In April 2025, Darren Dillenbeck joined BW Fusion as the company’s first CEO. Founded in 2019, BW Fusion recently merged with biological company Biodyne, and field data management platform Agronomy 365. With a background in agribusiness including FMC and Corteva (previously Dow AgriSciences) leadership roles, Dillenbeck shares what it’s like leading the company with its new identity, focus and capabilities. Here’s a Q&A with him:
Why did you change segments of the input industry to lead a biological company?
I was drawn to this segment because it’s at a pivotal moment in its evolution. After observing how many companies have tried, and often struggled, to find the right formula, BW Fusion’s culture, approach, and ethos really stood out. From my conversations with the team, their passion for innovation and collaboration was clear. It felt like joining a group that not only understands the science but is genuinely committed to making a difference, and that was compelling.
Tell us a bit about BW Fusion’s history.
BW Fusion traces its roots back over 30 years to Biodyne and Dr. Fred Farley’s pioneering work in isolating key soil microbes. His nephew, Gil Farley, recognized their agricultural potential and began integrating these biologicals into farming practices. From there, founders Grant Wells, Tim Weir, and Gil Farley spent several years assembling a talented team and refining the organization, laying the groundwork for the growth we’re experiencing today.
How does BW Fusion stand out in the biological space?
The biologicals market has grown rapidly, but results have often been inconsistent, largely due to variations in testing, interpretation, and follow-up. What sets BW Fusion apart is our integrated strategy centered on Agronomy 365. This platform turns complex soil-test data into clear, actionable recommendations for growers and dealers. Think of it as a treasure map: we pinpoint soil deficiencies or surpluses and guide growers directly to the solutions they need. That level of precision and support really differentiates us.
How is your company asking farmers to think differently about soil health?
Rather than simply calculating removal rates and matching them with macro‐nutrient inputs, we start by establishing an accurate baseline of your soil’s biological health. From there, we offer tailored recommendations that go beyond traditional fertility programs. It’s a more holistic, long-term approach that high-performing growers are already embracing. Over two to three seasons, they see measurable improvements in soil resilience and input-cost savings.
How are you looking to grow the company?
Unlike conventional crop-protection companies that compete most often on established acres, in the bionutritional space our focus is on building new partnerships and deeper relationships. We’re introducing a transformational value proposition. What excites me most is our remarkably low customer turnover. Year after year, growers stick with us because they trust our expertise and commitment. My goal is to double or even triple our footprint in the coming years, and I’m confident it’s achievable.
Now with its newly merged identity, what stage is the company in?
We’re in a rapid-growth phase as a U.S.-based bionutritional leader. Our results speak for themselves: positive returns, expanding market share, and abundant opportunity. What makes us unique is our vertical integration. From substantial R&D investments in our microbial portfolio (roughly 2 percent of revenue) to continuous enhancements in our software and technology. We’re on track to become the most respected name in bionutritionals, growing our products, volume and impact.
Is this space crowded with competition?
Competition in bionutritionals is actually a good thing. It validates the value of our industry and raises the bar for everyone. Healthy competition drives innovation, builds credibility, and ultimately benefits growers. As more companies highlight the advantages of biologicals, the entire sector advances.
