Vance Crowe

No, they didn't. In fact, at the time, they almost didn't hire me because I had an HR person come and say, we red flagged your application because we had looked you up and it had this. And then the person that hired me, who's actually a really visionary woman, her name is Holly Butka, she said, that's exactly what we need is somebody that's willing to push the envelope.

Because I got hired there at the time when Monsanto was being totally under assault. You're the evil most terrible thing in the world. And so they were trying to find somebody that would go out and talk with, you know, college kids and young people about GMOs and pesticides. So that was my job. What are you guys writing down here?

Because I got hired there at the time when Monsanto was being totally under assault. You're the evil most terrible thing in the world. And so they were trying to find somebody that would go out and talk with, you know, college kids and young people about GMOs and pesticides. So that was my job. What are you guys writing down here?

Because I got hired there at the time when Monsanto was being totally under assault. You're the evil most terrible thing in the world. And so they were trying to find somebody that would go out and talk with, you know, college kids and young people about GMOs and pesticides. So that was my job. What are you guys writing down here?

Oh, yeah.

Oh, yeah.

Oh, yeah.

Well, the end essentially is when Bear bought Monsanto, I had a mentor, a guy that had really taught me a lot. He said, stay there for a year. Because I was like, look, I only came to Monsanto. I didn't want to be in corporate America. This is not for me. I don't want to do PR.

Well, the end essentially is when Bear bought Monsanto, I had a mentor, a guy that had really taught me a lot. He said, stay there for a year. Because I was like, look, I only came to Monsanto. I didn't want to be in corporate America. This is not for me. I don't want to do PR.

Well, the end essentially is when Bear bought Monsanto, I had a mentor, a guy that had really taught me a lot. He said, stay there for a year. Because I was like, look, I only came to Monsanto. I didn't want to be in corporate America. This is not for me. I don't want to do PR.

I was here because this is the most interesting communications problem in the face of the earth, which is we're growing food more bountifully than we ever have in the history of time. And all these people are angry and worried about where their food is coming from. So that's interesting. Bear came to me and said, hey, what you did here was awesome. We'd like to put you on the executive track.

I was here because this is the most interesting communications problem in the face of the earth, which is we're growing food more bountifully than we ever have in the history of time. And all these people are angry and worried about where their food is coming from. So that's interesting. Bear came to me and said, hey, what you did here was awesome. We'd like to put you on the executive track.

I was here because this is the most interesting communications problem in the face of the earth, which is we're growing food more bountifully than we ever have in the history of time. And all these people are angry and worried about where their food is coming from. So that's interesting. Bear came to me and said, hey, what you did here was awesome. We'd like to put you on the executive track.

They got me an executive coach. They were like, we want you to do something, but we're not going to keep going in this communications project. We're going to kind of put that aside. Do you want to go to supply chain or finance? And I was like, I'm not going to supply chain or finance. And so I ended up jumping out.

They got me an executive coach. They were like, we want you to do something, but we're not going to keep going in this communications project. We're going to kind of put that aside. Do you want to go to supply chain or finance? And I was like, I'm not going to supply chain or finance. And so I ended up jumping out.

They got me an executive coach. They were like, we want you to do something, but we're not going to keep going in this communications project. We're going to kind of put that aside. Do you want to go to supply chain or finance? And I was like, I'm not going to supply chain or finance. And so I ended up jumping out.

And one of the things that I did was start a podcast because I was getting asked by ag groups all over the country, hey, you're out talking to critics. Can you come help us talk with critics? And if you're going to go on the speaking circuit, you have to have new ideas. And the only way to get as many new ideas as I needed was to start a podcast.

And one of the things that I did was start a podcast because I was getting asked by ag groups all over the country, hey, you're out talking to critics. Can you come help us talk with critics? And if you're going to go on the speaking circuit, you have to have new ideas. And the only way to get as many new ideas as I needed was to start a podcast.

And one of the things that I did was start a podcast because I was getting asked by ag groups all over the country, hey, you're out talking to critics. Can you come help us talk with critics? And if you're going to go on the speaking circuit, you have to have new ideas. And the only way to get as many new ideas as I needed was to start a podcast.

And the podcast led me to what I'm doing now, which are legacy interviews. So now what I'm spending most of my time doing, about 80%, is people come to my studio and we sit down together and I ask them questions about their lives so we can record them talking about their family story so that future generations can know their family history.