Bridging the gap between small farmers and big buyers
The Hudson Valley of New York has a long, rich history of agriculture, and currently boasts more than听听in annual revenue. However, despite the regional growth of direct-to-consumer models such as Community Supported Agriculture (CSA) and farmers markets, small farmers may still struggle to bring their products to larger buyers, such as restaurants, schools, and other institutions.
, the leading local food company in the tristate area (New York, Connecticut, and New Jersey), has grown to fill this niche. Paul Alward, a farmer of 10 years, co-founded the company in 2011 with three friends who met at farmers markets in New York. According to Alward, now the chief executive officer of Hudson Valley Harvest, the company 鈥済rew organically from the market system.鈥� Embracing transparency, traceability, and sustainability, Hudson Valley Harvest serves food stores such as Whole Foods Market and FreshDirect, and universities such as The New School in New York City.
When asked what a good food system looks like, Alward says, 鈥淚 think it鈥檚 one filled with information. The most effective tool is information. Let the consumers decide.鈥� To this end, the company emphasizes听听that not only identifies both product and producer, but also includes information on proximity and processing.
Hudson Valley Harvest has grown from about 10 partnerships with farmer friends to more than听听harvesting more than 6,000 acres. Seasonality and year-round availability were big challenges at first, but by embracing technology for frozen foods and reinventing infrastructure, the company has scaled their business model and achieved greater operating efficiency. 鈥淲e found very early on that, as a start-up, we weren鈥檛 built for mainstream stores right away,鈥� says Alward. 鈥淸We therefore] went to small independent stores where the owners were present.鈥�
Another challenge was听. 鈥淪laughterhouses aren鈥檛 close and they don鈥檛 always treat animals humanely,鈥� notes Alward. The company only sources pasture-raised cattle, and the farmers use no preventative antibiotics or appetite stimulants. Furthermore, Hudson Valley Harvest does not source pigs from crate-based operations, and raises no veal at all.
Realizing that the local market was a significant revenue stream, more farmers began to participate, and the company could supply enough local food products to meet the demand of larger stores and institutions. To accommodate its growth, Hudson Valley Harvest听听to a new facility in TechCity Commercial Park in Kingston, N.Y., where the听听听a former IBM facility.
The company鈥檚 innovative听听for frozen foods intrigued restaurants, since it allowed chefs and suppliers to observe the actual product, just as they would when buying fresh produce. According to Alward, 鈥淧eople are buying it for the flavor, [and] they are buying it because it鈥檚 organic.鈥�
鈥淕eographically, we are pretty close to where we want to be right now,鈥� says Alward. 鈥淲e want to concentrate on density.鈥� The company directly employs 16 people, and hopes to expand job opportunities through further connections with small farmers and food processors in the tristate area. 鈥淲e are slowly growing into New Jersey and slowly growing into Connecticut,鈥� says Alward.
鈥淲e want to provide the best food experience that just happens to be local, just happens to be sustainable,鈥� explains Alward.听
Hudson Valley Harvest believes that local food can be听听and听听to support local economies. As their website听, 鈥減ick up a bag, buy a bunch, or open a jar, and join our revolution.鈥�
