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Foxhollow Farm Shows What It Really Takes to Run a Regenerative Beef Business

By: Kate Sarmiento

The price tag on a grass-finished steak starts an argument at a lot of dinner tables, and the argument usually ends with somebody asking what the extra money pays for. Foxhollow Farm, a 1,300-acre Demeter Certified Biodynamic farm in Crestwood, Kentucky, has been building a regenerative beef business for about 20 years, ever since the farm brought cattle back to the land in 2006.

Shoppers who see the word regenerative on a package deserve a straight answer about what it takes to farm that way, including what it costs and where the limits are. Regenerative farming means managing land and animals in ways that rebuild soil health over time, and that work can take years before the results show up on a balance sheet.

The timing for that answer is good. The 2018 farm bill expired on September 30, 2026, and the U.S. Department of Agriculture stopped approving new Conservation Reserve Program contracts, which pay landowners to take land out of crop production and protect it, until Congress acts (Source: DTN, 2026). Farmers make pasture and herd decisions that play out over many years, and right now they are making them while Washington works in short extensions.

Maggie Keith is the fourth-generation steward, co-founder, and CEO of Foxhollow Farm, and her work involves decisions about land and animals that play out over years. The sections below follow those decisions through land care, animal care, production, and distribution, and then look at how a regional farm explains the value of its approach to customers.

Grass Grows Slowly, and the Bills Arrive Quickly

Regenerative farming asks for money first and results later. A pasture rebuilds over several seasons, and the herd grazing it needs steady attention that whole time, so the bills show up well before any results do. Foxhollow holds three certifications, Demeter Biodynamic, Regenified Level 5, and American Grassfed Association, and each one comes with written standards the farm has to meet.

Soil health practices have a solid track record on the money side, at least for row crops. Across 100 corn and soybean farms that had used them for at least five years, net income rose for 85 percent of corn growers and 88 percent of soybean growers, an average of about $52 more per acre for corn and $45 more for soybeans (Source: Soil Health Institute, 2021). Cattle operations cannot borrow those numbers directly, and the five-year minimum is a good reminder that none of this happens fast.

The same study found that soil health practices lowered the cost of growing corn by $24 per acre and soybeans by $17 per acre on average (Source: Soil Health Institute, 2021). Part of the payback from building soil, in other words, comes from smaller production bills.

Cattle add a timeline of their own. A Minnesota grass-fed project tested an earlier assumption that put grass-fed cattle at about 22 months and 1,100 pounds at harvest and feedlot cattle at about 17 months and 1,400 pounds (Source: SARE, 2016). Farmers in that project finished some animals on grass at about 17 months or sooner, which shows that forage quality and genetics matter a great deal (Source: SARE, 2016). Each extra month adds pasture, fence, water, and labor costs before there is any beef to sell, and Foxhollow carries those costs along with a payroll for 10 employees.

Cattle also matter at a much larger scale. Farms that specialize in beef cattle used 40 percent of U.S. farmland in 2022, more than any other type of farm, so grazing decisions touch a large share of the country’s land (Source: USDA National Agricultural Statistics Service, 2024).

Four Companies, One Cooler, and a Shipping Zone Map

Raising the animal is only part of the job, because beef also has to be processed, packaged, stored, and delivered. Four companies control nearly 85 percent of the U.S. beef processing market, and the U.S. cattle herd is at a 75-year low (Source: USDA, 2026).

In response, USDA announced up to $500 million in temporary payments to small and mid-size beef processors this summer, aimed at keeping independent regional processing alive (Source: USDA, 2026). Any farm that sells its own beef needs processing capacity to work with, so the health of those smaller processors affects farms like Foxhollow.

Supply sets one limit. A farm that raises every animal it sells cannot order more beef when demand jumps, and cattle cannot be rushed. Foxhollow has been expanding into organ meat and collagen products, which puts more of each animal to use. Shipping sets another limit, since every mile between the farm and the customer adds cost and effort, and Foxhollow ships regionally.

The farm bill adds a policy layer on top of all this. The House passed the Farm, Food, and National Security Act of 2026 on April 30 by a vote of 224 to 200, the first time a farm bill cleared the House floor since 2018 (Source: American Farm Bureau Federation, 2026), and no final law has followed. The 2018 law has been extended three times since it first expired in 2023, each time by one year (Source: Congressional Research Service, 2026). That makes long-term planning harder for any farm that uses conservation programs, because pasture plans run for years and the rules around them get renewed one year at a time.

USDA is also putting money behind the regenerative approach. On September 29, 2026, the agency raised the Regenerative Pilot Program from $700 million to $1 billion for fiscal year 2027, with $650 million coming through the Environmental Quality Incentives Program and $350 million through the Conservation Stewardship Program (Source: USDA, 2026). The program lets a farm apply once for a whole-farm set of regenerative practices, and the announcement shows federal money moving toward this kind of farming even while the farm bill itself sits unfinished (Source: USDA, 2026).

Price Tags Need a Storyteller (and Occasionally an Emmy)

Charging more for beef raised this way means giving customers a reason to pay it, and the farm itself is the best reason available. Foxhollow offers farm experiences and tours and runs Foxhollow Market on the farm, so customers can see where the beef comes from.

The same approach reaches viewers through television. The Farmer & The Foodie, the KET series that Maggie Keith co-hosts with Lindsey McClave, won a Regional Emmy in 2026 from the Ohio Valley Chapter of the National Academy of Television Arts and Sciences for its Newsom’s Country Ham episode, in the Lifestyle, Short or Long Form Content category, and Keith is one of the credited producers (Source: KET, 2026). The show’s own mission statement says it promotes regenerative agriculture and helps people connect with the food they eat (Source: The Farmer & The Foodie, 2024).

The price conversation matters well beyond one farm. The average American farm producer is 58.1 years old, producers under 35 make up 9 percent of the total, and only 43 percent of U.S. farms had positive net cash farm income in 2022 (Source: USDA National Agricultural Statistics Service, 2024). New farmers are arriving, which makes the income question more pressing, since just over 1 million farmers had 10 or fewer years of experience in 2022, up 11 percent from 2017 (Source: USDA National Agricultural Statistics Service, 2024). Foxhollow’s own position is that the next generation will farm only if farming works economically, and the farm is building that model now with a fourth-generation steward leading it.

Foxhollow sells directly to customers, and it has plenty of company. In 2022, 116,617 farms sold directly to consumers, with total sales of $3.3 billion (Source: USDA National Agricultural Statistics Service, 2024). The farm’s view that people deserve to know their farmer and trust their food again is the idea behind how it sells.

Come Meet the Farm Behind the Beef

Regenerative farming earns its price slowly, and Foxhollow Farm has spent about 20 years building a business around that fact. Customers who want to see the work in person can book a farm experience or visit Foxhollow Market, and anyone who wants to start at home can order 100% grass-fed, grass-finished beef shipped across the region.

The farm bill will keep moving on Congress’s schedule, and the cattle will keep growing on their own. Buying from a regional farm is one direct way to support it, so order a box or book a tour.

CVS Health Plans Separation of Pharmacy and Healthcare Businesses

CVS Health announced on November 4, 2026, that it intends to separate into two independent, publicly traded companies, dividing its retail pharmacy operations from its health insurance, pharmacy services and healthcare delivery businesses. The proposed CVS Health corporate separation follows a strategic review by the company’s board of directors, with completion targeted for the first half of 2028.

Key Takeaways

  • CVS Health plans to separate into two independent, publicly traded companies
  • The healthcare solutions company will include Aetna, CVS Caremark, CVS Specialty, Oak Street Health and Signify Health
  • CVS Pharmacy will operate approximately 9,000 retail pharmacies, mail pharmacy services, MinuteClinic facilities and Health100 technology services
  • David Joyner is designated to lead the healthcare solutions company, while Prem Shah will lead CVS Pharmacy
  • The separation is expected to be completed in the first half of 2028, subject to required approvals and other conditions

CVS Health Corporate Separation Would Create Two Independent Companies

The proposed CVS Health corporate separation would establish two publicly traded businesses with distinct operating responsibilities, leadership teams and capital structures.

The first company would focus on healthcare benefits, pharmacy services and care delivery. It would retain the CVS Health name on an interim basis and include the company’s insurance, pharmacy benefit management, specialty pharmacy and healthcare delivery operations.

The second company, CVS Pharmacy, would concentrate on retail pharmacy and community healthcare services. Its operations would include CVS retail locations, mail pharmacy services, MinuteClinic facilities and the Health100 technology services business.

CVS Health said the separation is intended to provide each organization with a more focused strategy and greater flexibility in allocating capital. The businesses would be able to make operating and investment decisions according to their respective priorities.

The announcement does not represent a completed separation. CVS Health will continue operating as one company until the transaction is finalized.

During the transition, CVS Health has stated that customers, patients and healthcare clients will continue receiving their existing medicines, care, benefits and services without interruption.

Healthcare Benefits and Services Businesses Will Remain Together

The proposed healthcare solutions company would combine five major businesses: Aetna, CVS Caremark, CVS Specialty, Oak Street Health and Signify Health.

Aetna provides health insurance products and related services. CVS Caremark operates in pharmacy benefit management, while CVS Specialty focuses on specialty pharmacy services and medications.

Pharmacy benefit managers perform functions such as negotiating drug prices, processing prescription claims and managing pharmacy networks. These responsibilities are part of the wider discussion surrounding pharmacy benefit management transparency, including how employers and health plans evaluate prescription costs and benefits administration.

Oak Street Health and Signify Health would also remain within the healthcare solutions organization. Their operations include primary care, value-based care and in-home healthcare services.

Keeping these businesses together would preserve the existing relationship between CVS Health’s insurance, pharmacy benefit management and healthcare delivery operations. The planned separation would distinguish those activities from the company’s retail pharmacy business rather than separate Aetna from CVS Caremark.

CVS Health expects the healthcare solutions company to establish its own leadership structure and financial priorities. The organization would continue serving health plan members, clients and patients through its combined businesses.

Additional leadership appointments and details about the future company’s permanent name have not yet been announced.

CVS Pharmacy Will Retain Retail Locations and Community Healthcare Services

The second company would operate as CVS Pharmacy, bringing together the retail pharmacy network and related community healthcare operations.

Its business would include approximately 9,000 CVS pharmacy locations across the United States, alongside mail pharmacy operations and MinuteClinic facilities, including virtual care services.

CVS Pharmacy would also include Health100, the company’s technology services business. CVS Health has indicated that both future organizations intend to continue developing technology solutions associated with Health100.

The proposed retail company would provide pharmacy and community healthcare services through a network that currently includes nearly 30,000 pharmacists.

Beyond physical pharmacy locations, mail-order services would remain an important part of the planned business. Other models, including direct-to-patient prescription platforms, combine electronic prescribing, online consultations and medication shipment to coordinate prescription fulfillment.

CVS Health has also identified partnerships as an area of focus for the independent pharmacy company. These could include relationships with health insurers, pharmacy benefit managers and pharmaceutical manufacturers.

The separate corporate structure would allow CVS Pharmacy to establish its own operating and investment priorities. However, the company has not announced specific changes to its retail services or pharmacy network resulting from the separation.

Until the transaction is completed, CVS Pharmacy will remain part of the existing CVS Health organization.

David Joyner and Prem Shah Designated to Lead the Two Companies

CVS Health has announced its intended leadership structure for the two businesses following the separation.

David Joyner, currently chairman and CEO of CVS Health, is designated to become chairman and CEO of the healthcare solutions company.

Under the proposed arrangement, Joyner would oversee Aetna, CVS Caremark, CVS Specialty, Oak Street Health and Signify Health.

Prem Shah, currently group president of CVS Health, is designated to become CEO of CVS Pharmacy. His responsibilities would center on the company’s retail pharmacy, mail pharmacy, community healthcare and related technology services operations.

The appointments would establish separate executive leadership for the two organizations. Each company is also expected to have its own board of directors and management structure.

CVS Health has not yet announced all executive appointments or board members for the future companies. Additional details are expected as the restructuring process advances.

Until the separation is completed, both executives will continue serving within the existing CVS Health corporate organization.

Separation Timeline Targets the First Half of 2028

CVS Health expects to complete the proposed separation during the first half of 2028.

The transaction remains subject to several conditions, including final approval from the CVS Health board of directors and the effectiveness of a Form 10 registration statement filed with the U.S. Securities and Exchange Commission.

The company must also receive customary confirmation concerning the intended tax treatment of the transaction.

CVS Health plans to structure the separation so that it is tax-free to the company and its shareholders for U.S. federal income tax purposes.

Under the proposed arrangement, existing CVS Health shareholders would own shares in both companies following completion.

The company also expects both organizations to have investment-grade credit ratings and sufficient financial flexibility to pursue their respective strategic priorities. These are expectations rather than confirmed financial outcomes.

The first-half 2028 timeline remains an estimate. The transaction could be delayed or changed if required conditions are not satisfied.

CVS Health has stated that it will provide further information as the separation process progresses. Until then, the existing corporate organization will continue operating its healthcare and retail pharmacy businesses.

Frequently Asked Questions

Why Is CVS Health Separating Its Pharmacy and Healthcare Businesses?

CVS Health said the proposed separation would allow its retail pharmacy and healthcare solutions businesses to operate with more focused strategies, dedicated leadership teams and independent capital structures. The decision followed a strategic review by the company’s board of directors.

Which Businesses Will Remain With CVS Health?

The healthcare solutions company will include Aetna, CVS Caremark, CVS Specialty, Oak Street Health and Signify Health. It will use the CVS Health name on an interim basis.

What Will Be Included in the New CVS Pharmacy Company?

CVS Pharmacy will include approximately 9,000 retail pharmacy locations, mail pharmacy operations, MinuteClinic facilities, virtual care services and the Health100 technology services business.

Who Will Lead the Two Companies?

David Joyner is designated to become chairman and CEO of the healthcare solutions company. Prem Shah is expected to become CEO of CVS Pharmacy when the separation is completed.

Will CVS Health Shareholders Own Shares in Both Companies?

CVS Health expects existing shareholders to receive ownership interests in both companies after completion. The proposed transaction is intended to be tax-free for U.S. federal income tax purposes, subject to the required conditions.

When Will the CVS Health Corporate Separation Be Completed?

CVS Health is targeting the first half of 2028. Completion remains subject to final board approval, SEC filing requirements and confirmation of the intended tax treatment. The company has not announced a definitive completion date.

Dr. Christa Evangelisto Explores Choosing Life After Repeated Loss

By: Erica Frye

Adult learning expert, keynote speaker, and author Dr. Christa Evangelisto, PhD, examines how individuals navigate repeated loss in her book, “Still Open: Choosing Life After Repeated Loss.” Drawing on nearly two decades in adult education and personal experiences with grief, Evangelisto presents an approach to resilience centered on maintaining connection, purpose, and openness to life.

Rethinking Resilience Through Repeated Loss

Evangelisto’s understanding of resilience comes from experiences that profoundly changed her life. Across three decades, she experienced the deaths of five children, a grandson, and her husband.

These experiences shaped her perspective on grief and challenged conventional expectations about healing. Rather than presenting resilience as the ability to withstand hardship without changing, Evangelisto examines how individuals can continue learning, maintaining meaningful relationships and finding purpose while carrying profound loss.

“After experiencing repeated loss, I realized that so much of the conversation around grief focuses on moving on or finding closure. But what happens when loss changes your life again and again? I wrote Still Open because I believe healing isn’t about returning to who we were before. It’s about discovering how to remain open to life, love and possibility, while carrying everything we’ve lost,” Evangelisto says.

Her approach also reflects nearly two decades of experience in adult education. As biology department chair at Dallas College, Evangelisto applies adult-learning principles to teaching and faculty development.

She holds a PhD in Postsecondary and Adult Education and has published research on teaching critical thinking in STEM in three peer-reviewed journals. This educational background informs her approach to grief, particularly the importance of reflection, personal agency, and practical steps toward adapting to significant life changes.

In “Still Open,” Evangelisto challenges the expectation that grief must follow a predictable path toward resolution. The book explores how repeated loss can reshape a person’s understanding of identity, relationships and the future without eliminating opportunities for continued growth.

Applying the Still Open™ Framework and ASHES™ Method

The ideas explored in Evangelisto’s book also form the foundation of the Still Open™ Framework, a six-month educational program offered through her Texas-based company, Black Horse Learning, LLC.

The framework incorporates the ASHES™ Method, which guides participants through acknowledging difficult realities, recognizing what remains, honoring loss, embracing new possibilities and taking intentional steps forward.

Rather than encouraging individuals to move past grief, the method focuses on understanding how loss changes their lives and identifying practical ways to navigate those changes.

A final integration phase helps participants incorporate these practices into everyday life, including developing a personalized plan for continued growth and resilience.

The framework draws on Evangelisto’s background in adult learning, emphasizing reflection and intentional action as tools for navigating adversity. It recognizes that resilience does not require individuals to return to who they were before experiencing significant loss.

By connecting educational principles with lived experience, Evangelisto presents a structured approach that encourages participants to examine their circumstances, recognize available possibilities, and make decisions aligned with their changing needs.

Bringing Resilience Education Into Professional Settings

Beyond the book, Evangelisto brings her approach to educators, leaders and medical professionals through keynote presentations, workshops and educational programs.

Through Black Horse Learning, LLC and the Dr. E Speaks banner, she applies adult-learning research and personal experience to discussions about resilience, adversity and uncertainty.

While “Still Open” addresses people navigating repeated loss, its underlying principles also extend to professional environments where individuals must adapt to significant challenges and change.

Her work emphasizes the role of reflection, continued learning, and intentional action in navigating difficult circumstances. These principles connect her experience in adult education with the broader challenges of maintaining purpose and meaningful relationships during periods of uncertainty.

Evangelisto’s book and educational framework share a central perspective: healing does not necessarily mean reaching an endpoint in grief. Instead, resilience can involve learning to carry loss while remaining open to new experiences, relationships and possibilities.

“Still Open: Choosing Life After Repeated Loss” is available through Amazon and Ingram Spark. More information about Evangelisto’s book, speaking engagements, and educational programs is available at dr-e-speaks.com.