On the farm, Per Modig grows a wide range of pulses and cereals, and manages the entire supply chain – from cultivation to the finished, packaged product. Per Modig began growing pulses in 2009 after gaining access to seed from a demonstration plot. He had an interest in the field from before, partly from his upbringing where his father grew brown beans.

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What began as an experiment gradually developed into a business with a wide range of products.

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"It wasn’t something that was planned from the start. I began with trial cultivation of beans and had to feel my way forward. Since then, it has grown step by step,” says Per.

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Today, production amounts to around 20–30 tonnes per year, spread across some twenty products, with beans, peas and lentils making up a large proportion.

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Building his own value chain

A crucial part of the business has been creating the conditions to sell the products. When Per started growing, there were few players who could handle small volumes.To secure a market, he therefore had to build the entire chain himself.

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"Growing the crops went well, but there was no one who could sort, pack or sell on the scale I needed. So I had to build the entire chain myself, and once it was in place, I could also add more crops.”

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This has made it possible to work with many different varieties but has also entailed significant investment relative to the size of the business.

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Although the business is established, the scope for investment is limited. The largest investments have been in premises and sorting equipment.

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At the same time, revenues are small in relation to the investments required to further develop production.

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"It’s a small change compared to the investments. Right now, I’m only making smaller investments that should pay for themselves quickly. Larger ventures are difficult to justify financially.”

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This means that development often takes place in stages, rather than through major technological leaps.

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Managing risk through adaptation

Instead of fully optimising production, Per has chosen to adapt his farming practices to the equipment already available.

This reduces the need for investment, but also sets limits on what can be developed.

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"I choose crops that work with the equipment I have. If I were to go beyond that, the challenges would be much greater. Weeding has been a major challenge, but now it works.”

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Demand for pulses has increased over time, particularly within certain customer segments. For Per, the market consists mainly of specialist shops focusing on organic and sustainable produce.

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"I have no trouble selling what I produce. It has increased in recent years, and the specialist shops are my most important customers.”

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At the same time, the link to the public sector is limited, despite a stated interest in plant-based food.​ The current model works for his own business, but if legume cultivation is to increase on a larger scale, Per sees a need for changes further down the value chain.

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"If volumes are to rise, it needs to be easier for the consumer. Ready-to-eat products are key, both in shops and in public kitchens.”

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It is therefore not just about production, but about how the products reach and are used by consumers.

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Knowledge is built through experience

The start-up was characterised by a great deal of trial and error. With more knowledge from the outset, certain challenges could have been avoided.

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"There was a lot of experimentation at the start. With more knowledge, we could have avoided some mistakes.”

 

At the same time, experience is a vital part of building a viable business.

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Despite good growing conditions and a functioning production process, finances remain a key challenge. The business has long been run alongside other work, and the scope for investment is limited.

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"We have good conditions here, and yet it’s difficult to make ends meet. Margins on food are small, and there’s no scope for the investments that are actually needed.”

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In the short term, Per sees opportunities to continue developing the business in its current form. At the same time, he highlights the need for changes at a systemic level.

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– I would like to see a different demand from society. That we produce food in a more sustainable way, not just with a focus on it being as cheap as possible, says Per.