the end of this process – and the beginning of a new chapter – Real Pickles will be in an excellent position to be producing delicious and healthy food for people, providing meaningful and satisfying work for its staff, and making positive social change in the food system for many decades to come!

We are excited to announce the latest step in our plan to go co-op: An opportunity to invest in Real Pickles!  Offered to MA & VT residents, this is an excellent way to support our transition to a co-operative structure as well as our continuing work in helping to build a vibrant, regional, organic food system.  Read more:  www.realpickles.com/invest

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Regional Distribution: An Interview with Joe Angello

At Real Pickles, we have always had an unconventional approach to distributing our fermented vegetables, choosing to work with small independently-owned regional distributors rather than large national ones.  Angello’s Distributing, based in upstate New York, was the first distributor to carry our products.  I recently talked with Joe Angello, its founder and owner, about his experiences in the natural food industry and what it’s like running a regional distribution business.

KH: Why did you decide to start a food distribution business?

JA: It was a reaction to the consolidation of natural food distribution.  Northeast Cooperatives had just been purchased by UNFI [United Natural Foods] and a clear monopoly was being established.  We were recognizing that good local producers had no access to the market.  The only way was through UNFI and they were more focused on national brands.

I didn’t spend a lot of time on a business plan.  If I did, Angello’s might not have happened.  I’m more of a jump in and do it kind of guy.  I borrowed a truck and was working out of the cooler at Hawthorne Valley Farm.  Later I found space at Clermont Fruit Processors in a building that had been in agricultural use for over eighty years.

KH: What does Angello’s look like now?

JA: We have fifteen staff people, both full and part time.  We run two to four trucks.  Produce wasn’t our original intention but we started the business at the height of the season and within a month it became obvious that people were interested in fresh, local produce.  I came from fifteen or twenty years in the fish business.  Fish is expensive and perishable and the intensity level and competition is high.  Produce can be hard but it’s easier than fish and we really worked on how to make it as fresh as possible.

Produce accounts for about 40% of our sales now.  We also distribute dairy, grass-feed beef, baked goods, fermented foods and some beverages.

Our core customers are independent natural food stores and co-ops in the Hudson Valley, North Jersey and the Berkshires.  What we do resonates with the end user customer.  Shoppers really look for and appreciate good quality organic foods.

KH: Angello’s has been distributing Real Pickles since 2004 – before my time at Real Pickles.  How did Real Pickles and Angello’s first start working together?

JA: One day in the early days of Angello’s I ran into a guy I knew doing a delivery.  He had been the Northeast Cooperatives delivery guy when I had worked at the Hawthorne Valley Farm Store.  He was grumbling about the UNFI purchase and I said, “Come on over. We could use some help”.  It was a rough time in our business.  I think he might have introduced us to Real Pickles.  He definitely introduced us to Paul Harlow at Westminster Organics.  Real Pickles and Angello’s stand for the same thing on different parts of the food chain.  It’s one of the brands we’ve had from the beginning that keeps carrying on, and the relationship keeps get stronger.

KH: What do you see as the biggest challenges for independent and regional food producers and distributors?

JA: Marketing is one of our biggest challenges, both for producers and distributors.  We go head to head with major corporations like General Mills and Kraft Foods, who have an unlimited amount of marketing money.  Most all of these companies are giant publicly traded stock companies.  Is that really where we want our food dollar to go?  Those of us who work in regional food all need to be looking at ways to pool our interests so that we can better promote the independent brands that get passed over by the big guys.

KH: What do we need to be thinking about as consumers and shoppers?

JA: We need more public scrutiny about what’s inside the package.  People like Michael Pollan have been doing that and Vandana Shiva has been doing it on a global level.  We need to make high quality food a priority – for the health of our environment, the health of ourselves, the health of the economy.  The idea that cheaper food is better food is deep in our psyche. That has got to get thrown out the window.

If you spend an extra twenty cents on a six ounce yogurt to buy yogurt from a dairy in your region rather than from a multi-national brand, where is that money circulating?  How is it impacting our society, the environment and where we live? What’s really happening?  These are important questions to ask.

KH: Is there anything else interesting about Angello’s that we might not know?

JA: We care about these issues at the international level too.  We’ve been importing chocolate from the Grenada Chocolate Company.  The chocolate bars are actually made by a cooperative in Grenada.  Extreme things like child labor and slave labor happen in the chocolate industry, particularly in the Ivory Coast which produces 40% of the world’s cocoa supply.  There’s a great documentary called Nothing Like Chocolate that looks at these issues and features the positive things being done by the Grenada Chocolate Company.

KH: What has changed in the industry since you started the business?

JA: When we got started there was not much of a consciousness or awareness of local food.  We didn’t recognize it as a trend. It’s not why we started. For us it was more common sense.  All this stuff is here and you can’t buy it in the stores.  It didn’t make any sense. 

We were in the right place at the right time.  There was more awareness starting around 2005.  Banks still had money so we were able to buy our building.  We couldn’t do that now. People started to be really interested in local.  Have you been into a Walmart recently?  Everything says “local”. Banks and insurance companies talk about being local.  It’s like the word “natural”. It gets to be ridiculous.

KH: What should we know about food distribution that we probably don’t know?

JA: What appears at face value to be a simple task of getting a jar of pickles from Greenfield, MA to Clermont, NY to getting to a retail shelf in New York City is extremely complicated.  There are so many ways for that not to happen.  We’ve been doing it well and doing it continuously.

Giant companies have done a good job of keeping their costs at a level that is hard to maintain at a smaller scale like ours.  It’s more difficult than I think people realize.

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People Power, Not Corporate Power


Big corporations are a central part of modern American life: We buy an overwhelming proportion of our goods and services from them, we absorb their advertisements nearly everywhere we go, we invest our retirement savings in them, and we depend on the latest twists and turns in their average stock values to tell us whether our lives are headed in the right direction.  These institutions have brought us many material wonders, to be sure.  But what, we might ask, is their collective impact on our pursuit of loftier goals?  Does the dominance of big corporations in our society, for example, make it harder to achieve sustainability, social justice, or true democracy?  Might it be that such institutions actually put these kinds of social achievements fundamentally out of reach?  If so, what can be done?

In the aftermath of two recent federal court decisions – both, as it happens, ultimately threatening to impact a western Massachusetts food business like Real Pickles – I think these are questions worth exploring.

Cukes, Not Nukes

A couple weeks ago, many of us on the Real Pickles staff traveled to nearby Brattleboro, VT, to protest the continued operation of our neighbor, the Vermont Yankee nuclear power plant.  With our “Cukes Not Nukes!” protest signs, we joined over 1,000 people in marching to the local headquarters of its absentee owner, New Orleans-based Entergy Corporation, where 130 people were then arrested in a non-violent civil disobedience action.

There have long been plenty of good reasons to shut down VT Yankee.  The question of how to responsibly manage its waste seems hopelessly unanswerable, given the million-year duration of its radioactivity.  And, a major failure at the reactor could make a sizable portion of New England uninhabitable for thousands of years.  While such a prospect was real even when VT Yankee first went on-line in 1972, it has become ever more possible as the reactor has grown older and experienced a longer and longer list of mishaps.

In recent months, however, another reason to protest has come to the fore.  And, that is the extreme level of corporate power revealed in the decision-making process about VT Yankee’s future, as well as a corresponding failure of democracy.  VT Yankee’s original 40-year operating license expired on March 21 (the day before the march).  But, unfortunately, rather than now heading toward decommissioning, VT Yankee continues to operate.  Last year, in the midst of an unfolding nuclear disaster in Japan, the federal Nuclear Regulatory Commission (NRC) granted a 20-year license extension, a lucrative prize which Entergy worked for years to obtain.

How could the NRC make such a decision?  After all, VT Yankee is the very same reactor model as those that failed at Fukushima.  Serious problems continue to plague VT Yankee, and the consequences of a major accident there would be profound.  It is difficult to view the result as anything other than the undue influence of a powerful energy corporation faced with the opportunity for massive financial gain.  Perhaps, a “corporate mind-set” was at play, as well – a phenomenon which leads people to have outsized faith in corporations to bring about positive societal outcomes.  I view the corporate mind-set as a consequence of big corporations’ pervasive influence in society.

In January of this year, even more serious questions about democracy were raised when a federal court invalidated the state of Vermont’s decision to deny Entergy permission to continue operating the plant beyond March 21.  The NRC had given its permission, but Entergy had previously signed a contract with Vermont agreeing it also would need the state’s go-ahead to keep the reactor going.  After a long public debate during which it was firmly established that the clear majority of citizens wanted VT Yankee shut down, Vermont’s legislature sided with the citizenry.  But, Entergy sued.  It hired a team of superstar lawyers, spent millions of dollars, and – in a wildly off-base court decision – won.  Vermont has appealed the decision.  For now, however, corporate power has won.  And the inhabitants of New England remain at risk.

Real Food, Not Frankenfood

Another recent court victory for a big corporation raises many of the same questions as the Vermont Yankee story.  It also hits particularly close to home for an organic food business like ours.  This case involves Monsanto, the world’s biggest marketer of genetically engineered seeds.

Nuclear power is a very risky business, though its risks are fairly well understood.  With genetic engineering, the risks are similarly great.  Yet, it’s hard to even predict all that could go wrong.  The problem is this: our understanding of living organisms is insufficient to warrant messing around with their basic genetic structure in this way.  Living organisms are highly complex.  To think that inserting a fish gene into a tomato will not produce a long list of unforeseen effects is naive and dangerous.  Will new carcinogens or allergens be created?  Will the plants cross-breed with wild plants and then undermine the health of our ecosystems in some unexpected way?  It turns out that such things are already beginning to happen.  To fully understand the impacts of genetic engineering could take decades, by which time it will be far too late to rein in this technology.

It is a serious problem that the federal government has essentially decided that any and all genetically modified organisms (GMOs) are safe and require no testing, raising the question again about the influence of corporate power on our government.  The most recent win for the biotech companies is just as troubling.  Last year, a coalition of organic farmers, seed companies, and advocacy organizations decided to challenge Monsanto for its aggressive actions against farmers whose crops have been contaminated by Monsanto’s GMOs.  The contamination happens when GMO pollen gets carried by wind or insects onto other farms, and then cross-pollinates with non-GMO crops.  Farmers who have never purchased genetically modified seed suddenly find GMO crops growing in their fields.

GMO contamination threatens the existence of organic agriculture – and poses huge threats to all agriculture.  One would expect farmers to have legal recourse against the biotech companies.  After all, these corporations are clearly guilty of “genetic trespass”, robbing farmers of the organic or non-GMO status of their crops.  In actuality, Monsanto has, for years now, been harassing and successfully suing farmers for patent infringement whenever their GMOs are found in those farmers’ fields.  It has made no difference that the farmers neither planted Monsanto’s seeds nor wanted them in their fields in the first place.

In response, the group of farmers, seed companies, and non-profits filed a lawsuit against Monsanto, preemptively seeking protection from patent infringement should the farmers represented ever find their crops contaminated by Monsanto’s GMOs.  Monsanto hired a team of top lawyers and fought back hard. In February, the judge threw out the case, ridiculing the plaintiffs for a “transparent effort to create controversy where none exists.”  The case is now being appealed.  One is again left to wonder about the prospects for a society where corporate influence is so pervasive.

People Power

Is there another path?  Is an economy dominated by big corporations the only way?

My opinion is that it’s time to dig out that old classic, Small Is Beautiful: Economics as if People Mattered (1973), and consider the advice of E.F. Schumacher: “Today, we suffer from an almost universal idolatry of giantism.  It is therefore necessary to insist on the virtues of smallness.”  Forty years later, “bigger is better” remains the conventional wisdom.  Yet the evidence tells us that bigger is not always better.  Increasingly, the idolatry of giantism brings us to a place in which profit-driven corporate influence wins the day, regardless of what ordinary people want or need.  If we instead want a society run by the people, many changes are needed.  Among the most essential is a shift from an economy dominated by big corporations to one oriented around small businesses (especially those with democratic structures, like cooperatives).

In a corporate-dominated economy, corporations hold the power.  In an economy predominantly made up of small businesses (even if big businesses still exist), it is possible for people to determine the direction of their lives, and of society.  We are no longer battling the excessive influence of big business on government decision-making processes, nor the pervasive “corporate mind-set”, nor the effects of all that slick advertising.  What happens when businesses misbehave, acting against societal interests?  Small businesses can be held responsible for their actions; in a corporate economy, the big corporations always seem to evade true accountability.  Small businesses are less likely to misbehave in the first place.  Only a huge absentee corporation – headquartered 1,500 miles away and beholden to the financial interests of investors on Wall Street – could possibly fight so hard to keep Vermont Yankee running.

To move to a small business economy, we will need entrepreneurs starting up new small businesses – and keeping them small.  Customers supporting these businesses with their purchases.  Millions moving their money out of the big banks and into community banks.  Investors shifting their money from Wall Street to local and regional enterprises.  Masses of people pushing for political change thru protest movements like Occupy Wall Street.  In other words, we must choose to make use of the people power we do have, however limited it may be.  We will then see that we have what it takes to build a green, socially-just, and democratic society.

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Good Food, Good Times

As honored as we are to be two-time winners of the Good Food Awards, the best part of the experience was in the details (as is usually the case). In our line of work, this is as close as we come to a professional meeting or academic conference. When else have we been able to meet a bunch of fantastic pickle makers and other food producers and talk geeky pickle-talk?? Not very often. If only for that, we thank the Good Food Awards (GFA) for creating the opportunity.

The big event. (Photo credit: Marc Fiorito)

The ceremony was a terrific event, and organizers did a great job of making GFA feel like a truly special honor. We gathered at the historic and impressive Ferry Building, a bona fide shrine to local food. Downstairs, the Ferry Building food shops and restaurants bustled with hungry activity while the gigantic upstairs hall filled with food producers dressed in their best. What exactly does “Black Tie Optional” mean to a food producer? The range of interpretations was fully featured at this event. From tuxes to trousers – foodies and members of the press turned out to witness the announcement of the 2012 winners. Alice Waters again hosted – this time acting as the medal-distributor – along with keynote speaker, Ruth Reichl. Both stood to the side of the stage and greeted each winner with a medal and a handshake before guiding them to the stage to stand with their fellow category winners to accept their award. Amidst the clinking of mason jars full of local hard cider and the excited chatter of nutriment networking, a speaker selected from each category (voted by the category winners) gave the acceptance speech. Many spoke of changing times, the ability to source quality ingredients that were not available a decade ago, and the increasing consumer demand for tasty and responsible food. Over such a wide variety of categories (coffee, chocolate, beer, preserves, charcuterie, pickles, cheese, spirits), there were many interesting points that could have served as keynotes in themselves – but in the interest of getting to the tasting tables, talks were limited to 3 minutes each.

Real Pickles’ Dan was selected to speak for the pickle category (you can read his speech here). He was a little (very) nervous but found out when he sat down with his fellow winner-speakers that he wasn’t alone. He really appreciated the opportunity to talk in the ceremony about the idea of building regional food systems, since that’s a big part of why Real Pickles got started, and it’s an effort that many other winners are involved in, as well.

The tasting.

After the ceremony, we headed downstairs for tasting!!! The Ferry Building continues its history as a terminal for ferries bound for points across the bay. But now, it is a gathering place for all who love good food (and have some spending money). During the week, food purveyors vend their victuals to ferry passengers, financial district lunchers, and tourists alike – from locally-roasted Blue Bottle Coffee to regional Cowgirl Creamery cheeses to raw Hog Island oysters (my favorite, anytime of day). You can even browse the shelves of an oversized armoire full of amazing jams and pickles, which serves as a mini-shop for Happy Girl Kitchen. For the GFA tasting party, the Ferry Building shops were closed, but tasting tables for each region were set up in the hallway by region. Each region’s table was lined with plates containing a bite-sized portion of each winning product. For the East region, we enjoyed marvelous mouthfuls from Sour Puss Pickles and Sweet Deliverance in NYC, Formaggio Kitchen in Boston, Cellars at Jasper Hill in Vermont, and Rogue Chocolatiers – new neighbors in Western Massachusetts! Washing the regional mixture down with gulps of winning beer from familiar Smuttynose and faraway Alaskan Brewing Company, we proceeded to the next table for pleasurable provincial provisions.

The sandwich. (Photo credit: Lisa Scott Owen.)

Real Pickles’ Garlic Dills were one of a handful of products chosen by San Francisco chefs to be showcased in special dishes specifically for the event. Evan and Leo, who we got a chance to meet at last year’s awards, are opening up a Jewish deli in San Francisco called Wise Sons Deli. They’ve been hard at work perfecting their fermented pickle and cured pastrami recipes for the new place. Meanwhile, they prepared and served a very special dish at the reception: Brisket braised in Smuttynose Robust Porter with slaw and Real Pickles’ Garlic Dills on a sea salt challah bun. Quite a tasty little sandwich, though half of mine ended up on the floor by way of my dress … figures.

The next morning, we headed back to the Ferry Building for the GFA Marketplace and the regular Saturday farmers market. The Marketplace was a great chance to taste some of the winning products we’d missed the night before and meet some more winning producers. We got a chance to try a yogurt cheese from Sonoma County, which was wondrous. Someone in the Northeast needs to study with Saint Benoit and get some tips. We also enjoyed meeting some folks from Colorado and tasting their Avalanche goat cheese – yum. Moving on to the regular SF farmers market, we were heartily impressed. Talk about a regional food system! This endless farmers market is brimming with regional foods. Clearly, California has a certain climate advantage over 4-season New England for produce – but there was still plenty to be inspired by in terms of implications for our own food system back home: veggies, dairy, seafood, charcuterie… and a proud showing of lacto-ferments! We got to taste astonishing horseradish-leek kraut from Farmhouse Culture, as well as pick up a bottle of refreshing kimchi juice from Happy Girl Kitchen. It was great to see a farmers market supporting two bustling pickle booths (both GFA winners, I might add).

The kraut section at Rainbow Grocery!

We witnessed West Coast support of lacto-ferment beyond just the Ferry Building. Later on, we stopped in at Rainbow Grocery, a very impressive food coop in the Mission District, and found our jaws dropping at the sight of the raw kraut section. So many producers … so much shelf space. One employee noticed our reaction and said, “Yup, we like our kraut!” Some say that California leads the way, predicting the market, harbinger of the next big societal trend. Well, New England, are you ready for more raw kraut?!?

The pickle posse.

Before the GFA weekend came to an end, we also experienced what was perhaps the biggest highlight for us: A pickle posse party! As pickle-makers working in a rural area and only selling our products regionally, we only get so many opportunities to meet other people involved in our craft. The GFA weekend is a great way to get a bunch of us together. Many of us from this year’s group spent an evening embracing our inner pickle nerd by waxing eloquent about preferred cabbage slicing equipment, debating the fundamentals of fermentation chemistry, and deliberating about the challenges of buying local vegetables and managing a small business.  (Pictured here: Ann’s Raspberry Farm, Sour Puss Pickles, Emmy’s Pickles and Jams, Real Pickles, and Firefly Kitchens. Olykraut joined us later in the evening.)  In what can sometimes be solitary work, it feels good to be connected to such a great group of talented food makers, creative entrepreneurs, and all-around fun and interesting people. We’re excited for the next opportunity (fingers crossed for next year)!

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Good Food Awards speech: “Pickles Are Not Obsolete!”

Addie and I are just back from the Good Food Awards in San Francisco, where we were honored for the 2nd year in a row for our Organic Garlic Dill Pickles.  While our first experience at the Good Food Awards in 2011 was quite special, this time around we were fortunate enough to receive an additional honor:  Real Pickles was selected by our 10 fellow pickle winners from around the country to deliver the acceptance speech for the group!  (Thanks, picklers!)

At the ceremony, each pickle winner was called up to the stage and received a Good Food Awards medal from renowned chef and food activist Alice Waters.  And, then I delivered the speech:

Thanks very much. My partner Addie and I are thrilled to be back at the Good Food Awards for a 2nd time as part of what is again a fantastic pickle posse!

I think pickles are a really great fit with the Good Food Awards, with its focus on helping to bring good food back into the American diet, promoting both taste and social responsibility.  Pickle-makers in the United States have much to offer on both counts, and I would say the winners here tonight are clear illustrations of that.

Those engaged in the craft today are drawing on pickling traditions from around the world to produce tasty pickles, as three of tonight’s winners did – Farmhouse Culture, Spirit Creek Farm, and Firefly Kitchens – in creating a version of the Salvadoran classic, curtido.  And we are drawing on the American pickling tradition, as Cuisine En Locale did to produce their winning pickled peaches (which I’m very excited to try).

Some of us here (like Olykraut) are using the traditional fermentation process to make our pickles, while others (like Miss Jenny’s and Let’s Be Frank) are using the modern vinegar approach.  Both are great ways to preserve the wonderful flavors of organically-grown produce and indeed to enhance those flavors along the way.

Pickle-makers are also making major contributions in the realm of social responsibility.  Our special tool of course, our not-so-secret weapon, is our ability to take perishable fruits and vegetables and make them non-perishable, and yet still tasty and nutritious.

In an industrial food system – with monoculture farming and long-distance food transport (both made possible by cheap fossil fuels) – one might be tempted to wonder if pickles are obsolete.  I mean, why bother with making dill pickles for winter when we can just buy in cucumbers from Mexico, right?  Part of the answer, of course, is:  Who really could live without pickles?  (I know, I might be a little bit biased.)

But, as it turns out: pickles are not obsolete anyway.  Because, as more and more Americans are coming to realize, our industrial food system is broken.  It doesn’t work.  It’s causing or exacerbating a huge list of ecological and social ills, from climate change and soil erosion to human disease epidemics and the decline of our rural economies.  What we need instead is a regionally-based organic food system where everyone (not just the privileged few) has access to healthy food from small producers located (whenever possible) within their own region.

And in such a food system, pickles are an essential food:  one that can keep people eating nutritious fruits and vegetables from regional sources all year long, regardless of how cold the weather gets.

Our contribution to building a regional, organic food system is an important part of what we pickle-makers are being honored for tonight.  So many of the winning producers here have developed close relationships with their local farmers to source their ingredients, as we have done in Massachusetts at Real Pickles, Sour Puss Pickles has done in New York, and Emmy’s has done here in California; while others are growing ingredients themselves, like Ann’s Raspberry Farm.

And, thus, just as practitioners of each craft being honored here tonight are contributing to the task of making “good food” the norm in America, so too are those of the pickling craft.  And, I think I can safely speak for all of my fellow pickle winners when I express sincere gratitude to the organizers of the Good Food Awards for doing your part to help promote our work and achieve wider recognition for it.  So, thank you very much.

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Occupy Wall Street and Organic Pickles

In lower Manhattan and in cities and towns across the country, thousands of people have taken to the streets to demand change.  We are the 99%, they are saying, here to put an end to the societal injustices perpetuated by the 1%.  Those occupying Wall Street and elsewhere are speaking out against the concentration of corporate power and its negative impact on people and ecosystems, including problems ranging from joblessness and lack of access to health care to loss of biodiversity and accelerating climate change.

Meanwhile, in western Massachusetts, a small crew is hard at work inside a solar-powered food processing facility, peeling and shredding cabbages freshly harvested from an organic farm ten miles away.  The cabbage will ferment for several months, and then be sold as raw sauerkraut to stores around the Northeast.

Occupying the streets.  Making organic pickles.  Any connection here?  I would say so.

At first glance, what happens here at Real Pickles appears to be merely ordinary business activity.  Just a small enterprise trying to yield a reasonable profit by producing food for people.  An observer not so familiar with the workings of contemporary America might be tempted to think it normal, as well, that we source our vegetables from a small organic farm down the road, generate our own power, sell our pickles in raw and fermented form, and only distribute within our own region.  But of course, in 2011 here in the United States, there is nothing ordinary at all about such practices.  Nor is it typical these days for people to be eating food produced by a small business.

While the representatives of the 99% are seeking to occupy Wall Street, we should probably be thinking of the 1% as the real occupiers.  Climate activist Bill McKibben, in a recent address to the demonstrators in NYC, noted: “Wall Street has been occupying the atmosphere.  That’s why we can never do anything about global warming.  Exxon gets in the way.  Goldman Sachs gets in the way.”  Indeed, Wall Street has long been occupying many realms of our lives.  And our food system is a prime example.

Local food production and distribution by small businesses certainly used to be the norm.  But these days, our food system is primarily national and international in scale.  It is dominated by huge corporations with massive influence over what we eat and how it is grown, processed, distributed, and sold.  These companies have spent significant sums of money to convince us that there is nothing wrong with this picture.  Monsanto’s public relations message is that we need them if we are to “feed the world”.  Kraft Foods assures us that they’re there for us, “fighting hunger and encouraging healthy lifestyles”.

Increasingly, however, people are starting to see through the slick PR campaigns.  They are starting to see connections between the corporate control of our food system and a wide variety of societal problems – the diabetes and obesity epidemics, the huge “dead zone” in the Gulf of Mexico, and ever-increasing greenhouse gas emissions, just to name a few. Indeed, I think the evidence is robust and convincing enough to say quite clearly:  A global, corporate-dominated food system has profoundly negative consequences for people and ecosystems.  We are, without a doubt, in need of a new food system.

Here, then, lies the connection between Occupy Wall Street and a business such as Real Pickles.  Among the Wall Street protesters, some are more radical than others in their demands for change.  But there appears, by and large, to be a unified determination to alter the balance of power in our society away from the corporate elite and in favor of the 99%, and thereby begin to remedy a long list of social and ecological problems.

At Real Pickles, we are doing essentially the same work.  Having recognized that a corporate-dominated food system does not serve our society well, we have set about helping to build a new one.  Real Pickles is small, people-centered, ecologically-conscious, and local/regional in scale; and puts out food that is authentic and nourishing.  The aim is that this business will serve as a model as our new and better food system emerges.  Just like those protesting on Wall Street, we also recognize that the problems stemming from corporate control extend far beyond the food system, and hope that our work has impact as part of a broader re-shaping of our society, as well.

Occupy Wall Street and Real Pickles represent different approaches to the same effort.  Many approaches are needed, as there is much work to be done and no one simple path to an equitable and sustainable society.  So, it is with excitement that we witness the latest social ferment on the streets.  Here at Real Pickles we love fermentation!  We fully support the Occupy Wall Street protests and are delighted to be engaged together in the work for a better world.

 

Header photo: David Shankbone

Fermenting Since 2001