For our first farm visit of 2026, we went with people from the gastronomy sector to visit Markus Schüler at the Florahof near Potsdam. During a tour of the fields, a shared picnic and in-depth discussions in the greenhouses, it quickly became clear what the farm stands for: For over 30 years, around 10 hectares here have been farmed organically and diversely, with produce sold at weekly markets, through subscription boxes and directly to kitchens. Markus and his team grow a wide variety of crops here (over 65!), ranging from classic vegetables to figs, passion fruit, Szechuan pepper and Melothria cucumbers.
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Due to his work with restaurants, Markus understands both the demands of the gastronomy and the realities of agricultural production. With increasing pressure in kitchens, climate change and a lack of planning certainty on farms, collaboration is becoming increasingly challenging. We wanted to ask him what is actually needed to ensure that long-term, stable and reliable partnerships between farms and restaurants work, so we interviewed him about this topic.
Why do you work with restaurants?
Markus: There are two main reasons for this: Firstly, the gastronomy is an important sales channel. It provides a reliable source of income and helps me keep the farm running smoothly. Secondly, it’s about visibility and trust. When restaurants specifically name products using my name, it has a strong impact on the public. For example, a restaurant doesn’t write ‘organic salad’ on the menu, but ‘salad from Florahof’. This gives guests a clear idea of what they’re getting and builds trust in the quality, even beyond the restaurant itself.
What do you need from restaurants to ensure the partnership works in the long term?
Markus: The most important thing is: planning ahead! The right time for this is winter, by February at the latest. That’s when seeds are ordered and the season is planned. If a restaurant comes along in February, for example, and says, “We need radicchio regularly in the autumn,” I can work with that easily. What doesn’t work, however, are spontaneous requests during the season, such as “We’d like some asparagus from you now.” By that point, it’s long since been sold or allocated. Especially with speciality produce, the rule is: let us know early!
Where does collaboration most often break down in practice?
Markus: Mainly due to a lack of commitment or unrealistic expectations. By that I mean, for example, last-minute changes. If I’ve planned to supply 200 heads of lettuce a week to a restaurant and suddenly they say they won’t be taking them after all, I have to find another way to sell my produce. Spontaneous requests, especially for large quantities, aren’t realistic for me either, because I don’t grow vegetables to keep in stock. Or the model just doesn’t suit me: a hotel might request large quantities once a year for a themed week, but without any planning certainty for the following year. I can’t base my cultivation on that. Nor can I cater to very price-driven commercial kitchens (e.g. nursery meals) that require large quantities at very low prices. That doesn’t suit my business.
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What does joint crop planning actually look like for you?
Markus: The planning takes place through discussion, ideally early in the year. That’s when the restaurant tells me what they need for that year. If they ask for new crops, I test them out, though always sticking to the basic principle that I don’t grow anything I can’t sell elsewhere. If someone wants very specific varieties, such as Szechuan pepper or Chinese vegetable tree, I try them out in small quantities rather than taking a gamble on large quantities. Sometimes, however, it takes a while for the plants to reach a stage where they are productive.
How do you manage the risk when growing for regular customers?
Markus: For me, communication and planning ahead are key. However, I make sure I don’t specialise too much in individual businesses and choose crops that have multiple sales channels. If larger quantities fall through because the catering sector isn’t interested after all, I try to find alternatives early on, for example with another restaurant or in subscription boxes.
What advice would you give to fellow farmers on finding kitchens?
Markus: Just get started and make yourself known! For example, a colleague of mine actively went round restaurants, introduced himself and offered his products. For us, weekly markets are a great way to build business relationships. Chefs often shop there for their own use as well, getting to know and appreciate the products. What’s more, many of our partnerships come about through word of mouth, as existing customers recommend us to others. Last but not least, social media – especially for unusual products that are rarely found in standard ranges – is also helpful for generating interest in the business. I think it’s important to stay realistic and find the right model for you. With highly perishable vegetables, it’s probably hardly feasible to spend a whole day going from restaurant to restaurant.
Any final thoughts?
Markus: Be curious about each other! Through working with gastronomy, I’ve discovered crops I’d never heard of before, such as shiso or certain Asian salads, or didn’t realise could be grown in Brandenburg, like Szechuan pepper, passion fruit or figs. When both sides are open-minded and understand how the other works, that’s when the best partnerships emerge – and often the most exciting products too.