In this edition, we will probe into which farm enterprises truly pay their way, unpacking a real FarmEye example that exposes hidden cross-subsidies, challenges assumptions about enterprise viability, and shows why enterprise-level analysis is critical for resilient, profitable farm businesses.
Investing time and money in professional development can be hard to justify until the results are clear. For Richard and Bernadette, participation in a professionally facilitated peer advisory board delivered that 500% return on investment they wanted through better strategic decisions, clearer priorities, and strong peer accountability. Their experience highlights how structured support and shared challenge can translate directly into improved business performance, not through shortcuts, but through disciplined thinking and follow-through over time.
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No plan survives first contact with reality—but successful businesses do. In this article, RCS Advisor David McLean explores why planning is only the first step, and how monitoring conditions and adapting decisions are essential for profitability. Discover practical insights to help you respond confidently to seasonal, market and operational challenges while keeping your business on track.
Profit doesn’t happen by accident—it comes from making deliberate decisions and regularly checking whether those decisions are delivering the results you want. In this article, RCS explores why quarterly profit planning meetings should be a priority for every farming and grazing business, and how using Cost of Production, benchmarking and focused business discussions can turn financial information into practical decisions that strengthen profitability and resilience.
In this article, David McLean shares the thinking, experiences, and practical insights that led to a significant change in perspective on virtual fencing technology. From grazing management and labour efficiency to carrying capacity and business flexibility, it explores where the opportunities may lie, where caution is still needed, and why the potential impact could be far greater than simply replacing physical fences.
Uncertainty has become a defining feature of the current operating environment. Global politics, domestic and international climate conditions, and volatile commodity markets are all creating genuine pressure and raising reasonable questions about strategy in agribusiness. When we strip it back, there are really only two choices in how we respond.
One of Covey’s first principles in management is to do the right things well. That is, to be effective, not just efficient. One of the great conundrums of modern life is that it is possible to be 100% efficient and 0% effective. In no industry is this truer than in agriculture. In this article, Dom Walker broadens the recent conversation around ‘regenerative agriculture’ being painted as a ‘do nothing’ approach to farming.
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