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AGInvest have worked in, and are working for most sectors of the agricultural industry. Some of the more significant of these include:
Dairy 21 Coordinator 2006 - 2008: This role consists of one day per week with a focus on Research and Development and Extension strategy for the dairy industry.
Pipfruit Industry Strategy Review 2006: As part of an appointed team, AGInvest has a hands on role in considering how the pipfruit industry can evolve to ensure all participants generate returns for less risk.
Industry Research and Development Capability Study 2005: This report identified the deficiencies in the industry funding and R&D management models including a lack of focus and accountability on achieving key industry productivity targets, a lack of core scientific and extension capability and the lack of succession planning for key industry capabilities.
Parliamentary Commission for the Environment 2004: Report on the Incentives for Intensification for Pastoral Farmers. This work identified that economic drivers are firmly aligned to incentivise farmers to continue to increase production in the absence of any other information. AGInvest supports the general finding of the report that we need to find win-win outcomes that result in improved environmental performance and retain our freedom to farm.
Westpac Equity Partnerships 2004 – 2008: Hold detailed workshops on establishing equity partnerships
Westpac Risk Management Report 2004
Fencepost.com 2000 – 2003: Strategic planning for dairy, sheep and beef verticals for New Zealand’s leading Agricultural Internet portal Fencepost.com (approximately 50% market share). Development of interactive supplier functionality including farm management tools.
NZ Dairy Group – Kiwi Dairies merger: Assist with Communication and PR campaign to secure the formation of GDC (Fonterra).
Mt Linton Station Ltd 1986 – 2004: Directorial and strategic planning role. Largest family owned sheep and beef enterprise in NZ.
Dairy Brands Ltd 1999 – 2002: Contracted joint venture management (in conjunction with Farmers Mutual Group) of publicly listed farming company.
Maori Reserved Land 1993 – 1998: Strategic planning and management of protracted negotiations between Taranaki Farmers and the Crown, spokesperson role, media management, valuation and legal coordination.
Fonterra 1996 – 2003: Management of dairy factory effluent properties
Kiwi Cooperative Dairies Ltd 1997 – 2000: Strategic planning and operational input with shareholder communication. (NZ’s second largest Dairy Company)
Tui Milk Products 1996: Management of shareholder issues around the Tui-Kiwi merger following failure of the first merger vote.
Wools of New Zealand 1998 – 1999: AGInvest worked with the development of alternative selling systems for wool. Instrumental in the McKinsey consulting review.
Affco New Zealand Limited 1995 - 1999 : AGInvest worked with Affco, New Zealand’s second largest meat processing company for 8 years, in livestock procurement strategy, shareholder communication and public capital raising.
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