Clemens Brus - CEO, Farmonie FarmTech
Despite the major changes in animal husbandry, CEO Clemens Brus of Farmonie FarmTech sees plenty of opportunities for growth and innovation. "The sector is in a crucial phase where a lot is shifting. This presents challenges that make working with us very interesting."
Clemens Brus - CEO
In 1994, farmer's son Clemens Brus started his company in milk production. What began with one employee, an acquisition, and later a merger, grew into a strong company with over 50 employees and three locations. And all this while the CEO initially doubted whether the technology as a true cowman suited him. Now he sees it as a strength. "I have a connection with cows that allows me to translate what the cow would want and what is technically needed to keep the cow healthy. I think that is unique in our world."
What position does Farmonie FarmTech hold today?
"We are in second place with traditional milking parlors and robots. What sets us apart is that we are the only independent GEA dealer in the Netherlands, whereas in 2015 there were still 17 dealer companies. The reason why we remain a strong partner is because we chart our own course."
Could you explain that?
"Well, I mean there is a high self-correcting capacity in the organization and the drive to do things differently."
Like with the Nimbo? The feed pusher robot you brought to the Netherlands half a year ago. How is that going?
"Great! The Dutch import of the Nimbo is a new role for us. In addition to our own sales, we now have dealer companies going to market, and this is proving very successful. Additionally, we have the successful GEA product."
Impressive achievements, but the livestock industry is not in a good state.
"True. The more difficult the situation in the sector becomes, the more agricultural entrepreneurs will quit. An estimated 30% of livestock farmers are expected to stop. This means that dealers and brands will also disappear. Everyone assumes that the world as we know it, minus the 30%, will continue, but that's not how it works. The sector is in a crucial phase where much is shifting. What decision is then the right one for our company? Which path do we take? Challenges that make working with us very interesting."
Interesting, I understand, but what about the future outlook?
"The scale of operations is increasing even faster, which means that livestock farmers need more support. Those who milk more cows need to automate the work. This offers opportunities in expanding the product range we offer. And I say that very boldly now, but we still need to make it happen. Also, don't forget that there is innovative technology coming in the field of manure processing."
How do you plan to take full advantage of these opportunities?
"The internal structures, systems, and way of working are in place; now it's about optimizing. More efficient planning and assembly, more efficient service and maintenance... Additionally, there is a lot of potential in the data we collect through our automation systems. By focusing on that, we can generate more value. There are also opportunities in improving our commercial approach."
Then you can also be of significance.
“Exactly. The beauty of a company of our size and structure is the space for everyone's vision, plus the speed at which we make decisions and execute them. What we come up with today, we have operational by tomorrow. Such a commercial and action-oriented mindset is necessary in this rapidly changing market. By strategic thinking, practical implementation, connecting the front and back of the company, and speaking the language of the farmers, you personally contribute to the success of the organization. Very challenging!”
Now nearly 50 people work here. What kind of team is it?
“What I see is an enthusiastic team of young people willing to help each other and collaborate. It is a close-knit, driven, and talented group. Many colleagues have a connection to dairy farming and strive for the best solution for the farmer. There is an open culture where suggestions for improvements are valued. In other words, there are quite a few horsepower in the team. This also sets us apart for the future.”
To what extent does Farmonie FarmTech offer opportunities for personal development?
“Our vision is that everyone should have the opportunity to develop themselves, through training and career advancement opportunities. Even when employees express interest in pursuing a different direction, we are open to that. Creating space for growth sometimes involves risks, but we are willing to take them. This keeps people enthusiastic and driven.”
Enthusiasm and drive are essential. How do you achieve that even more?
“By being flexible. That is truly a must-have in agriculture. Many colleagues are closely involved in farming, so as soon as the fieldwork starts, they want to be part of it. We could be rigid and not allow time off, but we simply make sure it can happen. Another example is the employee delegation that participates in discussions about certain company decisions. They function as a kind of works council. Even though it's not mandatory, we find it important to consider their input.”
Do you want to take that next step?
Photo: Ingrid Sweers
[Published: April 2024]
