Why Growing Agribusinesses Need More Than an Accountant
Agribusiness is unlike almost any other industry.
While many businesses operate to predictable monthly budgets, farming businesses are constantly navigating variables they can’t control—weather, seasonal cashflow, commodity prices, labour shortages, biosecurity risks and significant capital investment decisions.
Success isn’t just about producing a great crop or running an efficient operation. It’s about making sound financial decisions that help the business stay resilient through both good seasons and tough ones.
Having worked alongside agribusinesses for many years—and as a co-owner of Geelong Fresh Produce—I’ve seen first-hand that many farming businesses are operationally excellent but financially underserved.
The issue isn’t that they don’t have an accountant.
It’s that they often don’t have someone providing strategic financial leadership throughout the year.
Beyond Compliance
Every business needs a good accountant. They play a vital role in preparing financial statements, managing tax obligations and keeping the business compliant.
But accounting is largely focused on reporting what has already happened.
A Fractional CFO looks ahead.
The role is to help business owners make better commercial decisions before they become financial problems. That means providing the insights, forecasting and strategic advice that help owners plan with confidence—not simply react when challenges arise.
For agribusinesses, that difference can be significant.
Cashflow Is the Lifeblood of Every Farming Business
Few industries place as much pressure on working capital as agriculture.
Money is invested months before income is generated, with ongoing spending on seed, livestock, fertiliser, machinery, labour, irrigation, freight and infrastructure. Meanwhile, revenue may not arrive until harvest or livestock sales.
Without a clear view of future cashflow, businesses can quickly find themselves negotiating emergency finance, delaying supplier payments or missing growth opportunities.
A CFO helps build rolling cashflow forecasts that highlight funding requirements well in advance, allowing business owners to make informed decisions rather than last-minute ones.
Growth Needs More Than Confidence
Many agribusinesses have strong balance sheets and valuable assets, yet still experience funding challenges.
Whether you’re investing in additional land, new machinery, irrigation, cold storage or expanding production, growth almost always places pressure on cashflow before it delivers returns.
Banks are also expecting more than ever before. Detailed forecasts, business plans, covenant reporting and scenario modelling are increasingly becoming part of funding discussions.
Preparing this information before it’s needed creates confidence with lenders and gives business owners stronger negotiating positions.
Better Information Leads to Better Decisions
One of the most common issues I see is businesses receiving financial reports that satisfy compliance requirements but don’t actually help them run the business.
Questions like:
- Which crops deliver the strongest margins?
- Which customers are the most profitable?
- What does it really cost us to produce each hectare?
- Where is working capital tied up?
- Which areas of the business are driving profitability?
shouldn’t be difficult to answer.
By improving management reporting and integrating financial and operational data, a CFO provides owners with timely insights that support better decision-making across the business.
Planning for an Uncertain Future
Uncertainty has always been part of agriculture, but today’s businesses face even greater challenges.
Climate variability, rising interest rates, labour shortages, supply chain disruption and changing export markets all place additional pressure on farming businesses.
Financial resilience has become just as important as operational resilience.
Scenario planning, sensitivity analysis and regular forecasting help business owners understand the potential impact of different situations before they occur, allowing them to respond with confidence rather than react under pressure.
Experience Matters
One of the reasons I enjoy working with agribusinesses is that I understand the realities behind the numbers.
As co-owner and operator of Geelong Fresh Produce, I’ve experienced the challenges of managing seasonal cashflow, negotiating with suppliers, funding growth and making difficult decisions when uncertainty is simply part of doing business.
That practical experience, combined with more than 20 years in senior finance leadership, means I understand both the operational and financial sides of running a successful agribusiness.
I’ve learned that strong farming businesses don’t just need great operations.
They also need strong financial leadership.
How CFO on Call Can Help
At CFO on Call, we partner with agribusiness owners to provide the strategic financial leadership many growing businesses need—but don’t require on a full-time basis.
We help businesses improve cashflow, strengthen forecasting, secure funding, develop meaningful reporting and make confident decisions that support long-term growth.
Your accountant will continue to keep your business compliant.
Our role is to help ensure your business is profitable, well-funded and financially prepared for whatever the next season brings.
Because in agriculture, having the right financial strategy can be just as important as having the right operational plan.
I think this version is stronger because it sounds like Aaron is talking directly to a business owner rather than presenting a report. It still demonstrates expertise, but it’s warmer, more personal and easier to read online.
One suggestion I’d also make is to add a short introductory summary under the title—something like:
Running a successful agribusiness takes more than operational excellence. Aaron Hubka shares why strategic financial leadership is becoming just as important as growing great produce, and how a Fractional CFO can help farming businesses navigate uncertainty with confidence.
