Q&A with Andrew Knowles

Q&A WITH ANDREW KNOWLES, FRAM FARMERS CEO

Andrew Knowles was appointed as the new chief Executive of Fram Farmers in July, following a lengthy career in the pig industry. We caught up with Andrew, to get to know more about him, his motivations for leading the cooperative, and his future plans for Fram Farmers.

So, how have your first few months as Chief Executive been? They’ve been enjoyable, but busy, as I get up to speed with all parts of the business. I started at a strange time, being one of only a handful of staff in the office at the start of July, but we’re pretty much back to normal now. Whatever normal is! Besides getting to know colleagues and the business, I am also keen to understand the views and experiences of our members. We had our first board meeting a few weeks ago, which provided a good snapshot summary of what’s been achieved over the past 10 years. The cooperative has achieved a lot, but I believe there is a lot of exciting potential to provide our membership with an even better service and attract new members. That’s what really motivates me - how we take Fram from good to great.

So, tell us a bit about yourself… I am married, with two daughters, aged 11 and 14. My family lives in Northamptonshire, and I live in Fram during the week. I previously lived in the Netherlands during the week, so a few hours’ drive is refreshing compared to my previous commute. As a family we have always lived in the countryside and spend most of our time outside playing sport, riding horses and taking part in village community activities. My children think I

am obsessed with tractors (interesting fact about me – I was crowned interuniversity ploughing champion in my youth), and I am fortunate that the farmer who lives opposite allows me to keep my eye in when I get a spare few hours in the evenings, although I’m sure my wife does question if this is my best use of family time!

So why did you see yourself as the next CEO of Fram Farmers? Fram Farmers struck me as a solid and competent farming business, with huge opportunities to be even better. The business and staff have a down to earth, no-nonsense approach and are focused

on supporting and adding value to farm businesses, which is something that really appeals to me. Having spent the past 20 years focused on the pig sector, it is also nice to broaden back out, and it’s nice to speak English again after 5 years working across Europe. Fram Farmers is a very good cooperative that can go places, and I feel very honoured to help make that happen and be part of the journey.

So firmly remaining in the farming industry then? Absolutely - I’m passionate about working with farmers. I’ve worked for not-for-profit organisations, as well as companies listed on the stock exchange, all of which have been farmer-centric and always in the best interests of the farmer.

As Fram members are already aware, our staff are happy to roll their sleeves up and serve members. Our staff know farming, which allows us to remain relevant. We sit side-by side with our members, acting as the invisible extra person in their business that makes their life easier. We don’t sell anything, we’re here to give objective, expert advice. Once members have made their decision, our responsibility is to help them deliver that in a more efficient and economical way.

On that note, have you had much interaction with the members? I have already spoken to and visited a number of members and will spend a large amount of my time doing the same over the next few months. It’s important for me to really understand what members value – better prices, the backoffice function, relationships with staff etc. Farming is about relationships and we want to maintain those for a long time, not just in the short term. I have two ears and one mouth for a reason, so I’ll be listening hard as I start to shape my ideas. Not all of our members are large farms of, say, over 800 hectares, and we need to ensure that we continue to provide value to members of all shapes and sizes. But we can’t do that with a one-size fits all approach - we need to understand and deliver what different members value from Fram.

Our members and sectors are changing - the members we are speaking to on a daily basis are moving into the next generation, and are used to a more cutthroat world, so we have to evolve to remain relevant, while building on the

heritage of the core And what about the members; loyal, “Fram Farmers has a services that family farms. We also understand that rich 60 year heritage Fram Farmers will be offering? farming structures are changing. The cooperative must fit and that’s why it is so successful. So, This comes back to understanding the business first. Before into the farms’ annual business plans, be that the the pressure is on for me to build more we start offering too many new services, it is important that our needs of arable, pig or dairy farmers. success from these current members are aware of everything we Although it’s early days, do you have any exciting plans? do, as that is something that I have found many struggle with. For example, some members aren’t coming to us for strong foundations.” I am spending the first six months really certain services that we already provide learning about the cooperative, the because they just weren’t aware of it. Our members and how it works. In six teams will be working closer together and months, we will have a clear strategy on we will be more ‘joined-up’ in how we do where Fram Farmers will be in 5 years’ things. time. In my experience, developing the strategy is the easy part. Success only And lastly, I’m sure you weren’t comes from being able to execute the expecting an interview without plan, and that’s down to implementation mention of the B word…? by the whole team, led by me and guided Ahhh Brexit? Of course not. There’s no by the board. doubt that farming as a whole will have to I’m eager to be able to measure adapt to a new normal, with the changing performance and make sure we support systems, subsidies and implement change in the right way, as a incentives from Government. There’s a lot team and as a family. I’m confident that of unknowns and our job will be to help great ideas will come from every part of each and every one of our members to the business, and everyone within it. navigate these. But I am an optimist, and There’s some exceptional talent here, and when things are changing and more we continue to attract the best in the volatile, that is often when the best industry. I don’t claim to have all of the opportunities and innovations emerge. answers, but I’m working hard to turn “Fram Farmers has a rich 60 year heritage strategy into action, by listening hard and and that’s why it is so successful. So, the learning from the wealth of knowledge we pressure is on me to build more success have within the cooperative. from these strong foundations.”