Being Bank Ready — It’s Just Good Business
Column | Jane Newsome
Roberts + Morrow plays a key role in supporting local agricultural businesses and communities, providing trusted financial and business advice that helps farmers navigate the evolving financial landscape. With a deep commitment to integrity, professionalism, and community involvement, the firm’s expertise extends across diverse sectors, ensuring clients are equipped with the right tools and strategies to thrive. Roberts + Morrow’s holistic approach, supported by a dedicated team, ensures farmers stay ‘bank ready’ while managing growth and risk effectively.
Not long ago, a strong handshake and a shared understanding across the banker’s desk might have been all it took to secure finance for your business. A reassuring “Don’t worry, I know where you live,” was more than enough to seal the deal. But those days are behind us. In 2025, being “bank ready” is no longer about personal trust alone — it’s about data, insight, and proactive strategy. And truthfully, that’s not a bad thing.
At its core, being bank ready isn’t just about jumping through hoops to please a lender. It’s about running a business — whether a family farm or a large-scale operation — in a way that is thoughtful, strategic, and resilient. It’s about understanding your finances, being able to articulate your goals, and having a clear vision for the future. Being bank ready is just good business practice. It’s about being really involved in your business, knowing what you’re trying to achieve, and being able to tell that story clearly.
Banks today assess serviceability with a fine-toothed comb. They look beyond assets and equity, especially in sectors like agriculture where long-term viability often matters more than short-term balance sheets. The common misconception that you need to own vast amounts of land or hold significant equity to borrow is outdated. What banks really want is confidence — in you, your business, and your strategy.
That confidence is built through the clarity of your business plan, the strength of your management practices, and the depth of your understanding. Farmers are often highly skilled at reading their land, knowing their production systems inside and out, and navigating unpredictable weather. But transferring that expertise into a bankable business case requires a different skill set. It requires data. It requires storytelling. And it requires support.
Understanding your cashflow — not just when the bank asks for it, but as a regular, active part of managing your business — is a great place to start. It’s common for the word “cashflow” to trigger a wry smile from a farmer, followed by, “Sure, tell me when it’s going to rain and tell you how much money we’re going to make.” But cashflow isn’t a forecast — it’s a tool. Used well, it can provide valuable insight into how your operation is running, where your risks are, and how you can make better decisions.
Too often, cashflow statements are cobbled together under duress, only when funding is needed. Instead, they should be living documents that guide decisions and drive performance. When you treat cashflow as a strategic management tool, not a compliance exercise, you begin to unlock its real value.
But you don’t have to do this alone. Building a network of trusted advisors around you is essential. Think of it as assembling your own board — an accountant, a broker, a bank manager, a financial advisor — people who bring different perspectives but share a common goal: to help you succeed. This kind of collaboration can bring fresh ideas, challenge assumptions, and help you approach problems creatively.
It’s time to stop treating mum-and-dad farming operations like small businesses. Many of these enterprises are multimillion-dollar operations with significant complexity and risk. They deserve the same level of strategic oversight and governance as any other large business. With the right advisors around the table, you gain that “boardroom feel” that strengthens decision-making and positions you more favourably with banks and investors alike.
Technology also plays a vital role in this shift. From cloud-based accounting software to farm management platforms and agtech tools, the data revolution is changing the way agribusiness is run. Every aspect of your operation can now be tracked, analysed, and optimised. And it’s not just about making your life easier [though it does] — it’s about giving both you and your bank the information needed to make smart, timely decisions.
The better the data, the better the decisions. And the better the decisions, the stronger your business.
At the end of the day, being bank ready is about much more than securing finance. It’s about understanding your business so well that you can communicate it confidently and clearly. It’s about being proactive rather than reactive. And it’s about recognising that good business practices don’t just help you impress a lender — they help you build a stronger, more resilient business.
In a world where the financial landscape is constantly evolving, and where volatility is the only constant, this kind of preparation isn’t optional. It’s essential. So, whether you’re planting the next season’s crop or planning your next big investment, take the time to step back, assess, and be ready — not just for the bank, but for yourself.
This piece was created in collaboration with Roberts + Morrow.
The contents of this article are for general information only and is not intended as professional advice. Roberts + Morrow expressly disclaims all liability for any loss or damage arising from reliance upon any information provided in this article.