A partnership of two couples, who are also friends, shares insights with DairyNZ researchers as they explore practical ways to drive workplace productivity on-farm.
Inside Dairy
5 min read
Michael and Cheryl Shearer and Jordan and Caleb Russ were selected for DairyNZ’s Workplace Productivity Study because of their non-traditional business structure and strong focus on workplace efficiency.
Different business structures can shape how work gets done on-farm. That’s what made the Shearer and Russ arrangement stand out in the Workplace Productivity Study. By taking a non-traditional approach, the two families have built a successful farming business on the West Coast.
Michael and Cheryl Shearer were dairy farmers in Marlborough, and their friends, Caleb and Jordan Russ, were exploring ways to work closer to home. Caleb, a mechanical engineer, was particularly open to trying dairying. The two couples now own a farm, with Michael and Caleb acting as directors and each of the four owning a 25% share in Hebron Farming.
The home farm peak milks 460 cows on 220 hectares, with a 35ha support block. Michael and Caleb work on the farm daily, with Caleb applying his engineering skills to repairs and maintenance. Jordan manages farm administration, and Cheryl focuses on young stock and milking when required.
Michael and Cheryl Shearer bring experience and a clear focus on communication and structure, helping to shape how work is organised within Hebron Farming.
DairyNZ worked with farming businesses to develop the Workplace Productivity case studies to better understand workplace productivity on-farm. The case studies aimed to explore practical ways for farmers to be more productive, says DairyNZ post-doctoral scientist Dr Lucy Hall.
“We all know that dairy farming, especially at peak periods, can be incredibly busy. “We wanted to understand what farmers are already doing on the ground, and use those real-world insights to help shape the research. As well as develop practical ideas to enable and drive more productive farm workplaces.”
In setting up the study, Lucy and her team reached out to the DairyNZ regional team to identify suitable participants.
“We talked to the area managers about what we were looking for,” Lucy says.
“They hold an enormous amount of knowledge of farmers in their area, and guided us towards farmers who could provide practical insights.”
West Coast area manager Dan O’Keefe recommended Hebron Farming, knowing they were open to sharing their approach.
“I knew they would be interested in the project as efficiency is core to their business,” Dan says.
“Their business structure means they aren’t reliant on staff, and they have been making a lot of changes to their farm infrastructure to drive labour efficiency – for example, installing technology in the shed.”
DairyNZ area managers like Dan O’Keefe, left, with Caleb Russ, play a key role in connecting farmers with research opportunities, helping to identify farms like Hebron Farming that can offer practical, real-world insights.
“For Hebron Farming, how their business is structured and how it came about is really interesting,” Lucy says.
“Everyone across the two families chips in and helps out. It’s a good example of what can be done when you think outside the box.”
Before embarking on their West Coast journey, Michael and Cheryl already had experience with business relationships, having previously farmed with Michael’s parents in Marlborough. They also had a strong relationship with their accountant, who helped crunch the numbers on how a partnership with the Russes could work.
Michael also bounced the idea off other sector support in his network.
The shared ownership model, says Michael, is “a good way to combine experience and knowledge and use combined finances”.
Before launching into the farming business, the couples had serious business conversations.
“We had to be fairly open on both sides about exactly where we were financially, so we could know what the possibilities are,” Michael adds.
“We treat it kind of like a marriage. Communication is key. If we have disagreements, we work through them. We have the same goals and mindset,” Caleb says.
“Being equal owners gives us the best options for tax and ensures no one is able to strong-arm anyone else,” says Michael.
Lucy highlights their strong communication and teamwork, noting how they play to each other’s strengths. She also points to practices that go against the usual norms – like taking a golfing day in the middle of calving.
“They work seven days a week at that time of the season and milk once a day season-round, but the fact that they can take time out at peak calving speaks volumes about their priorities.
“They make sure they’re not run off their feet and can enjoy the lifestyle dairy can give. It also challenges our assumptions as researchers and shows what farmers are actually doing.”
The mating period is another example. Because the team do much of their own tractor work and pasture conservation – mowing, raking and baling – the mating period can be busier for them than calving.
“Another example going against our assumptions,” Lucy says, “but it works for them and their system — largely because they focus on profit per hour worked as a key driver of productivity.”
Caleb and Jordan Russ contribute complementary skills to the business, supporting a shared-ownership model allowing the farm to operate efficiently without relying on staff.
The case study ran for 12 months, with the research team visiting at key points throughout the year. The farmers also kept task logs during busy periods. The goal was to capture what farms were doing differently or in ways that might offer practical lessons for others.
“It was fairly easy to take part,” Michael says. “We documented what we did on specific days throughout the season to get an idea of how much time we were spending on tasks.
“We also wore smart watches to monitor stress, sleep and physical activity. It was pretty low effort.”
And as information started coming back from other farms involved in the study, Michael enjoyed seeing what they were doing. He hopes more efficiency metrics will be available in the future.
“It will be great to have more metrics available; we really only have cows per full-time equivalent at the moment in DairyBase.
“Having more insight into production – for example, if a farm has higher production than another, how much time does it take to get that production? I think it’ll give us great insight across the different systems and help us as farmers benchmark and look for opportunities to improve.”
Hebron Farming shows how a mix of skills, clear roles and open communication can lift on-farm productivity. It also highlights the value of farmer–researcher partnerships, where real-world experience helps shape research that’s practical and grounded.
Data from the case study farms is helping us understand practical changes that farmers can make to save time and create attractive workplaces. Key insights are now available on the DairyNZ website at dairynz.co.nz/productivity-study
The next phase of the research will look at the technologies and farm practices that could transform dairy workplaces over the next 5–10 years — including the potential role of generative Artificial Intelligence.
Want to be involved in future research or trials? Get in touch with your DairyNZ area manager at dairynz.co.nz/regional-team
This article was originally published in Inside Dairy May-July 2026.
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