Keeping It Simple

 Keeping It Simple 

For Alabama-based TRM, staying the course and avoiding trends has been key to success.   

From the offices and pastures of Tennessee River Music (TRM), high on the Lookout Mountain plateau above Fort Payne, Alabama, you might not be able to see the farm’s namesake river, 30 miles to the west. But like a slow, steady 3/4 waltzing beat, the flow of the river exerts a subtle, but powerful, influence over the pace and quality of life on the farm. It’s an influence that manifests as a matter-of-fact approach to problem-solving and an unbending commitment to its seedstock customers.  

That steadfast dedication to operational simplicity and to delivering a quality product is reflected in TRM’s motto, tagline and promotional language.   

“Do it with passion or not at all.”  

“Stout, sound, functional Angus and Hereford bulls.”  

“TRM cattle are bred [to] perform in real-world environments.”

“We stay [in the] middle of the road and let the extremes pass us on both sides.”  

John Starnes, who runs TRM with his wife, Randa, and in-laws, Randy and Kelly Owen, explains what that philosophy means in day-to-day terms. 

“What we mean by ‘middle of the road’ is: Wdon’t pay attention to trends,” Starnes says. “Cattle get bigger. They get smaller. They’re bred for this trait or that. But, for us, we have the ability to grow forage, so they’ve got to be able to do as much as they can with that forage. We’ll supplement when we need to, like during the winter. But I think about it like a race car. If you go to the gas station and put 87octane gas in a race car, you’re not going to get the performance you want. But we look for animals that can get it done on Southeastern forages, so we can use that 87octane gas and still get the herd to perform.” 

Here on the southern end of the Cumberland Plateau, that 87-octane gas is triedandtrue fescue. The pasture standard performs well in conditions that can range from summer drought to an icy winter mix.  

“Ask anybody in the southeastern U.S., and they’ll say, ‘We’re grass farmers,’” Starnes says. “We’re no different. Our crop is grass, and our primary forage is fescue. We’ve improved some varieties, but during the last bad drought we had back in 2016, our pastures looked like dirt roads. And, unfortunately, what survived and came back was good ol’ Kentucky 31. So that does present some challenges.”  

Those challenges include shedding and the ever-present threat of fescue toxicosis. But simple solutions and a reliance on the cattle to do the hard work help mitigate the threats and allow the herd to flourish. 

“We run a good mineral program,” Starnes says, “we keep our pastures clipped, and our culling criteria is pretty strictSo I wouldn’t call our cattle fescuetolerant, but they can absolutely handle what we have here on Lookout Mountain.”   

Weeding and Feeding 

To help keep those pastures clean and green, Starnes has to fight off a familiar list of weeds, including old favorites like thistles, horsenettle and dogfennel, along with the occasional pigweed.  

We try to do a good job of staying on top of the weeds,” he says. “We want to get the thistle early, when the days get warm enough and its time to do that first fertilizer application on some of the winter grazing ground.” 

UltiGraz Pasture Weed & Feed helps put valuable nutrients into the ground while controlling some of the most damaging pasture weeds.  

“We’ve been doing that for a couple years now,” Starnes says. “Well inoculate the fertilizer with DuraCor. And as long as we can keep those thistles small and it gets on those rosettes, weve had good luck with that. We’ll also use Remedy on some of the woody, brushy stuff.” 

Regenerative  On Their Own Terms 

And while TRM’s practices may not fit the classic definition of “regenerative,” sound stewardship has a heavy influence on daily decision-making  and on the results. Turkey, deer and other wildlife flourish at TRM, even as wildlife officials note countywide declines in populations.  

“Whether or not we’re ‘regenerative’ or ‘sustainable’ depends on how you define them,” Starnes says. “We and everybody else who are in this business have had to figure out how to do more with less. To me, that’s true sustainability.”  

As for pasture management, Starnes says, TRM may not hold to the traditional practices of rotational grazing, but neither does it let cattle graze the grass to the ground.  

“When you talk to people who are serious about rotational grazing, they’ll talk about moving tape fences or dropping gap panels every day,” he says. “That’s not what we do. But we do rotate pastures every week. We want to keep grass under the cattle and then move them off and let it grow.”  

Yet despite TRM’s commitment to simplicity and no-nonsense operations, it’s not beholden to outdated beliefs or practices. While Starnes admits TRM may not be the most technologically advanced operation, neither is it afraid to change course and adopt new technology when it makes sense to do so.  

“Technology has impacted every facet of what we do,” he says. “As a result, we’re seeing less herbicide use, increased average daily gains  I love being able to incorporate new technology and new thinking where it makes sense. 

“In this business, we tend to dislike change. We say things like, ‘Granddad did it this way 70 years ago, and that’s how we’ve always done it.’ But you have to be honest with yourself and admit when things aren’t right and to be open to other ways of working.”  

 

 

When Times Get Tough, the Business Has to Be Strong

When Times Get Tough, the Business Has to Be Strong 

Livestock producers are built on toughness and grit. Drought, feed costs, cattle prices, labor shortages: every generation of producers has faced hardship and found a way through. 

But there’s a more difficult question underneath all of it. What happens to the operation when the person running it steps back? A recent industry poll found only 43% of livestock producers have a succession plan in place.* That number hasn’t moved much in years, even as the pressure on operations has increased. 

“The size and complexity of many of today’s farms require leaders with a different skill set than what their traditional mentors can offer,” says Matt Ronken, CEO of UnCommon Farms. “We’re teaching them to be CEOs of multi-generational, high-risk operations in a highly disrupted industry.” 

Operations today are bigger than they used to be, which means there’s more at stake every time one changes hands. A cattle operation without a plan doesn’t just risk a rocky transition. It risks the herd, the land base, and the relationships that took decades to build, all changing hands in a way nobody intentionally chose. 

That land doesn’t stay empty. It gets absorbed into a neighboring ranch, sold to an investor, or folded into a larger company. None of those outcomes are inherently bad on their own. But they’re outcomes a family ends up with by default, not by choice, when nobody plans far enough ahead to choose something else. 

Ben Cather, an UnCommon Farms member from Kansas, sees that shift firsthand. “Farms that are staying in business are not getting smaller,” he says. “They’re getting larger, and that transition to the next generation, as things get larger, can be harder.” 

Here’s what tends to happen instead of planning for the future. The daily demands of running the farm take priority, like calving, harvest, markets, weather, and whatever breaks down that morning. All of them are real and urgent. Long-term planning gets pushed to “when things slow down.” For most operations, things never slow down. Years go by. The plan remains a conversation instead of a document. 

Rich Bronec, an UnCommon Farms member from Montana, has watched that pattern play out at his own place. “The day-to-day can overtake that long-term planning,” he says. “That’s where so many agriculture operations fall short.” Bronec credits the peer group and coach he works with through UnCommon Farms for keeping succession on the table instead of letting it slide. “You always have in the background this other part of your business that you’re working on,” he says. “It gives the older generation confidence in the younger generation’s management.” 

That’s exactly when strong business fundamentals matter most. Not when the margins are good and everything is forgiving. It’s when the margins are thin, and one bad decision costs more than it used to. The operations that hold up in a tough year aren’t always the biggest ones. They’re the ones with a clear plan, a clear read on their numbers, and people who know their roles. 

That combination doesn’t happen by accident, and it rarely happens alone. UnCommon Farms, a farmer-owned business coaching and peer network organization, was built around the idea that farms need expert guidance and advice just like any other successful business. Its financial services roots go back to 1967. Its team carries over 1,000 years of combined agriculture experience, real operators and advisors who’ve sat where its members are sitting, and who know what it actually takes to get an operation through a hard stretch.  

UnCommon Farms members aren’t handed generic advice built for a different industry. They’re farmers and ranchers working alongside farmers and ranchers, with the kind of coaching and structure most farm businesses never get access to on their own. That’s the peer group Bronec leans on. It’s also the reason Cather doesn’t have to solve every problem alone. “If we see a problem here, there’s somebody in that building (UnCommon Farms) who’s either seen the exact same thing or something similar,” he says. “Or your coach can put you in contact with a farm they’ve run across. All the farms are more than willing to share their experience and what they’ve done.” 

“The risk is, if you don’t find somebody or a group you trust, you’re only going to have a limited view, based on what you can see on your own,” Ronken says. “That’s one of the things we bring, and our community brings, in terms of peer learning. It’s such a powerful piece of being part of UnCommon Farms.” 

That kind of access changes what a hard year actually costs. A problem that might take months to work through alone gets solved in a phone call, because someone else already figured it out. A decision that might get made on instinct gets made with input from people who’ve seen it play out before. That’s not a small advantage when margins are tight and mistakes are expensive. 

That kind of support covers the full operation, not just one part of it. Succession planning that turns a postponed conversation into an actual documented path for ownershipIt’s a plan that names who takes over, when, and how, instead of leaving it to whoever’s still standing when the time comes. Financial clarity, strategy, and benchmarking that give members a clear read on where things stand against real peers, not a national average that doesn’t reflect their scaleDecisions get made on real numbers instead of gut feel. Strategic planning and risk management to help plan for what’s ahead rather than reacting to it. HR and people strategy for hiring, training, and retaining good people, a skill that’s separate from running the operation itself. And support for the next generation, because handing over an operation isn’t just a legal transition. It’s about who’s ready to lead. 

No operation gets through a hard stretch on toughness alone. It takes peers who’ve faced the same problem and will actually tell you how they solved their challenge. It takes expert advice to provide a picture of the numbers clear enough to guide decisions with confidence instead of guessworkIt takes a real plan for who leads next, built long before anyone’s forced to use it. 

The tougher the year, the less an operation can afford to go it alone. Succession, finances, people, riskwhatever’s keeping you up at night, now is the time to get a clear plan in place, not after a bad season forces the issue.  

Call Justin Friedrich at (618) 619-2166 or email jfriedrich@uncommonfarms.com to talk about what that looks like for your operation. Learn more at uncommonfarms.com. 

 

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Speciality Risk Insurance: Why LRP Is Essential in Today’s Volatile Market

Speciality Risk Insurance: Why LRP Is Essential in Today’s Volatile Market

Cattle markets in recent years have shown that high prices do not mean stable prices. In fact, volatility has increased. In fall 2025, for example, feeder cattle prices dropped sharply. Enough to trigger significant indemnities for producers who had LRP coverage. One Arkansas case study showed a producer protecting 550lb steers at $394/cwt; when the market fell to $365/cwt, LRP added roughly $94/head in value after premiums.

This example illustrates the core value of LRP: it converts unpredictable markets into manageable risk, ensuring that a sudden downturn doesn’t wipe out months of careful management. 

More Dollars at Risk Than Ever Before 

Today’s historically high cattle prices mean that even a small percentage decline translates into a large dollar loss. A $20/cwt drop is always painful, but at current price levels, the financial hit per headand per load is far greater than in past cycles. As University of Arkansas economist James Mitchell notes, producers face higher total dollar exposure, making price protection more critical.  

At the same time, many operations are carrying higher interest costs and tighter cashflow constraints. This reduces the ability to absorb a major price swing without jeopardizing profitability or expansion plans. 

Volatility Is Now the Norm, Not the Exception 

Market shocks—policy changes, weather events, feed cost spikes, or global trade disruptions move faster than ever. Even in a period of strong demand and historically low cattle inventories, price dips can occur suddenly. The 2026 outlook shows sustained or rising prices, yet producers are still purchasing LRP at nearly the same rate as the previous year, demonstrating continued concern about downside risk.  

This behavior underscores a key point: LRP is not just for bearish markets. It’s a tool for managing uncertainty in any market. 

Program Improvements Make LRP More Attractive 

Recent updates to LRP have expanded its usefulness and accessibility. Key improvements include: 

  • Premiums payable after the coverage period, improving cash flow. 
  • Coverage for forwardcontracted cattle, allowing producers to insure cattle they do not yet physically possess. 
  • New coverage types, including unborn calves and cull dairy cows, broadening protection across more segments of the industry.  

These changes make LRP more flexible and better aligned with how modern cattle operations manage inventory and marketing. 

LRP Complements Other Risk Management Tools 

While futures, options, and forward contracts remain valuable, they can be complex, require margin accounts, or limit upside potential. LRP offers: 

  • No margin calls 
  • Coverage tailored to specific weights and timeframes 
  • Protection without committing to a specific buyer 
  • A simple, insurancebased structure 

This makes LRP especially appealing for small and midsized operations that want structured protection without the administrative burden of futures trading.

The Bottom Line 

Livestock Risk Protection is one of the most important tools available to cattle producers today because it provides affordable, flexible, and targeted protection against the single greatest threat to profitability: price volatility. Whether markets are rising, falling, or simply unpredictable, LRP helps producers secure a stable financial foundation in an increasingly uncertain environment. 

 

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