Growing up with his two brothers in Mount Vernon, Ohio, near Columbus, gardening was a chance for George Pealer to spend time with his dad.

“It wasn’t a huge garden, but that wasn’t the point,” George says. “He spent a few hours a week out there and he let me tag along.” When he got to high school, the Pealers moved to Bexley, Ohio — a larger Columbus suburb — where George worked at Connell’s Flowers. At the time, it was one of the largest florists in Ohio.

“It was a bit of shock, but it was probably the best thing for me, moving away from a small town,” he says. “Connell’s had a greenhouse and a plant retail business, so I was able to work in the greenhouses and help out in the flower shop and receive flower shipments. It really got me interested in growing flowers.”

After high school, George attended The Ohio State University and planned to study botany. He thought he might end up as a teacher before a class put him on the path of being a grower. Today, George runs Millcreek Gardens, an annual, perennial and herb growers in Ostrander, Ohio — within driving distance of where George grew up and attended school. George founded the business in 1978 with his late wife Lynda.

“I went to a horticulture class for freshman and that really made an impression,” he says. “That was all it took. I realized from then I wanted to be in horticulture. I didn’t know exactly what part, but I loved the flower part of it and Ohio State had wonderful floriculture faculty. It was really easy to get immersed in it.”

In his career, George has served on the board of directors of the Ohio Nursery and Landscape Association and as the president of the Perennial Plant Association while Millcreek became one of the first nurseries in the Ohio Valley region to sell herbs on a wholesale basis. Today, he is still at the business every day, trying to help it grow and help every employee succeed.

“He’s at the forefront,” says Fred Higginbotham, Millcreek’s growing operations manager. “He will just come up and say, ‘Tell me where I can pitch in; tell me where I can help out.’ No job is too big or too small for George. People see that commitment he has.”

Different kinds of education

During his time studying horticulture at Ohio State, George met three professors who had a major influence on him.

“There was Dr. Fred Hartman and he was the professor of pomology — the study of fruit production,” George says. “He actually taught that Horticulture 101 class and he ended up being my advisor the whole time I was at Ohio State. Another teacher was Dr. George Staby. He taught the perennials identification class and he also taught perishables research. His class was one of the things that solidified my career choice.” Jokingly, George says he liked Staby despite him being a graduate of longtime OSU rival Michigan State.

Lastly, and perhaps most importantly, there was well-known floriculture and greenhouse professor Dr. D.C. Kiplinger, whom everyone called Kip.

“He was also very instrumental in founding the Ohio Florists Association, which is now AmericanHort,” George says. “When I could have graduated with a degree in pomology, I decided to stay on a couple of extra quarters to take the greenhouse management class with Dr. Kiplinger, which turned out to be a life-changing thing because I knew I could be a grower and it’s where I met my wife, in one of his classes.”

Throughout his college career, George continued to work at Connell’s to pay his way through school. It is a decision he says only bolstered his education.

“I would take horticulture classes all day and then almost have a lab afterwards,” he says, “because I was using my hands and doing the stuff I was learning about.”

At Connell’s, George started out by cutting flowers. At the time, the business would receive large shipments of roses, carnations and other flowers from growers in California and Oregon. The in-house flower designers had different ways of using each kind of flower, so they each had to be cut in a certain way before being placed in buckets and coolers. Around the holidays, George also started helping out with deliveries and packaging shipments.

“The diversity of the plants we worked with was amazing,” he says. “Being the biggest florist in Ohio, we’d get in flowers that other people didn’t have, and we’d get them directly from another grower. We’d get them shipped in these massive boxes and you’d never know what exactly would be in there.”

The defining relationship

In George’s last quarter at Ohio State, he met his future wife, Lynda, in a greenhouse management course taught by Kiplinger. They started dating soon after.

“She was a very strong woman,” George says. “She went to Purdue University and had a degree in microbiology, and when she graduated, she worked at a medical center in Indianapolis doing cancer research. She realized after a year or two of doing that she didn’t want to spend her life in a lab. She had been married, had children and got divorced.” George says Lynda came to Columbus with an interest in horticulture and knew Ohio State was a good opportunity for her to begin doing the kind of work she wanted. Ultimately, she got a horticulture degree from Ohio State.

Soon after he met her, though, George moved three hours away to Salem, Ohio, to work at a friend’s orchard. He had spent some college breaks working at orchards and thought that was the kind of work he wanted to spend this life doing.

“But I realized I really wanted to grow flowers and not apples and peaches,” he says. “When I left college, I really first thought I’d grow fruit and own a farm market. Plus, I missed my future wife and when I moved back to Columbus, we were able to spend time together, which was a good thing.”

The two married in 1977 and founded Millcreek Gardens a year later in February 1978. Before starting the business, the two traveled together, visiting operations such as White Flower Farm, a nursery in Connecticut, and Gilbertie’s Organics, an herb farm in Connecticut, and thought the operations set a blueprint for them to found a business together.

At the beginning, George returned to work at Connell’s for three more years as the business got going. At Millcreek, they combined two passions — George’s for perennials and Lynda’s for herbs — into one combined vision. They settled down in Ostrander, located just outside of Columbus, and for a long time, Lynda grew the herbs day in and day out. When she took a step back from growing, she still helped behind the scenes.

“The thing that always impressed me about Lynda was that she loved herbs, and loved to cook with them, but couldn’t find them anywhere,” George says. “But we saw them [on our trip] and she thought it would be great to do them here. She was really a pioneer in our area for growing herbs in pots like you see now. It’s such an integral part of our company now. People know us for our perennials and our herbs.”

Lynda died on Christmas Eve in 2018, leaving behind George, six children and 12 grandchildren. She made an impact on everyone she met.

“She had extremely high standards,” says Nathan Pealer, George and Lynda’s son, who works in real estate. “She pushed everybody to be better. And since she had such high standards, everybody tried their best around her, be it her family or someone at work. She held herself to those same high standards, too.”

“She was only here for a couple of years when I started here,” says Higginbotham, “but I’d never seen a man have as much love for his wife as George had for her,” Higginbotham says.

Helping others grow

Higginbotham first visited the company in the early 2000s during an open house and says he was “blown away” by the facility even back then. After interning at Millcreek one summer and graduating from Ohio State the next spring, he joined the company “basically after graduating” in 2005. He started out as an assistant grower, became a head grower, and then was finally promoted to his current role as growing operations manager about five years ago.

From the time he first visited Millcreek, Higginbotham saw that George went out of his way to help him however he could.

“Throughout the years, the thing I can stay about George is that he’s the nicest guy ever,” Higginbotham says. “He treats everybody from seasonal employees to somebody who’s been here for 25 years exactly the same, always with a smile on his face. It’s one thing that sets George apart.” Higginbotham says that it is not uncommon for George to hop in and help with shipping, putting stickers on pots or bringing out cold Gatorades for the workers in the greenhouse.

Higginbotham adds that the culture George has created is the major reason he has stayed at the business and cannot imagine himself leaving any time soon.

“It’s about the people,” he says. “We have people that have been here 20, 25-years plus. Like any good organization, the good starts at the top and works its way down. And while George is very involved, he lets a lot of us on the management team have the freedom to do what we do and do our jobs. I’ve always appreciated that there’s a lot of trust involved here.”

One other way George has empowered employees over the years is by consulting with HR firms to help develop best practices and help employees develop skills. A coach George brought in helped Higginbotham develop confidence in himself and challenged him to set goals for what he wanted to accomplish in his career. At the time, Higginbotham says he was one of the newest employees at Millcreek and was having trouble finding his niche.

“At times, it was uncomfortable,” he says. “But it’s truly one of the best things that’s ever happened to me.”

Another employee George helped empower is Megan Armstrong, the company’s assistant general manager and business office manager. Armstrong came to Millcreek in 1998 after graduating from Ohio University with a degree in environmental and plant biology. Her father knew George from business they had done together and encouraged Megan to visit him at the university job fair. She started working at Millcreek full-time the following summer.

“I’ve been here ever since,” she says. “This is an overall great atmosphere. It came from him and Lynda.”

For the first part of her career, Armstrong was a grower working with gallon-size perennials and, in 2004, was named the Perennial Plant Association’s Young Professional of the Year. In 2012, she was promoted to assistant general manager, taking on responsibilities outside of growing like budgeting, staffing and overall company management.

According to Armstrong, it was a change she wanted, and one that George encouraged her to seek out. And like Higginbotham’s improvement, it came after an HR firm George hired helped do some necessary restructuring.

“The company was at a point where we needed to have more structure than we had, so [George] hired an HR firm to assess our company and help formalize people’s responsibilities,” she says. “Out of that, we got the growing side and the office side. I applied for that office position, as I’d already naturally been taking on a lot of office responsibilities like availability lists and customer communication and our website. I was naturally inclined to do those kinds of things and was bolstered by the plant knowledge.”

“One of the biggest things is the trust George places in people,” she continues. “He may challenge you for an idea, like developing a new product line for the slow season, but he’s not going to pigeonhole you. He wants your input, wants your ideas and is willing to go for it.” Both Armstrong and Higginbotham both say that, amid the coronavirus pandemic, George has been essential in keeping the company connected while also prioritizing employee safety while working and trying to keep business as normal as possible.

George’s knack for empowerment extends to Nathan and his other children, too.

“For my entire life, I’ve talked to him almost every day and he’s been a constant source of positivity and support and a steady force as far as someone I can always talk to,” Nathan says. “Each and every day, even now when I’m almost 40 years old, I love talking to him about anything I have going in. It could be business, home renovations, gardening or Buckeye football. He’s a big part of my life.”

For George, at the end of the day, empowering employees is part of the ethos he and Lynda set out to create when they founded Millcreek back in 1978. To him, along with quality and profitability, values like integrity, leadership and teamwork are part of Millcreek’s DNA. Ultimately, a significant part of his legacy is helping people find their passion just like his dad, his Ohio State professors and first employer did for him when he was just starting out.

“Our mission statement is ‘growing high quality plants, people and relationships,’” George says. “For us, that says it all.”

Pleasant Cove Nursery started in 1957 when John R. Collier, Frank’s father, started growing plants in the basement of his Tennessee home. The nursery moved out of the house and into the backyard, and eventually grew into the 500-acre, 20-farm facility it is today. Once staffed solely with Collier family members, Pleasant Cove now employs more than 60 workers during peak seasons.

John and his wife Elma ran the nursery in the early days with their four sons, John Jr., Robert, Frank and David. Frank remembers it was tough in those early days, working as a kid in the fields.

Frank joined up for good after he finished college in the mid-70s. The nursery has changed a lot since then, but so has the industry. And the Colliers have always been able to adapt, whether it meant applying new research and technology or engineering a new solution.

“We’ve still got the first 'vineyard' tractor probably in the state of Tennessee,” Frank laughs, “A Bungartz. It was a vineyard narrow tractor, with a Volkswagen engine. You see all kinds of them now, but a bit innovative for nursery use when we got it. I had a guy auditing us once and he wanted to know why this or that and I said, ‘Look, they don’t make things for nurserymen.’”

That’s changed a bit, with Bouldin & Lawson just down the road making equipment to help the nursery industry automate. The Collier family still runs Pleasant Cove. Although John Jr. died in 2019, Robert, Frank and David carry on the Collier legacy of excellent nursery stock. The family always made it a point to have ties with regional, state and national trade associations like The Middle Tennessee Nursery Association, Tennessee Nursery and Landscape Association, Southern Nursery Association and AmericanHort. Frank has served in various capacities and has become known as a champion of research, including a stint as president of the Horticultural Research Institute. In 2011, Frank was inducted into the TNLA Hall of Fame.

“Frank has worked tirelessly on funding for HRI with much success,” says Michael Lorance, owner of Cherry Springs Nursery, another Tennessee-based wholesale nursery. “Additionally, he was instrumental in securing funding for the Nursery Research Station in McMinnville, Tennessee and the staffing required to make it the reality it is today.”

From a national perspective, the nursery industry is perpetually overlooked. It’s typically tucked under the agriculture umbrella as “specialty crops,” where it has to fight for every scrap of funding that makes it down through the Farm Bill.

“One of our old researchers, retired now, says ‘If you’re not sows, plows and cows, you don’t count in the state of Tennessee’ — and most likely any other state,” Frank says.

Frank is well-equipped for that fight for funding. He’s been doing it a while. Craig Regelbrugge, senior vice president for government relations at AmericanHort, has known Frank for 30 years and sees him as a kindred spirit — someone able to speak the language of politics, understand the systems in place, and willing to use them to carve out a piece for the nursery industry.

“Frank is one of the most politically astute individuals in the industry,” Craig says. “In an old-school way, but I mean that positively. He’s all about relationships and quiet but effective influence.”

Craig sees the research center as a large part of Frank’s legacy as a nurseryman who understands the value of research and development and wants the industry to keep striving to improve itself.

“He was instrumental in the successful effort to establish the Nursery Crops Research Station at McMinnville, and for that matter, the Floriculture and Nursery Research Initiative, a legacy that has grown in impact and continues on.”

A resource for Tennessee

McMinnville is known as the heart of Tennessee’s nursery country. That makes it an ideal spot for a nursery research station. Built on the 87-acre site of a former commercial nursery, The Otis L. Floyd Nursery Research Center is a facility dedicated to the improvement of the Tennessee nursery crop industry. It is located approximately 80 miles southeast of Nashville on the edge of the Cumberland Plateau.

Through partnerships with the Tennessee nursery industry, Tennessee State University, the USDA, and state and local governments, the necessary political, social and economic support was assembled to construct the research station. In addition to considerable support from the Tennessee nursery industry, the Center has received donations from nursery growers across the U.S.

“We hooked up politically with Dr. Otis Floyd who was chancellor and president at TSU and made it happen,” Frank says. “It’s a good deal for the industry. Plus, it connects all over the country. Oregon, California, Ohio, to Beltsville, Maryland. I’m very proud of that. Hopefully we get these young people to keep it going, keep it funded.”

Construction of the laboratory/administration building began in 1994. The 20,000 square foot building has 10 laboratories, offices for 12 scientists, a 200-seat auditorium, and 12,000 square feet of greenhouse space. Other facilities include a state-of-the-art pesticide mixing and storage facility, a fire ant quarantine facility, soil mixing/composting facility, shade houses, propagation houses, irrigated container yards, a pot-in-pot yard, and an equipment/maintenance shed. The entire site is plumbed for irrigation using either well water or municipal water.

Frank says a nursery advisory group meets with the station’s director to provide input on potential research projects for its scientists.

“Our station is unique in a lot of ways,” Frank says. “It’s got a great staff and a great director. We’ve got Tennessee Department of Ag plant industry inspectors there on the site. We’ve got extension there on the site, which is really good for the scientists to be able to talk to the inspectors and vice versa. It’s a one-stop shop.”

As the Nursery Research Center expands, specialists in other disciplines will be added. The areas that are currently prioritized are agricultural mechanization, pesticide/environmental sciences, applied plant physiology, and additional pathology and entomology programs.

Facilities planned for the future include student housing, storage areas for scientist’s field supplies, increased shade house and greenhouse capacity, and over-wintering structures for containerized field research material.

The Nursery Research Center is only about 20 minutes from Pleasant Cove Nursery. And Frank has made sure his nursery has implemented some of the station’s R&D findings. From the use of cover crops between rows in the field to protection from soilborne diseases and insect pests, to crop improvements in boxwood and viburnum and a hydrangea breeding program, the scientists have completed very useful projects.

Another collaborative effort

Frank was also one of the key industry forces behind the creation and early growth of the Floriculture and Nursery Research Initiative (FNRI).

In 1996, the American Nursery and Landscape Association (ANLA), the Society of American Florists (SAF) and the Ohio Florists Association (OFA) launched the proposal when they asked U.S. Department of Agriculture - Agricultural Research Services (USDA-ARS) for research help. The resulting partnership has lasted more than 20 years. In March 2018, FNRI received $1 million in funding as part of the spending bill passed by Congress.

Peter K. Bretting, USDA-ARS National program leader for plant genetic resources, is one of nine national program leaders that constitute crop production and protection. He was the lead USDA-ARS researcher for the FNRI from its inception in 1998 until the mid-2000s.

“It was meant from the inception to be sharply focused on the needs of industry,” Peter says. “ARS would handle research, whether it was feasible, how to go about it in terms of scientific approach, and the industry provided input about relevance.”

As the FNRI was being established and thereafter, Peter and the other researchers received guidance from Frank and other industry leaders about the types of projects upon which they should focus their efforts. Those communications were important because they helped ARS know what the most important priorities were for the green industry. It was a collective effort and it grew into a well-functioning partnership.

Frank’s sterling reputation as a nurseryman and collaborator made him the perfect person to coordinate between all the stakeholders in the initiative and ensure everyone was rowing in the same direction.

“He rapidly established himself as a trusted and discreet partner,” Peter says. “Some of the early discussions were quite complicated and had to be dealt with carefully and adeptly. Frank had such a reputation among industry and universities, UT and Tennessee State and with us, that he played a key role in fostering communication so that all the many players in the initiative were aligned along the same effort.”

Some of Frank’s reputation was due to being part of a community of straight shooters: nurserymen who forged substantial deals with a handshake because generations of trust. But he also earned that reputation through his actions and his ability to communicate.

“It’s watching him in action,” Peter says. “If he said he would do something, he would do it in a very capable way. If there wasn’t a clear path to a particular goal, he’d let you know that right away. And collectively we would work on a different approach.”

If the research team ever had a question or hit a snag that involved the green industry crops, their first step was to pick up the phone and talk with Frank to seek his advice on how to proceed. On the other hand, if something potentially controversial or contentious was emerging, they would hear about it early from him.

“He was very good at establishing people as colleagues rather than adversaries,” Peter says. “That was really critical, especially at the beginning of this when there was some misunderstanding or lack of information on what the initiative meant and what its focus was. He was very effective in communicating that to a broad spectrum of industry colleagues and university colleagues too. Of course, he surely promoted the effort in Tennessee, but he was also always looking at the broader picture. He would work on behalf of the more local interests, but the regional and national interests, too. He was really quite selfless in that regard. That contributed to widespread trust of him, his advice and his ideas about how to proceed.”

For many years, Dr. Judy St. John was a high-level official at the USDA-ARS, and the industry’s primary champion for FNRI.

“Frank established a superb relationship with Judy,” Craig Regelbrugge says. “In fact, I can’t swear to this, but he may have been the one to give her the nickname ‘Mother Nature,’ which stuck with her for the rest of her career and to this day.”

For his part, Frank is thankful to Dr. St. John and the other ARS scientists for all the work they did for the industry.

“She was a keeper,” Frank says. “She’s always helped the small crop growers like us. Judy St. John and ARS have been really good to us on specialty crops funding and research.”

Looking to the future

Frank hopes the next generation of nurserymen will continue the commitment to research that has served the industry well. He also has advice for the next generation.

“Ask a lot of questions,” he says. “Don’t be bashful.”

He also suggests visiting other nurseries in other parts of the country to see how they operate. You can pick up a lot of information that way, and many of the little things are done differently from place to place.

“A friend of mine’s son, he’s a good kid. I told him, ‘Buddy, you need to go to another nursery for a couple years, at least two or three,’” Frank says. “And he went for a year, came back afterwards and said ‘Thank you.’”

The nursery industry’s efforts to honor its past and commit to its own future is easily seen at HRI’s annual meeting each year. Nursery owners in attendance make pledges of substantial funds for research, often in memory of parents or in honor of their children.

“Instead of saying ‘I’m going to buy myself a new boat or motorcycle,’ they’ll say ‘I pledge $50,000 in the name of father, mother or child on behalf of research,’” Peter says. “As a researcher I can’t think of a more committed group of industry folks.”

The Collier family has its own named endowment fund, the Elma E. and John R. Collier Memorial Trust Fund. And Frank has plenty of hope for the future.

“I think this shows, this virus deal, that we’re essential,” he says. “If you’re stuck at home, you can plant some plants, trees, vegetable crops. The whole nation will figure that out sooner or later.”

Still, even in an age of virtual trade shows and video conferences, the skills that make Frank such a successful leader are good as gold.

“The influence Frank had been able to wield, that was interpersonal,” Peter says. “How can you do it in days like these when you can’t look a person clearly in their eye, share a meal or have a drink or two and forge those relationships of strong trust? We haven’t come up with a technological fix for that.”

Nick Collins
Publisher
ncollins@gie.net

Kate Spirgen
Greenhouse Management Editor
kspirgen@gie.net

Kelli Rodda
Nursery Management Editor
krodda@gie.net

Although less common than traditional ornamental insect pests like whiteflies and thrips, the European pepper moth and red-headed flea beetle are two pests continuing to gain notoriety across the country. While both pests have their signature activity, they share one thing in common: plant damage. J.C. Chong, professor of entomology at Clemson University and Nancy Rechcigl, technical services manager of ornamentals at Syngenta, share ways growers can control, combat and contain these pests.

While the European pepper moth originated in Europe, Rechcigl says their appearance in the U.S. has grown over the last five years. In 2014, the moth was a confined “quarantine pest” in a small area in Southern California, but now, she says they are being seen in states in the Northeast like New Jersey, New York, Connecticut and Pennsylvania, along with Southeastern states including Florida and in Texas. Chong says he’s also seen “a big jump” of moths in North and South Carolina.

Rechcigl recalls the first observance of European pepper moths in herbaceous crops, annuals, perennials and poinsettia production, but they are quickly claiming other crops. “We are starting to see activity in woody ornamentals as well,” she says.

As for the red-headed flea beetle, Rechcigl says there has also been a surge of them in outdoor ornamental production. Like the pepper moth, they feed on herbaceous and woody ornamentals, and the injury they can cause in a short period of time can leave plants unsalable, she says.

Scouting at the base of the plant is critical for finding this pest.”  — NANCY RECHCIGL, technical field manager of Turf and Ornamentals at Syngenta

The damage both pests can do differ from the destruction caused by whiteflies and aphids. Instead of leaf yellowing and distortion as the result of the latter sucking pests, the pepper moths and flea beetles chew.

“The European pepper moth larvae chew and bore their way into the base of the plant,” Rechcigl says. “This can cause the plant to appear wilted and can be mistaken for a root issue. Unfortunately, if too much of the lower stem is damaged, this can result in the death of the plant. Flea beetles feed on the upper layers of leaf tissue, leaving the plant with a skeletonized appearance. The more injury present can significantly reduce the value and salability of your crop. When injury levels approach 40% or higher, the plant is often unsalable.”

Like many insect pests, scouting and preventative applications are recommended. According to Rechcigl, European pepper moths lay their eggs in the upper canopy of the plant, but after hatching, the larvae drop to the soil and begin feeding on the base.

“Scouting at the base of the plant is critical for finding this pest,” she says. “They are rather small and can almost be mistaken for fungus gnat larvae because they have a dark head capsule and are just slightly bigger in size. The larvae will produce a light webbing which provides them some protection from predators. So when scouting, look for light webbing at the base of the plant at the soil line.”

Flea beetles, however, eat the upper layers of foliage and leave the lower epidermis intact, which gives a skeletonized appearance. Rechcigl says it’s harder to scout them due to their swift movement if the foliage is disturbed, and because of this, she says the feeding injury will most likely be seen before the actual pest. Chong says the multitude of these pests make them harder to control.

“These pests are quite destructive if left unchecked, so it is important to begin control treatments as soon as indications of their presence are observed,” Rechcigl adds.

To assist growers, Syngenta offers Mainspring® GNL, Acelepryn®, Flagship® 25 WG and Scimitar® GC, insecticides that guard against many pests and provides tools for integrated pest management plans.

“For the European pepper moth, both Mainspring GNL and Acelepryn can be used to control this pest … [they] should be applied as a heavy spray over the top of the plant so the base of the plant and stem is wet at the soil line,” Rechcigl says.

Recent trials have shown Mainspring GNL and Acelepryn are effective on the European pepper moth for seven weeks.

In Chong’s 2019 trial for European pepper moths, he observed the efficacy of Mainspring GNL and Acelepryn against the pests in the greenhouse.

“From treatment until 42 days, plants that were treated with Mainspring and Acelepryn did not see any foliar damage at all,” he says. “For water-treated plants, we saw about 33% of the plants showing damage. This tells me that Acelepryn or Mainspring can wipe out the European pepper moth caterpillars.”

For flea beetles, Rechigl recommends Flagship 25 WG, Scimitar GC, Mainspring GNL or Acelepryn. During his flea beetle research, Chong sprayed plants with Acelepryn and Mainspring GNL three times at a 14-day interval.

“To give an example, at 42 days after the first treatment, 40.8% of the terminals of plants sprayed with only water suffered some level of damage,” he says. “But the damage was reduced to 21.7% and 25% for Mainspring GNL- and Acelepryn-treated plants. So, Mainspring GNL and Acelepryn can certainly reduce, but not completely eliminate foliage damage [because] there are just so many of the hungry beetles out there and damage can accumulate even if one beetle takes just a little bite.”

Trials on the flea beetles have shown three applications of Mainspring GNL and Acelepryn on a 14-day interval keeps the plant injury levels under 20% to 25% for a seven-week period.

©2020 Syngenta. Important: Always read and follow label instructions. Some products may not be registered for sale or use in all states or counties and/or may have state-specific use requirements. Please check with your local extension service to ensure registration status and proper use. Scimitar GC is a Restricted Use Pesticide. Acelepryn®, Flagship®, Mainspring®, Scimitar® and the Syngenta logo are trademarks of a Syngenta Group Company. Syngenta Customer Center: 1-866-SYNGENT(A) (796-4368).