STRATEGY: CONSOLIDATE, CALIBRATE, THEN CLIMB After a decade of scale—revenue growing from roughly $50 million in the early 2000s to ~$150 million today—the company is in a planned consolidation phase: right-sizing, sharpening systems, and investing in people and tech. “We’ve grown fast,” Johnson says.“Now we’re pausing to get the details perfect—skills, systems, safety—so the next climb is built on rock, not sand.” Johnson also points out that the company’s growth vectors are clear: deeper penetration in dairy, Wagyualigned beef programs, and premium equine rations; expansion in pet and horse feed lines; and market development in Southeast Asia alongside core North Asian and Middle Eastern channels. The company will continue to balance sites (SA,VIC,WA) to smooth climate risk and protect continuity. “We still see ourselves as a small family business on the edge of the Barossa—just one with global responsibilities,” Johnson says.“If we stay innovative, keep faith with our farmers, and honour our partnerships, the next hundred years will take care of themselves.” 97 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 11 J.T. JOHNSON AND SONS
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