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Andrew Schultz:
It still felt like maybe I’m not a farmer. I’m pretending or something, but after about year three, year four, after we dealt with some pretty hard curveballs that were thrown to us, I was like, “Okay, I think I’m in this and I think I’m good at it.” Now, I’m a farmer so [laugh].

Announcer 1:
This is the Real Food Real People Podcast.

Dillon Honcoop:
The amount of work and science and art that goes into those Washington wines that we’ve all grown to love so much is incredible. Our guest this week gives us an eye into what’s going on behind the scenes with all that, how it really works and how they grow amazing grapes here in Washington to make wine. Andrew Schultz is our guest this week and next. I learned so much about growing grapes and how it makes amazing wine in this conversation. I kind of geeked out as a farm kid. Also, some people are just natural born leaders and that’s Andrew.

Dillon Honcoop:
By the end of this conversation, I was feeling like, “Can you hire me?” His vision for what they’re doing, I just wanted to be a part of it. It was magnetic. So, join me in this conversation, really cool stuff. You’re going to learn so much about what really goes into wine and really be inspired by Andrew and his backstory, the things that he went through to lead him to where he is now, incredible stuff. I’m Dillon Honcoop. This is the Real Food Real People Podcast and we’re glad that you’re here this week. Don’t forget to subscribe. I know you’ve got a long backstory, but let’s just start with how did you get into farming?

Andrew Schultz:
Farming in general? So, I got out of the service, was where I actually started, were actually I was farming.

Dillon Honcoop:
You served in the Marines?

Andrew Schultz:
I was in the US Army.

Dillon Honcoop:
In the army, yup. Okay.

Andrew Schultz:
I got out. We had the GI Bill and I actually wanted to be a brewer. I became a brewer within six months of exiting. I basically listened to a bunch of podcasts from California while I was driving back and forth, going to school. Then I sat down at a local brewery, I didn’t know I was sitting next to a head brewer. Him and I started having a conversation. He was supposed to teach me how to distill. Instead he calls me up in like a month and asked me to work for him. It was kind of interesting working for him because he liked doing all the production brewing and all that stuff for the main products, but he kicked down the majority of the odd beers to me and brewing club and stuff. So, I ended up brewing 12 to 14 styles, probably on average per year.

Dillon Honcoop:
What was your thing? What was your favorite? I mean, you’re talking odd stuff, what kind of stuff were you working on?

Andrew Schultz:
One of my favorite beers is an Altbier from Germany and reason why I like the Altbier is it’s like the predecessor to the red beer. I’m not even really that much of a red beer fan, but it’s a predecessor to it, which is really cool because Louis Pasteur came out with basically a yeast. It was for pilsners and stuff like that, produces a lot more phenolics and that’s why they have a lagering process. Back in the day, they didn’t have temperature control for grain to be able to roast it. So, it was either really heavily toasted or it was really lightly toasted.

Andrew Schultz:
So, how they created these red beers out there back in the day was it was built and fermented and treated just like a Pilsner except for in the process, in the beginning, they had a small portion of really heavily roasted grain essentially. So, what you end up getting is this really light bodied beer that has this roastiness to it. So, that was one of my favorite styles of beer that I like brewing.

Dillon Honcoop:
You’re making me thirsty for beer already. We’ve just started talking. This isn’t good.

Andrew Schultz:
Yeah, I should have brought some beer along with.

Dillon Honcoop:
Yeah. So, you were in brewing, and then how did that lead to farming?

Andrew Schultz:
Well, so I was going to community college in Pendleton for the first six months to pick up classes because I needed to do something after I got out. I basically took nine months off of not working or whatever. Started at WSU in the fall, had that conversation with that brewer sometime around August or September right after I’d started classes, and was living in Tri-Cities and bought a home. So, I actually accepted that job to be the brewer and I did it on the weekends.

Andrew Schultz:
And then at the same time, I’d send an email to a professor that worked at IAREC which is Irrigated Agricultural Research and Extension Center in Prosser, one of the largest research centers in the US for agriculture. It was Dr. Naidu Rayapati. He was interested in having somebody basically help him do grape leaf roll virus epidemiology, and I accepted that as well. That was flex time during school. So, basically, in the afternoons during the week, I would go out and I would count these fields based on this visual identification. We put them in Excel sheets to map the virus spread over a number of years.

Andrew Schultz:
I’ve worked with him for about 11 years now in different capacities over the last three or four years because I’ve had different jobs but we still do research on our properties and use him quite a bit to help him understand how to deal with that major virus in the wine industry. It was funny because they put me on this property that we’re out right now, which is Klipsun Vineyards. I met the GM at the time which was Julia cook, and she ended up hiring me for a job because she liked me. So, so now I got three jobs, right? Plus, I was taking full time classes 15, 16 credit hours in school.

Andrew Schultz:
What I said when I was going into essentially school, “If I’m going to go to school for this thing, I’m going to work in the industry that I’m going to school for so that I can cut the curve of actually getting a good paying job when I get out and all those other things.” I wasn’t planning on forming yet at the time by picking up those two jobs, the epidemiology job and then work in flex time as a VitTech at Klipsun. I actually fell in love with farming. I was looking for a solution, I don’t want to be in an office anymore, sitting behind a desk. I found out I was pretty good at, so I just kind of hammered down on that. So, then I said, “Well, brewing seemed to be pretty easy. I think I’m going to go this farming path.”

Dillon Honcoop:
You wanted more of a challenge.

Andrew Schultz:
Yes. Yeah, I think that’s really what it came down to in the end based on the other jobs and stuff I’ve had to pass, I’m a systems thinker. So, the ultimate system is one that takes away a lot of control, and you still have to get the same outcome in the end. That’s essentially a really concise way to put farming.

Dillon Honcoop:
There are so many things that are just entirely out of your control, aren’t there?

Andrew Schultz:
Yup. Yeah, absolutely.

Dillon Honcoop:
What’s the biggest thing for you guys that’s you can’t control it and it could totally mess you up?

Andrew Schultz:
Trying to understand how much heat’s going to be in a particular year, you can build your crop a different way. But for the most part, now we’ve kind of systematize the whole thing, at least the way that my company looks at growing grapes. So, we measure a bunch of different factors in the vineyard essentially that help us understand how much light is coming into the canopy. We really do that on how many shoots are per lineal foot within a canopy, and then the trellis equation basically says that you have to have 40 inches of canopy so we do what we can to get there. And then the fruit load should be as far as what we’ve seen for really high-quality stuff between 1.6 and 1.8 pounds per foot of court on out there.

Andrew Schultz:
So, if you can hit all those parameters in any one year, then by and large you’ll get what you want in the end. But we create all those systems, because every year and I have yet to see anything different, these are all decisions. If we hit these, then we should be in some pretty high-quality bracket. What that allows us to do is that systematizes a lot of our normal decision-making process and that kind of allow us to basically manage the anomalies. They happen different every year. 2016 and 2017 were some of the highest winter rain for our area in the last 20 years. So, getting rid of that water is probably the biggest trick that we have is. Essentially what we do is we let the plant farm that, so we won’t irrigate during that time. So, the plant pulls out and uses as much as possible.

Andrew Schultz:
When we get down to where there’s near zero plant availability, then we basically manage and control that stress over about a three-week period, and then we go back to full irrigation for the rest of the year. So, the biggest trick is being able to get rid of the water and years where we have a bunch, or understand that we don’t have enough, or maybe it’s evenly distributed in the soil and how we’re going to approach those things. So, those are usually the biggest decisions, those types of anomalies. There’s other ones too that pop up some really odd ones. One of them was for example, it would have been 2016, we had a really warm start to the year. So, soil temperatures in the valley were sitting right around 47 degrees.

Andrew Schultz:
A lot of the plants start to come out of dormancy, but it’s a biological system. So, not everything comes out of dormancy evenly. What ends up happening is part of those buds came out of dormancy, and we’re working at a really slow metabolic rate because the temperature went back down for about a month. Part of them hadn’t come out of dormancy. So, when the temperature warmed up, the canopy was uneven a on a per plant basis, which means that it’s not human created. And then two months later, we’re trying to make decisions on how to shut the canopy down or when. You’ve got canes in there that are at your 40 inches, and you’ve got canes in there that are at 30 inches. Which one do you manage to?

Andrew Schultz:
So, what we ended up doing in that particular case was we just bit the bullet on the cost. We managed to the shortest canes, because that was going to get everything to where we wanted. We went back and it ended up not being as bad as we thought. We ran some guys through some machetes real quick. They knocked off the tips of a lot of those canes that were long, and then everything was great.

Dillon Honcoop:
What does this all mean for the wine drinker? All these things that are changing and you’re dealing with, is that changing the flavor, what they experienced when they open that bottle? Is it changing just how much of it’s available?

Andrew Schultz:
So what I can speak to is or at least what my job is or how I view my job is what we do is we try to give the winemaker as much material to use as possible to make the best wine possible. So, some of those things that are, I call them non-purchasable. They absolutely are purchasable. These large companies buy things like mega purple and stuff like that to make wine have more color or tannins that are derived from either other plants or the same plant. A lot of those are a single type of tannin or maybe a single type of acid and not what you actually get in nature, which is this really nice wide breadth of natural acids or natural tannins, different sizes and things like that. So, we try to give that to the winemaker, so they can make the best wine possible.

Andrew Schultz:
One of those things is essentially the skin of the berry has all the stuff in it that makes a wine in case of red wines makes a wine red. It makes a wine have mouthfeel and all these other things that people want, flavor. So, that’s essentially what we’re trying to increase. There’s arguments with the way people look at these things or whatever, but what I kind of view is total polymorphic pigments is really what we’re trying to increase, because that’s the hardest thing from a wine quality standpoint, are the thing that can be washed out by over-irrigation or not enough stress in a particular point in the year.

Andrew Schultz:
So, you can literally have two crops side by side on the same property, same environmental conditions, everything, and one crop will be four tons per acre and the other crop will be four tons per acre. There’s a huge quality difference. The four on the left might take 35 clusters to get to four tons per acre, and the other one might take 25 clusters to get to four tons per acre. At surface to volume ratio is huge so you want-

Dillon Honcoop:
That’s going to change the flavor.

Andrew Schultz:
Absolutely. So, you want the one that’s got 35 clusters, because you’ve got more skin in that. So, when they press it out, in many cases with the stuff that we’re producing, and whether it’s a property or part of our management, could be in contention but essentially the numbers that we’ve returned back consistently as high end stuff is considered somewhere around 3,000. Low end management might return about 1,200 in this concentration of total polymeric pigments. Really decent management somewhere in 1,600 to 1,800 range. Our stuff over the last several years, we’ve been producing is somewhere between 25,000 and 28,000.

Andrew Schultz:
The finished product of a lot of these high end wines, they actually take our grapes and manage it down to about 2,100 to 2,200, in some cases 2,300, as opposed to like basically getting those grapes in and then trying to beat the skins to get as much stuff out of them as possible or bleeding off some of the juice and replacing it with water to get the alcohol and concentration to be correct.

Dillon Honcoop:
What makes an amazing wine? I mean, you’re talking about high end wines, what does that mean? What’s a high-end wine? How do you define that? What really kind of separates the wheat from the chaff so to speak?

Andrew Schultz:
That’s a difficult question. A large percentage of Washington State is, say 90+% actually goes to three main companies in the state. So, they formed those grapes completely different. A lot of with machines and stuff like that, and that’s three main wineries. I think, to date, maybe there’s somewhere around 1,000 wineries in Washington State. So, it kind of shows you the breath that exists out there even on that 5 to 10% level. So, the guys that we deal with primarily and what we try to do and what they’re looking for is they want to have the right property that naturally gets to the right bricks and-

Dillon Honcoop:
Bricks being the amount of sugar, of sweetness.

Andrew Schultz:
Absolutely, yeah. They want him to get to right amount of sweetness so that they’re not under ripe and so they produce these flavors. Certain sites lend to that easier every year and some sites don’t, but through correct irrigation and stuff like that, you can essentially build this grape where the winemakers actually take it in and they just try not to screw it up. That’s kind of like what my version of a high-end wine is.

Andrew Schultz:
It doesn’t necessarily mean price point either, because there’s some winemakers out there that are making $25 and $30 bottles that are absolutely worth every penny and more based on their flavor and their winemaking style and how consistent they are. And then there’s guys out there that charge $100, $150, or $200 per bottle. Some of those are really great and some aren’t worth the money either.

Dillon Honcoop:
That’s what I was going to ask you. These really high dollar bottles of wine, if I go to a restaurant and see that I can go to the… Well I guess, I was going to say top of those. Usually, it’s the bottom of the list, that bottle that’s $100 and some dollars. Is that really going to be that? But I never buy that one because I can’t afford it. But does it really taste that much better and why?

Andrew Schultz:
I’ve been fortunate enough to have a lot of people give me wine or be in tastings where we’ve done these things and compare them side by side. Yeah, so it’s hit and miss. It’s really hard for the consumer to know. I mean, the reality is, is when they walk into a grocery store and I don’t know what the average is now, but a few years ago, the average was like 1,600 skews or something like that of just wine in one store. When they’re purchasing a $10 or $25 or $30 bottle, even at that end, they don’t want to make a mistake and get something that they don’t like necessarily. So, once they find something that they do, a lot of times they’ll stick-

Dillon Honcoop:
Stick.

Andrew Schultz:
Yeah, or maybe they go on tasting.

Dillon Honcoop:
That’s what I do. I go there, and I’m like overwhelmed by all the different brands. I try to do some reading for a while. Usually, I’ll spend a few minutes there reading bottles and trying to understand and looking at years and stuff. And then I’m just like, “I don’t know,” and either just kind of pick something that looks cool based on what the graphic design, or something that I’ve had before?

Andrew Schultz:
Yeah. For people in Washington, I mean, Woodinville’s an excellent resource. Walla Walla, if you want to make a trip, or even in the Tri-Cities area, there’s some major outlets that have a ton of wineries. Now, I think they’re charging some tasting fees, but it’s fun to go out, find something that you like that’s local. Ask the people there and get the story and taste the wine. If you like it, great. I’m sure that anybody can find something that tastes great, is locally produced, and a really high-quality wine at many different price points in Washington.

Dillon Honcoop:
So, when did it hit you that “I am a farmer and I’m passionate about it,” like it became an identity thing for you?

Andrew Schultz:
So, I ended up dropping out of school. I went to four years of college for Viticulture and Enology. I brewed that whole time on the weekend, ended up quitting that job. When I picked up my job to go basically be a General Manager at a farm and where it was 110 acres at the time. In over five years, we built it up to about 175 acres. There’s other properties and tree fruit and stuff that we dealt with besides grapes, but 175 acres of grapes is what we dealt with there in 23 varieties. Part of that was done in test blocks and things like that, but it was a really cool undertaking because you kind of understand all the personalities of these grapes.

Andrew Schultz:
They all have different personalities, and how they grow, or why they want to grow, or how much they want to produce, or how to control them, how they deal with water, or the season. I mean, some like wind, some don’t. Some like a lot of water, some don’t. So, once I moved to his property after the first year, I was like, “Okay, I really kind of dig this.” And then the second year, it was like, “I’m really digging this.” It still felt like maybe I’m not a farmer. I’m pretending or something, but after about year three, year four, after we dealt with some pretty hard curveballs that were thrown to us, I was like, “Okay, I think I’m in this and I think I’m good at it.” Now, I’m a farmer so.

Dillon Honcoop:
Where’d you grow up? You didn’t grow up around farming, did you?

Andrew Schultz:
Indirectly. I grew up in Hermiston, Oregon which is a big farming town. I’ve had aunts and uncles. I come from a big family, so aunts and uncles and everything that had been in farming. Some of them currently build stuff for processing facilities and things like that, but other than hanging out with my dad when I was a kid… He worked for a place called Circle C, which did hay cubes. They sold those hay cubes to Japan, but he did that job for 17 years. Probably 5 or 6 of those years, I was old enough to remember. We’d go on truck rides and stuff together. I go out to the farm and stuff, but really wasn’t directly related to or didn’t spend a whole lot of time in any way.

Andrew Schultz:
My grandfather was big farmer, but he died when I was really young, right around 1988 or 1989. He was a German guy, he loved his sheep. He had pigs and a lot of watermelons and stuff that are grown down in Hermiston. But again, I was really young, and I didn’t get exposed to a lot of that. And then going to high school and stuff, I didn’t hang out in FFA or with any of those guys necessarily. I had cowboy friends that farmed wheat and all this stuff, but again wasn’t directly in…

Andrew Schultz:
When I came back from Iraq, because I came back from Iraq and literally was like 8, 10 days later, I out-processed and left Germany. I was back in the US. In that spring, among attending and going into school at Pendleton, I took a greenhouse class, which I really enjoyed. We produce stuff for the local market and so there was timing and all these things that we had to plan for it. It was fantastic. Yeah, so that was kind of when I first started. So, I really wasn’t exposed to it much other than I grew up around it, but I never really dealt with it.

Andrew Schultz:
I was more into going snowboarding and bike, stuff like that when I was a kid, or fishing really, that was my main thing. I think I used to joke, because I fished like 300 days a year or something on the local route. We weren’t even catching anything good. I mean, I could count on my hands. Maybe twice a year, I might get some smelt or something that was running up the river. I might get a smallmouth bass like once a year or something, but the rest of it was all squab fish so.

Dillon Honcoop:
But you were having fun fishing.

Andrew Schultz:
Oh, yeah.

Dillon Honcoop:
Fishing is more about the process, right? Which is why I’m no good at it, because I have no patience. Talk about the army. Did you go into the army right after high school?

Andrew Schultz:
No, I didn’t, kind of took an odd path. I went in at 24, which is a lot older. So, they had to put me right around 2004. I didn’t go into the army. There’s a lot of people at that time when they were going in the army, they were going in because of country pride or family tradition type of deal, or something that’s probably the main stuff. I went in at that time mainly because, one, I think I was trying to escape my situation. Somewhere on the back end, now that I look back at it, not that I was in a bad situation, just that I felt like I needed to change or do something.

Dillon Honcoop:
What have you been doing after high school then up until 24? How was enlisting?

Andrew Schultz:
I was fairly successful. I’ve always been put in charge of stuff. The same thing happen when I went into service too, but at 16 years old, I was supposed to be a busboy. Within three months of getting hired there, they fired the chef. He asked me, “Hey, kid, are you hungry?” I said, “Yeah.” He said, “Well then cook it yourself,” and he used an expletive when he did. The guy was kind of a jerk. He was a Type A individual, so he’d written all these notes all over the kitchen. So, he taught me how to read all of his notes. Three months later, when he got fired on a Thursday night, the owner thought that he was going to come back. He didn’t. It was like Friday.

Dillon Honcoop:
Called his bluff.

Andrew Schultz:
Yeah, and it was a steakhouse in Echo, Oregon, called the Echo Hotel that used to be an operation. It was a pretty good steakhouse. It was four-star at one time, but when I was there, it probably wasn’t. Anyways, so really long pause when the owners like “Hey, does anybody know how to cook prime rib?” Nobody says anything, and the 16-year-old kid is like, “Yeah, I know how to cook it.” We cooked 5-, 6-, 30-pound prime ribs every Friday and Saturday night plus during the week and everything. So, that’s what I did while I was in high school, and I got done doing that. I went into warehousing essentially.

Andrew Schultz:
So, I worked for Walmart Distribution System Center in Hermiston for two years. I was put in charge of the dock within six months, not as a manager or anything, but I ran all the doors. So, we bring in and out, unload 50 trucks in a day. So, that was kind of my first foray into management. So, I had 15 people that would take all the pallets around the warehouse, off of the dock, and 15, 20 people that would unload those trailers. Then I left there and decided to go to school in Portland for art school, which was kind of an odd move, but that was kind of what my passion was at the time. So, I went down there, and started going to that, and started lifting weights when I was in Portland, and ended up dropping out of that school.

Andrew Schultz:
The main reason why I dropped out of that was I basically sat there and for me, I was like, “Well, as a graphic designer, how am I going to sell anything to a world that I don’t know about?” I realized that I didn’t know anything about the world yet, because I’m only 20 years old and lived in a small town all my life except for the last six months or a year or something like that in a big city or a larger city. So, that’s when I kind of dropped out of school and I started working for Sears and warehouse. I did that for a couple years. And then I went into beer and wine distribution, which is actually what I got into. I did that for another year. And then I enlisted in the service and left. I did it for leadership purposes.

Andrew Schultz:
By that point, I’ve been put in charge of warehouses and people and things like that, that I started piecing together how this whole thing worked, even though I wouldn’t really consider myself a real good leader at that point. But yeah, I started piecing all these things together, and I said, “Well 232-year-old organization at the time,” I was like, “they got to know something about leadership.” So, I went in, and that’s exactly what I got schooled on. There was excellent leadership and there was absolutely terrible leadership at the same time. I learned just as much from each one of those individuals as I could. I went in the service. In basic training, I ended up most distinguished honor graduate.

Andrew Schultz:
And then when I went to training for another six or eight months for the radar stuff that we dealt with, I was put in charge of platoons there, and then I was put in charge of the next platoon that I was in on that base. And then I showed up to my unit in Germany. Within about a year, I was put in charge in my section, and then put into a sergeant role at about two and a half years. In the day I was promoted to E-5, they put me in E-6 role to run the division for what we did. And then we were sent to Iraq. And then there was supposed to be an E-7 in charge of us and he got augmented out to Baghdad. So, I ran his show and it’s like an E-5. It was 25 different vehicles. We had two different groups per hours and six different radars and told that we were managing in theater.

Andrew Schultz:
Of course, this came down to a lot of computer programming. We’re doing a reset. We’re basically moving from old internet and things like to actual Category 5 cables and real internet connections, which seems kind of late to be doing that around 2007, but that was a reality. Yeah, and so that was really fun. So, I learned a ton. I didn’t have the dangerous job necessarily in Iraq, but because of where the radars were located and our teams were located, I went to just about every single base. Some of them were absolutely terrible ones, not much bigger than a dog kennel in the middle of the desert in Northern Iraq. So, pretty much everywhere in Baghdad North where we had a base, I’ve stopped by there probably at one time or another.

Dillon Honcoop:
What a unique perspective or at least it seems like it to me, because I don’t think of people going in, enlisting in the army thinking, “I’m going to get basically professional development on leadership.” It makes a ton of sense looking at it from this view, but I know especially at that age, I would not have thought about it that way. Certainly with what was going on in the world at that time, I would have been scared like, “I’m going to be put in harm’s way if I do this,” with what was happening with the Iraq war. That had been going through your head at that point, like, “What am I signing up for here?”

Andrew Schultz:
Yeah. To be honest, I mean, the reality is I was just young and dumb. Not that it’s dumb, it’s absolutely fantastic job. There’s great professional development, a lot of pluses for going in and serving the country and doing those things. So, I’m not taking away any of that or anything that anybody else puts in, whether they stay in the whole time or not. Even during a time of war, I mean we don’t really know what that is until we go and see it. So, I didn’t understand it completely and I didn’t understand what the full commitment really is. Because even after you get out, there’s stuff that you have to deal with on a personal level that you didn’t even… I like planning ahead. There’s things that I didn’t understand that I didn’t plan for that happened to me after I got back, and we had to deal with that stuff.

Andrew Schultz:
One really interesting one, I mean, obviously, I don’t know if you’ll get this in this interview or not, but I have a really good memory typically. I don’t know if that’s because I read a ton or not, but I lost it temporarily after I got back. I mean, literally, it was as bad as the day or two after I got back, I mean, I park my car, go into a subway or something like that, and come out. I’d have to search for my car, every single time. I mean, it was really weird.

Dillon Honcoop:
Why? What did that?

Andrew Schultz:
What I ended up figuring out later, it took me about six months. It wasn’t quite that apparent. The first few weeks were really apparent, and then after that, I still had issues. One of the issues when I started going to college, WSU during that summer course that I took was I told the teacher. I just said, “Hey man. I’m not trying to be disrespectful or anything like that, but if I don’t show up to class, I may just have forgotten.” That was real, I told him. I said, “I really enjoyed the class, and I really enjoy you as a teacher, but sometimes I just forget this stuff. It’s hard for me to remember and it was. It was four or five years later, I found that old schedule and I looked at it. It was literally it was five days a week at 11:30 AM.

Andrew Schultz:
So, I mean, it was the easiest schedule to remember, but literally I’d be… I lived 40 minutes away at the time or something like that, but it would be like noon and then I’d realized that I forgot my class. So, what I found out what had happened, it really had nothing to do with me lose my memory. But once you’re over there and your priorities are different, remembering where your car parked is parked and stuff like that isn’t a priority, as opposed to the other things that are going on. And then you get back after you haven’t… Because you’re over there and something may happen or whatever.

Andrew Schultz:
So, when you get back, it’s like your mind has built all this stuff of potential or what you can do or whatever when you get back. So, in my mind, I figured out it was just rolling so fast that I just wasn’t paying attention to the things were right in front of my face. So, I kind of retrained my brain to slow down, and take the opportunities that come, and pay attention to the present. It was a real thing.

Dillon Honcoop:
Basically, living and working in a warzone in that capacity, you have to be so keyed up to be managing that.

Andrew Schultz:
Yeah, and you don’t even think about it. I mean, all the normal things that somebody has is basically taken off your plate. I mean, foods in the same place every day if you’re on a base or something like that, or it might change if you’re on a different base. But you don’t have to worry because foods provided, so you’re not really worried about going to the store. There’s nobody hammering you with marketing or advertising, because you’re not watching TV. I mean, there’s no cell phones or anything back in the day that had any capabilities like that. So, we weren’t doing any of that. The internet still was fairly marginal at that time, especially for what you could get over there plus communications were bad.

Andrew Schultz:
So, I mean, literally, you’re removed from the world. Which is was a good thing too for me, because I saved all my money while I was in Iraq exactly for that reason. We didn’t have to spend it, so I didn’t. I saved and I had probably $40,00 to $50,000 that was saved between… And then I was injected back in January of 2009 to one of the worst economies in American history. I took that money and I bought a house. It’s $57,000, which is ridiculous to think nowadays, because they went up. All those same houses now are selling for like $180,000 and I sold mine after I went to school with a little mortgage and all that stuff. I sold it for $140,000 and that kind of got everything paid off.

Andrew Schultz:
Essentially, I went back to zero but with an education which was fantastic, because I have four years of school and didn’t owe anybody anything. So, then I could start building from there. That’s where the ideation for building a business and stuff like that came from. This is like, “Hey, I’m on a level playing field and I made some smart moves, even though I didn’t realize I was making them when I was that young. We’re going to roll with this.”

Dillon Honcoop:
Did you see some scary stuff over there in Iraq?

Andrew Schultz:
Personally, no. I mean, I say personally, no. My version in being mortared is probably different than most people’s. Four hundred or 500 feet away is not being mortared in my mind. But to somebody else, it may be or-

Dillon Honcoop:
Like having a mortar hit that close to you?

Andrew Schultz:
Yeah. Sometimes you don’t even see.

Dillon Honcoop:
Yeah, that would be mortared for me. Yikes.

Andrew Schultz:
You don’t even you don’t even see them. I mean, that’s the scary part, right? Yeah, you don’t even see them. It could be at night, like you’re leaving it 12:00 midnight or something like that. You’re walking back to your containerized housing, what they call the CHU. That’s protected by these hesco barriers, which are filled with dirt and stuff like that to keep any shrapnel. Anyways, one could hit, and you don’t know where it hit necessarily. It was fairly close, but didn’t rock your world, so you’re good. I mean, I’ve had to call up. I had a team of sergeants that I was in charge of that would go out and repair these radios.

Andrew Schultz:
There are several times where I had to call up and see whether those guys had… Because there’s several people that died on a base or something like that. We had make sure that our guy was okay and all that. So, I mean, that stuff kind of jerks you in. Of course, we’re dealing with division operation center. So, we’re watching a lot of stuff that happens. We’re seeing a lot of stuff. It’s actually a really good point when we started talking, I’m not saying whether I’d PTSD or not. But when we started talking about that, the battlefield has changed from what it used to be. It used to be there’s this what they call the FLOT, Forward Line of Troops. Bad guys are over there, and good guys are over here. They’re going to clash and something’s going to happen. Now, it’s kind of all around.

Andrew Schultz:
From that standpoint, the safety of the troops and the equipment stuff that they have is I mean, it’s massive. I mean, literally a guy can get shot with an AK-47. If he gets hit in the plate and fall down and he might have a bruise and be a little bit rattled or whatever, but like he’s good, or they can get wounded in other senses and still make it home because of the medical that we have and how fast response time is and all those things that came up. So, what ended up happening is this smaller portion of people go into battle and experiences being a thing. So, maybe in the past, it was like 80% of people on the front line and 20% people in support.

Andrew Schultz:
Now, it’s more like 20% of the people on frontline and 80% in support. So, you concentrate all these experiences into this small number of people, but what’s important is that small number of people, they only see what’s right in front of them and how horrific it may be. The people in the back don’t necessarily see that, but instead of seeing just one or being in one individual scenario, you got all these people that they’re fed information from every area. They’re looking at all these or they’re hearing the response come into these facilities that are making the responses to help these guys out, but they’re doing it for 5 minutes or 10 different areas and all week long and working longer hours too, 18 hour days in some cases doing this stuff. I mean, it just takes a toll on you.

Andrew Schultz:
I mean, even for what we did, I think the most I’ve ever worked was when I was in Iraq. I did 400 days in a row or something ridiculous like that. All of them were 18-hour days. Some of them were 20-hour days. So, that kind of stuff has a toll on the human body in the end. So, you come back and you have some fatigue issues and things you got to figure out how to reset, probably the biggest thing aside from the pills they try giving you or these other things. It’s just exercise, eat right, and try to keep moving.

Dillon Honcoop:
How does that affect you now in what you’re doing, that whole experience? I mean, it sounds like there’s definitely some bad, definitely some good as well with the leadership stuff that you were able to do.

Andrew Schultz:
Now, there’s massive amount of humility with people in general. Especially some of the stuff I’ve learned over the last several years, it’s like the world will try and tell you that there’s all these things coming up or they might have priorities for you. But priorities are big, being able to pick and choose which ones are the right priority, where you’re going to put your time and energy, and where you’re not going to put your time and energy. That allows you to get a lot of stuff done. There was, at the time, probably self-judgmental, things like that. I think being self-judgmental on anything is not going to get you going in the right place.

Andrew Schultz:
So, sometimes just dropping that expectation that you’ve created in your mind and just trying to wake up, do the best thing you can in the moment. List your priorities and just keep rocking and rolling. That’s probably how it’s affected me the most but having a really wide experience background as far as that’s concerned and some of the other things I’ve done. I find it funny, especially when I talk to either soldiers or other people. They say, “Well, I’ve done all these things, but I can’t do that, because I don’t have the experience in that.” But the reality is, is those are the backgrounds… Everybody has a really unique background. All of those things when you’re trying to build a team, they come into play.

Andrew Schultz:
So, having all these unique backgrounds put together, you can get some really interesting solutions for and build some teams that have a really strong from taking all these parts and pieces of their lives that they’ve learned and trying to get them to work in unison towards a single goal. So, I think that that kind of realization is good.

Dillon Honcoop:
So, you guys do customed Viticulture, and it’s called Brothers in Farms, right?

Andrew Schultz:
Yes.

Dillon Honcoop:
Which is kind of an homage to your military background.

Andrew Schultz:
Yes. Yeah. One of the questions I asked is “How can we help veterans and stuff like that?” One of my answers to that was okay, let me build something that’s as strong as possible, and then we’re going to start integrating in ways to help service veterans as they get out and all of that. I’ve got some buddies that I met through the school and stuff like that that I went to that are doing some great things in Washington for veterans. So, we’ve been reaching out to those. We may start doing some scholarships for some of these vets that come back to help ease any of the cost and stuff like that as they go through school.

Dillon Honcoop:
Can farming be a good thing to do when you get out? You talked about having that time where you kind of needed to reset.

Andrew Schultz:
Yeah, first thing I started doing was growing a garden. For veterans that are dealing with stuff… I also picked up a dog too, have had a dog by my side for the last 11 years now that I’ve been out, or it’s been 11 years. Anyways, having something that you need to go out and water and take care of and something that says, “Hey, there’s something out there that’s bigger than you,” that gives you humility and keeps you less focused on yourself and more focused on the things that need to happen. Her name’s Blue. The most inspiring thing I learned during that hard period of my life was every day, she would come in and she would eat the exact same dog food every single day. She was just as happy, if not happier to eat it at that moment than any other time. So, that’s inspiring to see.

Dillon Honcoop:
What kind of dog is Blue?

Andrew Schultz:
She’s a German Shorthaired Pointer.

Dillon Honcoop:
So, you guys do customed Viticulture, right?

Andrew Schultz:
Yes.

Dillon Honcoop:
What does that mean?

Andrew Schultz:
Essentially, we do custom farming for clients. So, if a company or person owns a property and they aren’t necessarily interested in taking all the liabilities and all that stuff to grow the grapes or maybe they want a specific product off of that property, my company comes in. We offer the solution to do everything on that property for them and say for doing the sale of grapes essentially everything to get it to harvest and then we harvest it. Their clients come and pick it up and take it back to the winery. Some of the clients are real discerning, and some are less discerning. We take a lot of data and stuff like that, which is different. We’re trying to integrate the newer world into what we do. Part of that is the communications and the computer science and stuff like that.

Andrew Schultz:
So, we built databases in the background of the business to deal with the payroll stuff, and legalities, and chemical records, and all that stuff. So, literally, my guys are going out. If we’re taking a shoot length measurement on a property, they’re doing it on an iPad, and it goes in. Literally the end of the week, we print off a PDF report, send that to the client, shows them exactly what’s going on the property and why we’re making those decisions. So, it’s pretty cool.

Dillon Honcoop:
So, these are people who want to be able to own a vineyard kind of thing.

Andrew Schultz:
Yup, some are people, some are companies. A lot of them already exist in the marketplace, but as labor price is obviously going up, we’ve taken $1.5 increase this year alone. But over the last five, six years,, we’ve went up about $3 or $4. So, labor gets pretty expensive. For us to come in and say we’re farming 450 acres currently, but we build a crew as such that those people are on and off that property. The tractors are on and off those properties. So, a company or an individual doesn’t have to go in and buy an $80,000 tractor and use it for 500 hours on a property. We can use it for 1,000 hours between all of our properties.

Andrew Schultz:
We might have three or four tractors and have the implements and things like that to do it, not only that, but the labor to be able to go in there and get things done in a timely fashion. So, essentially, we’re leveraging time and creating efficiency through scale. So, several small guys can get a cost that would be economical while we’re taking the brunt of the work and moving it around to properties on an economical level.

Dillon Honcoop:
At that level, it’s just like the custom farming I grew up around. Actually, when I was quite young, my dad was a custom farmer. I mean, his version was he had a tractor and some dirt work implements. He’d to go out and work people’s fields for them, because they were maybe a small dairy farm. They couldn’t afford to have that tractor and implements. He couldn’t either if he was just doing that small amount, but because he was driving on… Yeah, same thing.

Andrew Schultz:
Yup. Yeah, absolutely.

Dillon Honcoop:
Spreading that around and letting somebody else kind of deal with that part of it. Does that put more risk on you though without the reward of being the owner?

Andrew Schultz:
I think if you guys listen to much of my story, I’m not really that worried about risk. I’ve always been kind of a risk taker. I’m pretty good at hedging downsides. The biggest thing as far as risk is concerned is I probably am at some larger amount of risk, but we do a lot of things to hedge those. I mean, we have contracts in place that are put in by attorneys and stuff like that to make sure that that I’m hedging on my bets in the right direction. Yeah, I mean, there’s a lot of money floating out there, and making payroll, and stuff like that. I mean, it’s a real deal. That’s why when we look at the values of why we do what we do or how we do what we do, we go back to the original values and that’s what we make decisions on.

Andrew Schultz:
The biggest thing is providing a product to our customers that people like or they want but more importantly, it’s communication and it’s being real with the people. The people being either those in the management level of my business or the people that are actually out doing the work. We’re trying to provide a really solid job for them. From that standpoint, there’s definitely jobs out there that they can get in farming. As the cost increases, what we’ve seen for these other businesses, we’re actually driving a lot of employees from tree fruit or whatever towards us or operations like us. Because as that price increases, those farmers are in many cases asking those employees to do more or by the piece and faster.

Andrew Schultz:
Ours isn’t necessarily about that, we’re more about quality. We’re trying to give them as much work as possible throughout the year. People in general, it doesn’t matter whether they’re working in a field or whether they’re working for business, they want to work for somebody that’s organized. Whatever they do in the field, somebody doesn’t come in and make another decision and say, “Undo that and go do this.” It gets real confusing for somebody. So, those are the types of things that we try to provide to the workers. So, we’ve been successful driving people towards us in a short labor economy.

Dillon Honcoop:
Yeah. How does that go? Are you able to find enough people?

Andrew Schultz:
Yeah, I mean, we just turned down a couple guys the other day, because we just picked up four to help us with some stuff that we’re trying to get off our plate this spring. We had guys that contact us last year and I said, “Hey, we work in tree fruit. We’d like to come over to you guys because things are getting real tight over there and we see what you guys are doing.” By and large, a lot of these families at workforce, they all go to the same church locally. So, everybody talks behind closed doors, and they find out what’s going on where. So, our perception is good from that standpoint.

Andrew Schultz:
Right now, we’re capping the business at 50 people for the time being, and then we’re going to walk over that 50-person line as soon as I feel comfortable to. But for this year, based on how fast we’ve grown, what I want to do, and what I am doing is we’re investing back into the infrastructure of the business as I build out the administrative side. That’s going to create a really nice concrete, solid launchpad, and then we’re going to ramp it up from there.

Dillon Honcoop:
What’s the future look like? I know, the wine community here in Washington is kind of coming of age from what I’ve heard and read. That it was growing like crazy because it used to be a California thing, and then it became a Washington thing, right?

Andrew Schultz:
Washington on the world stage has been doing amazing. There’s one major reason behind that amongst others, but one of the major reasons behind that is essentially we don’t have very much rain over here in this part of the state. Six inches per year is probably the average. Some cases, we have a little bit more. Some case, we have a little bit less. But again, we go back to what’s the number one thing that’s going to improve quality and it’s water, how much water you have there. So, if you don’t have enough water to grow a great plant, then you get to choose whatever you want to put on it. That’s going to change quality in the end.

Andrew Schultz:
As a case in point, first irrigation in many cases for say Napa Valley is 7/15, so say July 15th or something like that. They’ve already grown up, set the fruits, fruits going in close to Verizon at that point. For us, if we don’t irrigate that grape, by the time it even gets into bloom, we’re not going to have any bloom. So, we get to choose how fast and how long those canes grow, which is going to give us a canopy density not only reduce cost, but canopy density. From a canopy density standpoint, you’re going to get more sunlight into grapes on average year in and year out. If somebody managed to do irrigation correctly, we have the ability to hit really tight brackets on how big those berries are and what kind of concentration levels they have. That’s been playing out.

Andrew Schultz:
As the farmers get better and they have over the last 10 or 11 years, we’ve seen a lot of really good farmers come out and start improving some of their operations, even putting in some of these new trellising system stuff like that that kind of naturally gets the grapes to where they want to be. I think Washington’s got more 90-point wines in this state than any other wine region in the world on a yearly basis is what I’ve been told. That’s massive, that means that we’re just creating a massive amount of really good wines every year. That’s hard for anybody to go back and say, “Well, knock that area.” So, we’re kind of emerging this big power. I think it’s fantastic from a quality standpoint, which is fantastic.

Dillon Honcoop:
But some things are starting to slow down as far as the market for Washington wines, right?

Andrew Schultz:
It’s not just-

Dillon Honcoop:
Or changing.

Andrew Schultz:
It’s not just the Washington market. Essentially, we had several really good years or high crop quantity years. So, the bulk market is full right now. But based on some of the economists that we’ve looked at typically or I’ve talked to or listened to, it happens every so often. They only last two to three years or something like that, and then we bounce back from them. We actually went a fairly long time without that. Although we’re feeling a little bit of pain right now as far as those things are concerned, not a concern over the long run in my opinion.

Dillon Honcoop:
Is part of it what variety is cool at a given time and the amount of time that it takes to get a variety up and producing which is years, right, that the market may have moved on to something else that’s trendy?

Andrew Schultz:
When you start talking about time for planning and investment and stuff like that, in general, I look at crops that you can get a full crop within one year, or say even 18 months or two years or something like that. Typically, those crops have huge swings in varieties and changes and stuff like that, because they’re a lot cheaper and faster. Not they’re necessarily cheap, but it’s a lot cheaper than say a vineyard pulling out or something like that. But hops is a big one or has been. Now, there’s some reasons why that market stabilized more than it has in the last 400 or 500 years of its history. With the microbrew’s taken over as opposed to a lot of the large farmers in quantity and volume used.

Andrew Schultz:
But in the grapes, I mean, yeah, it takes three years to get up and get a partial crop. By the time you’ve taken all that cost and about the 25,000 or 30,000 an acre to input that stuff, you’ve got a significant investment. So, most people that are planting are planting safe bets. There are people that will plant out there and they’ll plant some funky stuff. Some of it goes overwhelmed. Some of it doesn’t. Some of it gets changed. But yeah, by and large, when a property goes in, people will make some pretty safe bets as to what they’re going to put in.

Dillon Honcoop:
What are the trending for righties over the last few years and how has that been evolving?

Andrew Schultz:
I mean Cab is king. That’s kind of the nature of the beast in the hot wine growing areas of the world. Pinot Noir and Chardonnay in the cooler growing areas, but Chardonnay is still in the warm growing areas for a while. So, those really haven’t changed a whole lot from the standpoint of what varieties there are. The big thing has changed probably over the last 5 or 10 years is the number of clones that we’ve got that we have of those varieties. So, there’s a lot of opinions floating out there about was it clone 8 or is it close whatever, you name it. I mean, there’s tons of them out there.

Dillon Honcoop:
All that stuff the consumer never sees, because they just see, “I’m buying a bottle of Cabernet.”

Andrew Schultz:
Yup, yeah. We do those tastings and stuff like that to see if there’s any reliability there in one year or the next. Some of them are non-perceptible or would probably be largely non-perceptible to standard customer that’s out there buying it. But essentially a winemaker, the biggest part of their palate or what they’re going to create is… I mean, obviously, they could do it from a clonal standpoint, but the difference is less significant there than if they just chose different growing regions.

Andrew Schultz:
So, you might buy something off of Red Mountain, which is really hot growing region. You might go down to Benton City and buy something else that you’re going to put in that blend that’s maybe a different variety. It might keep a little bit better acid down there. You’re going to blend it with something you get from Walla Walla or maybe higher elevation or down at White Salmon or something like that. That’s one of the cool things about Washington is we have so many microclimates. There’s a lot of really hot and cool places.

Dillon Honcoop:
So that’s what you mean when you talk about a hot growing region and a cool growing region that can just be down the road here, basically.

Andrew Schultz:
Yeah, absolutely. It’s two hours right now from here to White Salmon, and we can drop the number of heat units that is received in a year by half.

Dillon Honcoop:
Wow.

Andrew Schultz:
We’ve got 33,000, 35,000, or 38,000, or whatever the long term is here. We can go down there, it’s literally like 1,500 or 1,600. That affects the types of varieties that you can grow and ripen and changes to season parameters. There’s this heat that’s accumulated over time, but probably the best way to look at what these different growing regions can do is what time bud break happens and then what those temperatures are out or like throughout that period of that grape’s life every day on average, the highs and lows. That’s really going to affect what happens with that grape.

Andrew Schultz:
So, if you have Cabernet Sauvignon that comes out on some property two weeks earlier than on another property, every temperature for the rest of the season is going to be at a different part of that particular plant’s growing cycle. That’s going to end up making the flavor different in the end. So, there’s going to be different parameters that come with that. When a winemaker goes out there, he’s picking and choosing these regions. In many cases, if they’re doing a blend, sometimes they do bend your designates from a single vineyard or something like that.

Andrew Schultz:
But for the most part, he’s going out there and he’s picking Cabernet Sauvignon from three maybe particular locations or maybe it’s three particular growers that he really trusts. And then he’s going to put something together for us customers that hopefully they’ll enjoy.

Announcer 2:
This is the Real Food Real People Podcast. These are the stories of the people who grow your food.

Dillon Honcoop:
Doesn’t that change the way you think about Washington wine? I just want to go have some now. Since that conversation that we had, which by the way was pre-COVID, it wasn’t time yet to talk about the impacts that COVID had on the future. It’d be interesting to go back and talk with Andrew now. But it just makes you think different things about the wine that you’re drinking. Andrew Schultz, awesome guy. We get into more big picture stuff next week, so you won’t want to miss that one either. Make sure to check out our website, realfoodrealpeople.org. Don’t forget to subscribe and follow us on social media as well.

Announcer 2:
The Real Food Real People podcast is sponsored in part by Safe Family Farming, giving a voice to Washington’s farm families. Find them online at safefamilyfarming.org and by dairy farmers of Washington supporting Washington dairy farmers, connecting consumers to agriculture and inspiring the desire for local dairy. Find out more at wadairy.org.