As I was watching the investor showShark Tankon TV the other night, I was struck by how quickly and how extensively the Sharks focused on the background andcharacterof the entrepreneurs, compared withthe time spent evaluating their products.

I realized it was consistent with my own view as a formerangel investor, that investors invest in you, more than your solution.

For example, if you as an entrepreneur come across as shifty and arrogant, most of the people you need to deal with in business, including investors, suppliers, and customers, will run the other way.

The attributes you need to demonstrate in every meeting, and live on a daily basis, are ones illustrating your strength of character.These can be honed over time, and can't be easily faked.

Based on my own years of experience in big business, startups, and the investor community, here are the key habits and traits that each of us needs to continually improve to be perceived by peers and others as leaders and innovators in business here and around the world:

Read the original post:
10 personality traits that investors look for before deciding to work with an entrepreneur - Business Insider - Business Insider

Morgan continued: Its going to be about whos going to adapt the best. We always say: You want to have been there, done that, so many times before you ever are in the situation. So that you have thrown that winning touchdown in the Super Bowl thousands of times in your life before you ever try to do it. This is another opportunity to prepare [in that way] Then when they get to the moment when they actually have to perform, its going to give them a much better shot to perform successfully. That would be a really weird thing, to walk into [a ghost game] with no preparation. I mean, I cant imagine how empty it might feel.

Sports leagues making plans to return are using the Bundesliga, the Korea Baseball Organization, and the Chinese Professional Baseball League as models for best practices. Mugford told me hes been in contact with the KBO and other leagues to get a sense of how the logistics of hygiene and safety have been accounted for. Not very sexy stuff at all, he admitted. But the research helps to prepare the Blue Jays to act in accordance with the protocols that would allow games to resume, as outlined by the MLBwhich have reportedly been documented in a detailed, 67-page (and counting) proposal. However, as the granular provisions and safeguards are hammered out to bring the games back, the reality of ghost games on the other side of that bureaucracy persists. In that relative silencethe game performed without in-person spectatorslies sports existential reckoning, and perhaps an answer to LeBrons question. Can sports ever feel the way it used to without live crowds? Can athletes actually bring a stadium to life with their imagination?

In theory, yes, Michael Stuart said. While the sensory input from an empty gym will never reflect that of a raucous arena, a vivid, hyper-phantastic imagination can conjure fans and project a comforting image of support with at least some of the emotional resonance of the real thing. There is a very well-known connection between imagination and emotion, Stuart said. And emotions are one of, if not the most important, motivator in the human psyche. On Saturday, after their victory against Schalke, Dortmund players assembled in a row, staring at Westfalenstadions vacant south terracewhich, in another time, would have housed 25,000 screaming supportersand, as theyve always done, they applauded the efforts of what the soccer world has dubbed the Yellow Wall. It was a show of acknowledgment and appreciation for some of the biggest fans in sports, a ritual upheld even in a time of uncertainty. It was imagination at work.

That connection between imagination and emotion is a muscle that fans build their entire lives. And it reveals itself in different ways: as petty as engaging in greatest-of-all-time debates on Twitter, as sentimental as passing sports allegiances down to a loved one. Fandom is a sense of community held together by the power of collective imaginationthe feeling of belonging to a greater whole, even if the individuals have no physical or spatial relation. Now, as ghost games temporarily unravel the live stakes of athletic performance, athletes will have to develop that muscle themselves, to bring sports back to the shared, ruminative landscape it has always been.

We want to hear what you think about this article. Submit a letter to the editor or write to letters@theatlantic.com.

Continue reading here:
Athletes During the Pandemic Are Learning What Fans Have Always Known - The Atlantic

SAN FRANCISCO--(BUSINESS WIRE)--BPM, one of the 50 largest public accounting and advisory firms in the country, announced Jill Pappenheimer, HR Consulting partner, has been recognized as one of the Most Influential Women in Bay Area Business by the San Francisco Business Times. Jill reinforces and encourages BPMs dedication to diversity within the Firm and the community.

This year, the Most Influential Women in Bay Area Business celebrates 102 women who demonstrate leadership, achievement and influence in their industry and community.

With 30 years of Human Resources experience, Jill brings an extensive business management background to BPMs HR Consulting practices, which gives her a unique perspective of the people function. Before BPM, Jill co-founded Options4Growth, a boutique-consulting firm that combined Human Resources consulting with cloud-based technology. Jills passion is to change the way organizations engage their people and the way people engage in their work.

A diverse workplace is a stronger workplace and one that elevates opportunities for women. I feel honored to be recognized as an influential woman in 2020 alongside some amazing leaders who exemplify the value of giving women seats at the table and voices in the day-to-day decisions, said Pappenheimer. We are proof that women are invaluable assets, and we reinforce the importance of supporting and mentoring the next generation of women leaders.

BPM underscores the value of recruiting and retaining women in the workforce through its Inclusion Now! (IN!) initiative, which is designed to enhance the personal development of minorities at the Firm. BPM expanded its diversity and inclusion initiative this year from womens initiative now! (win!) to Inclusion Now! (IN!) to emphasize its support of all groups, including LGBTQIA+ and non-binary team members.

At BPM, we cultivate a culture that celebrates diverse opinions and ideas, because we know it makes our Firm stronger for our community and our clients, said Michelle Ausburn, BPMs IN! partner chair. Jill is an inspiring leader who shows how hard work paired with opportunity leads to success.

Jill and the other 2020 Most Influential Women in Bay Area Business winners will be recognized in the San Francisco Business Times on May 29, and at an awards gala on October 9 in the Hilton San Francisco Union Square.

About BPM

BPM LLP is one of the 50 largest public accounting and advisory firms in the country. With more than 500 professionals along the West Coast as well as offices in India and the Cayman Islands we help clients succeed around the world. We offer a cross-functional team approach that gives clients direct access to the best and most qualified resources. To learn more, visit us at http://bpmcpa.com.

About Most Influential Women in Bay Area Business

The San Francisco Business Timess annual Most Influential Women in Business publication celebrates women business leaders in real estate, law, tech, finance, healthcare and many other industries. The recognized women work in diverse fields, but all share a passion for what they do. They are leaders in their organizations and their communities.

Read more:
BPM's Jill Pappenheimer Named Influential Woman in Bay Area Business - Business Wire

Whats a classic Italian dish like lasagna doing on a Mexican restaurants menu?

Helping to pay the bills, says Bob Byers, owner of Carmels Restaurant on Shroyer Road just inside Daytons border with Kettering.

Byers is a seasoned veteran of the local restaurant scene, having owned and operated Cold Beer & Cheeseburgers for two decades and currently owning Carmels and The Somewhere Lounge in Dayton. His restaurant career in Dayton began 36 years ago, when he came to town to work for what was then Dayton-based Ponderosa Steakhouse.

>>PHOTOS: Illuminated Dayton Arcade puts on a dazzling show

Like restaurant owners throughout the Miami Valley, Byers has found creative ways to keep his businesses afloat during a coronavirus pandemic that forced his Carmels dining room and bar to shut down more than two months ago. The restaurant which will resume its dine-in service and reopen its popular and newly renovated patio next week, on Wednesday, May 27 developed a strong carryout game during the shutdown, in part because it expanded its menu beyond its Mexican theme with dishes such as lasagna and roast chicken.

>>Allison Janney wins $10,000 for Dayton charity as part of Ellen episode partly recorded at moms house here

Im too old to be reinventing myself like this all the time, but what choice do I have? Byers said.

Byers is our Dayton.com Daytonian of the Week, so lets hear more about this restaurateur in his own words.

Summarize your experience in the restaurant industry and what impact it has had on your life.

I began work in Dayton in 1984 with the former Ponderosa Steakhouse chain that was headquartered near the Dayton International Airport. I came from a company steakhouse in the Pittsburgh area. I came to work in the product-development department. It was perhaps the most important job of my life, and I enjoyed it. As a manager of new product development, you had to supervise an idea of a new entree from its discussion around a table of marketing managers to the start-up day in the restaurants. No other job could have prepared me better to own my restaurants.

>>New restaurant to open this week in Dayton

From this position I learned food product knowledge, buying, testing, writing of manuals to implement and train about the new item, and observing the production of television commercials. Most importantly I learned patience and teamwork. Bringing a new product, and additional work, to 600 steakhouse managers required learning diplomacy and motivation skills.

From there, I helped other entrepreneurs open some restaurants. Then I was ready. I bought the recently opened restaurant Cold Beer and Cheeseburgers downtown on Jefferson Street. For 20 years, we served hundreds on daily basis a great lunch in a fun atmosphere. We later had a few other locations serving the Dayton area.

>>Here's how you can support the 2nd Street Market's vendors who haven't been able to set up shop at the market

Today, you will find me working at Carmels or at my little bar, The Somewhere Lounge. Moving toward the retirement zone, I sold the last Cold Beer and Cheeseburgers (now CBCB Bar & Grill) last fall. To the many thousands of employees I have had over the last 25 years, I give thanks for the dedication, hard work and good fun we had.

Whats a typical work day for you now?

Since we are now coming out the lockdown, my work day mostly consists of planning for our reopening for full service dining. After two months of carryout only, all of us workers have settled into new routines that will require some tweaking back to our former selves.

Frankly, it is as though we are opening a new restaurant. After the reopening to the public for dine in, I hope my day will resume the course of reviewing staffing, looking at product coming in the back door, coaching staff on service tips, and the most important part of work: greeting our guests for a few hours each day.

My work day is a complete non starter if I dont get to spend time out front in the dining room, patio, bar or the host stand.

Whats been your most recent professional challenge, and how did you push through the challenge?

The restaurant industry has truly been a great partner in my professional and personal development. I have a strong need to be around people, to enjoy those I am working with and learn about my customers. The restaurant constantly requires new learning, always developing new social skills as well as management skills for each new generation of staff. The restaurant industry demands that you learn new skills every day.

Case in point, this virus has turned our restaurant into a carryout facility. During regular business our kitchen was not big enough to handle carryout business, so we did not promote it. Within two weeks of the lockdown, we learned quickly about appropriate packaging, phone manners, directing people for safety, how to market effectively on social media and how to manage efficiently with less.

We are proud of maintaining a large portion of our sales. The restaurant industry teaches you over and over to be proud and appreciative of your team. Without their flexibility and resourcefulness, we would not have accomplished this.

Tell us why you decided to stay in and settle in the Dayton area, and what inspires you about the Dayton area?

After moving to Dayton, I never imagined leaving. I first lived in South Park Historic District, where I found myself among a group of diverse folks dedicated to historic preservation. Our camaraderie was fulfilling. For 30 years, I have lived in St Annes Historic District, and again, the diversepopulation keeps life interesting. I have as neighbors blue collar factory workers, charity administrators, university leaders, hospitality workers, lawyers, doctors and many small business owners like myself. It truly does inspire. Come live in a city neighborhood.

What are your favorite places to eat and/or drink in the Dayton area?

As a restaurant owner, getting out to eat is a challenge. I enjoy eating the foods I do not serve. I am a regular at Linhs Bistro, I like a quick nosh and beer at Blind Bobs, and I like Sky Asian Bistro and Francos. And when it has to be a perfect evening with family and friends, The Oakwood Club. When not working or nursing my tomato plants, I can be found in my reading chair with a glass of port and a historical novel.

View post:
Restaurant owner Bob Byers adapts to survive, as he has for 36 years in Dayton - dayton.com

An initiative has been launched to help Shropshire businesses look beyond lockdown.

Bridgnorth-based consultancy Good2Great is behind the new Shropshire Growth Club, which is already proving successful, having just held its first online seminar and now on target to reach its initial goal of 50 members.

Good2Great director Johnny Themans explained that the Growth Club has been developed for county businesses that needed to re-evaluate their entire operations in light of the current crisis.

Theres no doubt that many firms are facing their most challenging time at the moment and we are here to help, he said.

Despite the economic and social disruption, this may be an opportunity for owners to put in place strategies, direction and accountability so that they can look forward beyond lockdown.

It may be that they have lots of ideas but dont know where to start they are running flat out in all directions and need a sustainable plan to make the most ofthis time and plan for the next three years.

The Growth Club is affordable and perfect for small business owners who feel the need for guidance and support whilst navigating through these challenging times. The initiative is already proving to be a success we helping a range of firms throughout Shropshire to not only survive, but also thrive.

By becoming part of the Good2Great Growth Club, members have a dedicated coach focussed on success and will join a group of likeminded owners with similar ambitions.

We share challenges and work collectively to support each other.The club follows a structured monthly programme toaddress key issues, unpack growth opportunities, set practical goals and answer questions about how todrive growth and improve efficiency. This way nothing is missed and everyone stays on track.

The club includes an initial one-to-one business analysis meeting and a goals planning session, followed by virtual round-table meetings to solve problems and skills development workshops both of which take place twice a month.

In addition we have guest experts who host additional workshops and discounted personal development tools. All in all, the club is proving invaluable at this time and we are looking forward to welcoming many new members, said Johnny.

Nicole Gunter of Nicole Gunter Wealth Management of Telford, who joined the Growth Club recently, commented: As a business owner for many years I think it is always important to stay fresh and up to date with strategies for the business. I find connecting with likeminded individuals incredibly helpful and having the fantastic team from Good2Great behind this is exciting and I believe it will be a huge success.

Originally posted here:
Growth club aiming to help firms through lockdown - Shropshire Live

When Chancellor Rishi Sunak announced the governments furlough scheme on 20 March, it is likely that few people in recruitment had heard the term, never mind understood what it meant. But less than two months later, two of the UKs leading staffing companies have shown not only that they can implement the basic idea to support those unable to work because of Covid-19, but also that they have the capability to develop and finesse the idea.

While many recruitment agencies have struggled with the government-designed Coronavirus Job Retention Scheme (CJRS) and the Contingent Workers Scheme for the public sector, employment agency Reed designed and launched its own schemes to support and enhance the governments, allowing it to pay its temps who qualified. Developed in less than three weeks, and launched on 16 April, Richard Smith, director, business transformation, says Reed is already paying millions of pounds a week to between 20-30% of its 30,000 or so strong temp workforce.

The main problem was, you get the guidance from government and then you have to put it in place, and to enact the rules you have to have quite complicated systems in place. So, we had to develop all of our IT and payment systems to make sure we obey the rules of the CJRS, and those of the public sector scheme, says Smith. We were really keen to try and support the workers as quickly as possible.

But at the same time, he says, it was vital there was full compliance with the rules, so there was no chance in the future there would be any questions about why we had furloughed people.

Smith says a big issue with the governments public sector scheme, which works on the basis of clients completing time sheets, was applying the cap of 80% of average gross salary up to 2.5k a month: We put a system in place that allows us to apply the status to the worker and then apply the cap.

We had to develop all of our IT and payment systems to make sure we obey the rules of the CJRS

And to comply with the rule that no worker can workfor an employer while furloughed, the system ensures that no Reed consultant can place a furloughed worker into a role without the central team changing the workers furlough status. Reeds public sector scheme also provides the end client with detailed management information, such as who is in the scheme and just how much it is costing them.

Harvey Nash is another recruiter that has taken the original furlough scheme and enhanced it this time for the benefit of its own staff by launching a new site on Microsoft Teams. It was really important to us that our furloughed staff, whilst not working, were still able to feel part of the Harvey Nash Group family. We wanted them to keep up to date with the latest news, as well as have opportunities to learn and grow throughout their time away from work, says Bev White, CEO Harvey Nash Group.

Developed with the help of the companys IT Solutions division NashTech in Vietnam, the platform is unique because of the content that is published on it, and the partners we have worked with to deliver this, White explains. Alongside all the usual HR and Harvey Nash company information youd expect, we have also partnered with Wagestream, a product that allows employees to draw down their accrued earnings; Uhubs, providing personal development training; and a variety of other training providers. Every week there are things to do, things to learn and ways of staying engaged with our business.

The platform acts as an entry point to all of this, and provides a calendar of events where people can sign up. Over time we will also be adding further content, White says. So far, the platform has been extremely well received, and we are really pleased with the way it has allowed us to engage with our furloughed employees.

Image credit | iStock

See original here:
Bring on the brilliance: Agencies improve Covid-19 schemes - Recruiter

BUS operators McGill's are on the ball as they continue to support local young footballers and their home club.

Company owners Sandy and James Easdale have stepped in to donate 200 footballs to Morton Youth Academy.

It's hoped the generous donation will help the academy get back up and running quickly when the young prospects return to training at the end of the lockdown.

The donation comes after the youth academy recently organised a big charity challenge in support of patients at Inverclyde Royal Hospital.

Derek Anderson, head of youth development at Morton's Academy, said: I'd like to take this opportunity, on behalf of all the staff at Morton Youth Academy, to thank Sandy and James for their continued support."

The Easdale brothers also donate kits to the coaches and 115 kids who are part of the youth set-up, which Sandy's 20-year-old son Alexander - who is now pushing towards the first team - came through.

Head coach Derek added: "They are big supporters of the Morton Youth Academy and the opportunities it brings to local kids in Inverclyde and the surrounding area.

McGill's hopes say that they back the youth operation because it provides important sporting and personal development opportunities.

Sandy Easdale said: Like all academies, Morton Youth Academy struggles for financial support, so myself and James are delighted to help them by donating these footballs.

"The Academy is not all about the football - the kids learn skills like discipline, work ethic and team spirit.

"From my experience, I know that the kids can really benefit from the opportunity to make friends from all over Inverclyde.

"Many of my sons closest friends are boys he met through Morton Youth Academy and Im sure their friendships will last a lifetime.

"Theres a great social aspect to the Academy too.

"Ive seen parents, grandparents, aunts and uncles come along to watch the boys play and theres a brilliant atmosphere.

"Lets hope they can get back to playing soon and put the footballs to good use.

Co-owner James added: Were pleased to be able to continue our support of Morton Youth Academy with this gift of 200 footballs.

"Derek and his team are brilliant at what they do, and their efforts are greatly appreciated by all of the kids at the Academy."

See original here:
McGill's are on the ball to help home town club - Greenock Telegraph

US video game publisher Activision Blizzard has benefited from a 'stay-at-home' thematic driven by lockdowns and its growth is set to go beyond the virus crisis.

Shares of video game publisher and developer Activision Blizzard have been strong in recent months, which is not surprising given the stay-at-home theme during the global lockdown.

This has made consumers flock to entertainment that can be consumed in their own homes and gaming has certainly been high on the list.

Activision's Call of Duty, which is one of the best-selling video game franchises in history.Activision

We covered the stocks in this column a few years ago, and they have been quite literally a strong "play" since. The shares have hit their highest levels since October 2018 as the companys recently released quarterly numbers beat already-elevated expectations.

Activisions high-quality video game franchises have seen increased engagement from gamers during the lockdowns. Adjusted revenue of $US1.52 billion ($2.32 billion) easily topped the $US1.32 billion expected.

Quarterly net income hit $US505 million, or 65 a share, up from $US447 million and 58 a share in the year-earlier period. Excluding certain items, non-GAAP earnings per share came in at 76 a share, double the 38 a share consensus estimate.

The companys new free-to-play "battle royale" entry, Warzone, from the popular Call of Duty franchise, has recorded an impressive 60 million players so far.

Activision lifted its 2020 adjusted revenue forecast to $US6.9 billion from $US6.73 billion and forecast full-year adjusted earnings of $US2.62 a share, which compares well with the $US2.48 that had been expected.

The video game industry is enjoying secular growth and the stay-at-home restrictions have had increased engagement that is likely to persist even when restrictions are eased.

We note that a big positive for the company was discussed on the earnings call, with the companys developers still on track to release a new Call of Duty (CoD) game this year despite some interruption from COVID-19.

Call of Duty is one of the best-selling video game franchises in history and regularly tops the charts for console game sales each year. Activision has multiple developers working on Call of Duty titles to enable this feat, as typically a game would be in development for a few years.

By "rolling" across development teams, Call of Duty fans can get their "fix" each year. Releasing a new title later this year is a big positive and we continue to view the company favourably.

We believe CoD: Warzone could also be a game-changer for Activision, with its free-to-play model potentially generating more revenue than the traditional video game model, which generally charges an upfront cost (that is, when gamers buy the game).

With the free-to-play model, Activision will focus on charging fees for in-game costumes and content. This has been enormously successful when gamer engagement is high. Note that other free-to-play rivals like Fortnite reportedly generated $US1.8 billion in revenue in 2019.

We also believe Activision will make more headway in Asia, specifically in China. The company has been increasing its focus on that huge market opportunity, partly because of COVID-19.

App Annie data shows that game downloads surged 80 per cent year-on-year in the first three weeks of February. Activision has a larger exposure to Asia than its two big peers at 14 per cent of revenues and the surge in stay-at-home cases in Asia should lead to growth in this arena.

We see this growth continuing after the lockdowns and even as stay-at-home restrictions are eased. Gaming, like many others, is a "hard habit to break", as they say.

Disclosure: Interests associated with Fat Prophets hold shares in Activision Blizzard.

See the original post:
Activision's growth is set to outlast the pandemic - The Australian Financial Review

There are numerous stories of human endurance in fight against unpleasant situations but the current circumstances caused by the novel coronavirus pandemic have come to test us all in new ways. The spirit of kindness and generosity during Ramadan helps some people in strengthening faith, and ward off negativity. Fasting itself can boost human endurance and inculcate patience. French expatriate Pierre Daniel is a strong athlete and sportsman who has gained fame in Qatar by making a world record for the fastest crossing of the country from north to south on foot. He recently shared his views on the current health crisis and experience of Ramadan in Qatar with Community. Talking about how as an active outgoing person he has been dealing with the new situation, Pierre said: I work for the marketing department of the Aspire Zone Foundation. I have been living in Doha with my family for more than 11 years. We have been coping with the current situation with patience. I am a great outdoor sports aficionado. Reducing the amount of time I spend outside practising sports and training with friends or travelling to some adventure is what probably I miss the most. But we all have to face this situation with philosophy of positive thinking. Beating ourselves up with negative thoughts is pointless and makes it only harder. So, why not focus on the positive and make the most of the situation. For the past weeks, we have all been staying indoor, juggling between home schooling for our three kids and working from home. Fortunately, Aspire has immediately set up many digitals tools to enable us to carry on working and we are all trying to conduct business as usual. The athlete sees social distancing norm as an opportunity to realise the value of social interactions. I believe social distancing and this unfortunate global situation are factors that may help us realise the value of social interactions and how much we need the others for our personal development. It brings us back to the universality of humanity. All of us are affected by a disease that can infect any one of us. It has managed to destabilise our global economy, and so we all equally need social interactions. As for Ramadan, Pierre has consistently been fasting in solidarity with his Muslim friends in Qatar. For the past decade, I have been sharing the spirit of Ramadan with the Muslim community here in Qatar. I have been consistently fasting in solidarity with my Muslim friends. It first started when we just moved to Qatar. I very quickly had a lot of Muslim friends and when Ramadan came I was very eager to experience it fully with them as part of my thirst of discovering in depth the local culture and also for the reason that it gathers many values I respect, such as the spirit of communion and charity as well as self-discipline, self-control and endurance in scarcity. Not to mention the physical and spiritual benefits of fasting which I recently applied to my lifestyle when I started to fast for a full day twice a week every Monday and Thursday. The French athlete sees the spirit of self-love and love for humanity in Ramadan. I believe that regardless of our application of a dogma or pursuit of spirituality in the form of our interaction with our self and with others, the way we appreciate and experience everything during the holy month is a demonstration of the universality of love. It includes self-love, love to others, love of life, love of working, creating and caring. It is a mindset that can be reached by all and that is very much present in the Muslim community during the holy month of Ramadan. Pierre added: This Ramadan is a bit special because people cannot meet and share this moment of communion. However, the mindset is still present, and friends and families try to stay close nonetheless using all the tools available. I have many digital meetings with my friends where we break the fast together and some of them even sent food to my home as a nice gift. I believe that with positivity and discipline we will prevail and adapt to and hopefully get back to a more normal life soon.

Read the original here:
French athlete sees the spirit of love for humanity in Ramadan - Gulf Times

Farmer Jane Smith was blown away by the group dynamic and drive when she and husband Blair hosted the North Otago-based Growth and Development in Farming Action Group at Newhaven Farms in Oamaru.

While the group members are all working in diverse farming operations, they all have a common purpose aspiring to farm business ownership.

It was inspiring to host a group of young people that are passionate about the industry and looking at ways, outside of the box, to get a step up into their own farming businesses, Smith says. They are very focused on what they are doing now and what it will take for them to get where they want to be.

The Red Meat Profit Partnership (RMPP) Action Network model supports small groups of seven to nine farm businesses to work together to explore ideas and share expert resources to help them to make positive changes on-farm. As a rule, kick-start funding of $4,000 per farm business is pooled to fund facilitation and expertise.

This group is structured a little differently, with a different funding model, to meet its particular needs which really demonstrates the flexibility of the Action Group programme, says the groups facilitator Hamish Campbell a senior agri manager for Ravensdown in North Otago, who spends a lot of time on the road working with farmers.

While its still fairly early days we launched in June 2019 and have had three meetings to date its clear members are getting value out of it, he says. One of the things we are now looking at is having mentors within the industry. Many people who have done well are only too happy to share support and advice. We are looking at doing an exercise to get them to identify and approach a potential mentor.

Campbell says the idea of the group originated with some of his clients, who saw the value it could offer to young people they either employ or know in the sector.

One of my farmer clients is in an RMPP pilot group and floated the idea and asked if I would like to facilitate it, he says.

I was keen and Ravensdown encourages us to be involved with industry meetings and discussion groups, so it worked well. The RMPP facilitator training I did was great for learning effective facilitation and in terms of personal development.

Campbell says membership of the group comprises eight farming couples and it is a diverse group.

Some people are in sheep and beef and some in dairy. We have farm managers, sharemilkers, people who are going through succession and one couple have bought a dairy farm since the group started.

Members of the Action Group learn about Jane and Blair Smiths farming journey.

The group decided to start off with the two compulsory workshops for their first two meetings. Campbell says the group got a lot out of those and the focus is now very much on members driving the direction of learning and making decisions on content.

Specialist rural accountant and advisor Fraser McKenzie led the financials workshop.

A lot came out of that around how to financially structure your business and different avenues to farm ownership, Campbell explains. There was a conversation about asset purchases and how to structure loans. Members were keen to take that further, so our next meeting is going to be with a financial advisor to look in more depth at structuring loans.

He says the group also wants to look more closely at governance and who they surround themselves with and how to get the best advice.

It got them thinking differently about how they can use an accountant for advice and benchmarking and analysis of how the business is doing.

Confidence growing

Group members Grant and Lucy Tremewan bought their 150 Ha dairy farm in Duntroon in December, having previously been sharemilking.

I think being part of the group gave us more confidence to buy the business, says Grant.

Things we took out of the financial workshop included how you need to shop around different banks. We ended up going with our existing bank, but we looked at others.

He says one thing they have taken from the group is to use expertise.

We paid KPMG to do our proposal for buying the property, rather than doing it ourselves. Having a bound professional report to show to banks, with all the analysis, was definitely an advantage.

Grant Tremewan says members also appreciate the structure of the group.

The networking and communication are valuable too. We had moved into the area, so its been good to get to know other young farmers, he adds.

I have 160 of my heifers on one of the other group members places at the moment. We share ideas and ask each other for advice. With such a mix of disciplines and roles, from sheep and beef managers to drystock or dairy farmers, there is always someone in the group who can help or provide ideas.

Excerpt from:
Eyes open to different ways of farm ownership - Rural News Group