Funny I was looking at developing an investment fund based on that kind of model for small investors who can't access the kinds of investment markets the bigger guys get access to. The idea centered around using business structures to cross invest across multiple international markets. Something the individual would find impossible to do. It would spread various risks such as diversifying markets, currency, sovereign (legal, policy etc), bank failures and so on. Core assets would be property both RRE and CRE with cash (term deposit ) PM's and SME direct investments. 

Then I slapped myself around a bit and told myself I was supposed to be going after the stress free quiet life. Old habits.

NSW or Vic?? neither locations gets me excited and $310k is way over capitalised at a guess given the limited info. 13k for a buyers agent is only justified when they bring you the bargain of the year and this definitely doesn't appear to be it. Generally you only negatively gear where good CG exists and that's definitely not this case here.

Basically any investment today should be at least 10% below current market, CG of 3-5%pa avg as a minimum and with at least 6% yield. Anything less and you're wasting your time.

True but my guess is for every 1 job at Ford there's 6 – 8 in the supply chain that will be affected.

Auto skills would not transfer to aviation. Huge difference from mass production assembly work to high tech aircraft maintenance.

Sounds like you're still in the "idea" phase with little real research done. I think the buy existing farms and turn them around has little merit in the investing world. ROI's just don't pan out statistically and the ultimate return of 15 – 20% definitely won't interest angel or seed investors. If you had a history of turning around loss making farms into profitable farms you might be able to sell that idea as a management company but not as a buy fix and sell proposition. 

These points are what any business would expect as minimums. They are not points of difference (PODs). You need PODs as attractants for investors.

• 100% controlled environment that enhances animal welfare, productivity and waste management
• superior genetics that provide volumes that exceed industry standards by 30%
• scientifically advanced dietary program with computer managed feeding to control quality and output
• partnered with a leading company in automated shed handling systems
• IP development through technology innovation and genetic selection will add value going forward

This is the way you should be thinking. 

It's a total package that can be segmented. Land can be an investment in itself. The herd is both a production asset and IP asset. Equipment will be a capex but the software side could be a resalable asset (IP)

Most entrepreneurs rate risk lower than what it actually is. As it stands the risk is relatively high from an investor viewpoint. 

I would be looking at the likes of Fonterra and how they are setting up with business models, genetics and herd development, technology, automation, enclosed shed systems etc.

There's massive demand building in SE Asia and especially China. Get your business modeling right and your investor base could look asian or Chinese. Plenty of money there. You might also want to look at offshore opportunities to partner with new dairy companies there looking to tap into expertise.

Something else to consider is setting up a consultancy. You can tie that into the plan as well

This is what I would do. Forget all the complicated BS and stick to mainstream structures and setups.

Develop a detailed business plan and then take it to an angel or angel investor group. You'll find there are plenty of high net worth individuals around looking for sound business proposals in this climate. Your startup should initially be setup as a model to prove the idea, planning and management style. Once that's been proved that should then enable the business proposal to go to the next level.

If your plan is too grandiose it has little chance of success. A small startup to prove the model lowers investor risk and consequently it's easier and less complicated to secure 1 – 3 core investors. They'll look to dilute their initial holdings as the business is grown to subsequent levels. They get a good ROI on the initial high risk startup phase and the diluted holding at the next and subsequent levels provides above market returns until the business goes fully public if that's the goal. Usually foundation investors look for an exit option somewhere. They'll take the initial risk for a high ROI, usually 50 – 100%pa, but want out as the equity dilution starts to diminish the return. You then attract more conservative investors and perhaps you look at an IPO type of deal. 

There's a 100 ways you can skin this cat but that's the general direction I would head in. 

PS: You might find retired farmers or the large corporate ag firms willing to place a bet on you. They tend to have an emotional and philosophical attachment to the sector as well as a good understanding of its potential.

PPS Failing that you could set up a management company and invite dairy farm owners to join a syndicated corporate type setup.

The regulation is simply a structure that ensures investors have a minimum of information which meets minimum standards. It also provides a structure for participating in an investment and underpins the fiduciary responsibility attached to that investment. What is doesn't do is guarantee an investment would be successful.

The more you try to skirt the regulation the less protection an investor has under the law to some extent. That would lead anyone with any savy to suspect there are reasons to suspect the business is either high risk or the operators are dodgy or both.

Your idea is not unique and well run dairy operations along business lines tend to do alright. If I was you I would look to attract sophisticated investor partners with a stake in the industry. They could for example be operators within the supply chain somewhere. That could range anywhere from breeders to equipment suppliers to processing plants (butter, cheese etc).

The value is in the business plan and management team. If your idea has legs you should be able to secure sophisticated investors that will value add and lower the start up risk.

Its an interesting field. I see Fonterra are expanding big time in China with 300 cow fully automated enclosed sheds configured on a hub basis. I think 5 sheds to a hub. Their IP is in their genetics. They claim they're getting on average 32ltr/day from 3 milkings where the industry average is 17 in conventional setups. They've bee fine tuning their setup for something the last 5 years and reckon they're close to the ideal configuration now.

I don't want you suffering from graph burn out. You're also showing signs of graph addiction.

Unfortunately not. Her seats pretty safe. She might not have the top job and there's a pay cut when you're in opposition but my guess is the old girl won't entirely disappear off the radar. She might even make a good opposition leader if she could hold on to that which I doubt.