MyFarm Sheep & Beef brings together the best of large-scale family farming and corporate farming knowledge with proven experience in syndication, governance, procurement and farm policy as well as strong networks within the meat industry.
Our role in establishing the farm business includes producing a business plan and memorandum of information, and then sourcing an investor group with common objectives, complementary skills, and experience. We then manage the partnership formation process, including sourcing debt finance proposals, coordinating initial shareholder meetings, forming a Board of Directors, appointing a farm manager, and sourcing capital stock and plant.
A key part of our business model is working with the Board of Directors for each farm to develop the annual budget and strategic plan, as well as setting clear, achievable and measurable targets.
We report back to shareholders on these financial and production targets on a quarterly basis. These reports have been built around the requirements of our institutional investors and encompass benchmarking between farms and industry figures, local industry data and information, KPI tracking and commentary, as well as profit/loss and balance sheet reporting.
In the case of institutional investors and managed funds, the senior members of the MyFarm Sheep & Beef team fulfil the Directors’ roles of these farming businesses.
MyFarm Sheep & Beef handpicks farms that will benefit from capital investment and have significant growth potential.
We look for the ideal mix of location, soil type, rainfall and contour. The business model focuses primarily on increasing yields and productivity through high protein forage crops, and securing price certainty through forward sale contracts.
Access to equity capital means the businesses are well capitalised and able to focus on the essential development required to increase productivity, such as cropping, fertility and infrastructure. We use proven animal genetics to ensure maximum conversion of pasture to meat production.
Quality farms, combined with MyFarm’s ability to provide clear, deliverable strategies and opportunities to grow equity, are attracting high calibre sheep and beef farm managers.
A combination of proven practical experience, an understanding of the requirements of working within a corporate model, and a progressive approach to implementing new technologies and strategies, are all part of the strict criteria used in the selection of managers for these investments.
Farmers employed to manage these properties will be provided with the tools they need to succeed in the industry. To enquire about equity partnership or management positions please contact us.
Paying Dividends: MyFarm’s sheep and beef business model and management structure was put under the microscope by Sandra Taylor with a visit to Kaiangaroa. Published in Country-Wide magazine »
Te Awa Rua Station
MyFarm model impresses farmer: Tony Riley is doing a job he loves in an industry he is passionate about and feels supported and appreciated by his employers – MyFarm Sheep & Beef.
He is manager of Te Awa Rua, a 1040ha (750 effective) sheep and beef farm east of Te Kuiti, syndicated in October 2012 by MyFarm and owned by a German investment company. As the crow flies the property is less than 20 kilometres southwest of MyFarm’s newest Sheep & Beef syndication, Ngaponga Limited Partnership at Ngaroma.
As the previous manager of the property before syndication, Tony was approached by MyFarm to undertake the new management role and says MyFarm’s respect in the agricultural industry played a big part in accepting the position.
“I knew there would be high expectations, but also the support to enable you to perform,” he says.
He is impressed with the models and benchmarking systems introduced by MyFarm that demand proficient data collection and monitoring on his part.
But he also appreciates the robust and challenging discussions around management decisions.
“They are some of the best guys I have worked with in the industry - there are no personal agendas, the focus is completely on what is best for the business,” he says.
Tony has already seen the effect that capital investment has brought to the property – new fencing, a four year forecast of pasture development underway, plans for new yards, and upgrading of the water systems.
He says from a personal point of view, capital investment has brought the farm back up to an operational level where it is possible to deliver on results expected in a five year plan.
Tony says knowing that the long term plan for capital investment must be carried out (as part of the Overseas Investment Office conditions of sale) means the farm is constantly being improved.
“That’s important, because it can take five years to get stock performance completely established and the improvements help you achieve that goal.”
Te Awa Rua winters 5000 ewes, 1500 hoggets, 82 rams and 336 R2 bulls on a mix of easy hill and flat country, with 250ha still undeveloped. The area is generally summer safe and escaped the worst of the recent North Island drought, although was extremely dry.
“We managed our way through the season making decisions together,” says Tony, “you just have to get on with the job.”
There is an awareness of investor expectations that comes with the role, but no more than his personal desire to deliver results anyway.
“You are well supported and well rewarded for a high performance job,” he says.