Fiona Delaney

You've got to book your spot in the market.

You've got to fill your spot in the market.

You've got to have food to sell in the market, which is a whole other work stream.

And while you get probably three times as much

So you're getting the full retail price that you can chart, that your market can sustain, which is probably three or maybe more, depending on what it is, than what you would get contract farming for your local supermarket.

Your local supermarket takes up all your time with their stupid contracts.

quality assurance and you have to deliver everything super clean and of the same size or at least bundle together and probably packaged and which again is another brand I mean you can either sell to somebody else who does all that or you can sell it indirect and what you're doing is selling bulk into that on contract

And you are probably getting paid more money because if you can do the other stuff, farmer's market on the side, like if you've got a grandson, a wife, a daughter, a son, whatever, who wants to do that thing and run with that as a business, you could probably do it.

And, you know, something like 4% of your produce might end up making 30% of your revenue if you do that throughout the year.

But if you don't have that person, if you don't have the manpower, if you don't have that will to manage that,

consumer brand.

It's just another layer of complexity that may not work for that farmer, that farm, that business.

There's a lot of black boxes.

There's a lot of vested interests involved.

So you're going to navigate all that.

You're going to love your big brands and then you're going to hate your big brands.

And then you're going to even hate some of your politicians too.

And you've got to go through that.

And then you have to learn to not be judgmental because...

You're just a technology provider.