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Green Lanes Farming focus on producing the highest quality beef in the UK through innovative methods. Their cattle rearing facilities, flexible way of operating, and defining principles of high welfare standards has enabled them to grow an impressive 400% every year. Green Lanes Farming are recognised by the RSPCA and Compassion in World Farming, and start apart from the competition by implementing technology and data analysis to yield maximum returns. With the money raised, they will recruit more staff and purchase more stock to manage their cash flow.

Traditional farming, modern thinking

At Green Lanes Farming, we provide an integrated supply chain with the aim of producing great quality beef. Our livestock comprises of young, male Friesian cows, many of which would traditionally end up as waste products of the dairy industry. We either keep our cattle on our family farmland in Midhurst or outsource the rearing process to contracted third parties, who then return them to us when they're ready to trade. This flexible approach means we has a fast turn-around time – as one batches leaves, another one comes in – to keep the business stream flowing. We pioneer the use of technology, such as automated handling and electronic identification, and data analysis to ensure optimal operation. This measurability enables us to improve accuracy and, in turn, performance.

Our principles are clear and we practice responsible farming in accordance with our high welfare standards. We're proud to be recognised by the RSPCA and Compassion in World Farming, with our mortality rate being far better than the industry average. This means we're cautious with our antibiotic usage, preventing respiratory problems in our livestock and pay close attention to environment, diet, and administer preventative vaccinations to all cattle; we work closely with Westpoint Farm Vets to ensure the necessary care is provided. In addition, we use ecologically sustainable production methods and support local students at Harper Adams University through scholarships, in the hope that our principles will be widely replicated.

We've experienced an outstanding annual growth rate of 400% and have seen the opportunity to maximise this even more. For us, Brexit presents an opportunity for the UK to seek its food supply internally and increase demand, thereby allowing us to thrive domestically and open up the possibility of exporting. We're now raising money to purchase further stock, recruit additional team members, and consolidate existing finance, all to continue our growth plans. We recognise there is room for development within our software systems, and aim to improve this as we move forward.


Business keeps the raised amount even if target is not met.
Revenueshare - product type
£ 106k
£ 49k
Estimated close date
Funded 2 months ago in 15 days

Where will the funds go?

New staff
Stock purchase
Loan consolidation (non-C2F)
Working capital

Key people

Jack Stilwell

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A. Hi Andy, new employees will indeed help with the workload, allowing for further care and attention to the cattle. As for workload; as we grow more of my time is take with business development, admin etc, but I am still very much involved day to day. I have a small but great team which now needs bolstering for the next steps. I am blessed/cursed with the fact that my livelihood is my hobby also, so 'time off' is rare! A work-life balance is very important though so as not to burn out!

A. Hi David. We are aiming for steers to be finished by 15 months of age, which is achievable as we have some very good forage and fodder. Young stock are reared and grown in open sided buildings so as to give them the best start in life protected from the elements, before moving to outdoor pens and grazing for the better months. Some cattle are outwintered on the appropriate land and soil types. The majority of our facilities are leased on 5 and 10 year deals, with some seasonal grassing also.

A. Hi Cyril, thanks for reaching out. As an organisation we have a lot of opportunity in front of us, which has allowed us to scale as we have. We plan to continue this growth, and have been focusing the profits on this. I have looked to C2F as a way of bringing our monthly financial costs into a consolidated sum, for clear budgeting and forecasting purposes. This will give us a smooth path to continue our push forward.

A. Hi Jakob, in any business i think there are factors you can and can't control. Climate change is more relevant than ever right now, and whilst i can't control our politics, what i can ensure is that we are as green and as sustainable as possible in our day to day operations and production. Not only is this to satisfy legislation, but it is also part of my ethical code for the company.

A. Hi Elizabeth, we are an unsubsidised company with is pretty unusual for agriculture, but to have grown as we have without it is something i'm very proud of. Brexit as and when it occurs i think will have tremendous opportunity as the country looks inwardly for food supply. There is a demand for an increased westernised diet which will open up new export channels also, as evidenced by the recent red meat deal with Japan. In short, i am very bullish on UK agriculture in a post EU world.

A. Hi Tom, great question and very relevant. This is something i have thought a lot about in recent months and years. Feeding is the main focus for two reasons; 1) working to make sure that all of our livestock feed is UK produced not imported IE UK grain and locally produced forage, all as locally sourced as possible to reduce food miles 2) looking at feeding a seaweed supplement to the cattle to reduce their methane emissions. This is a process but i'm very pleased with out progress so far!

A. Hi Elizabeth, thank you! Yes we have full insurance against disease outbreak. We take every biosecurity precaution we can, but correct cover for the stock is essential.

A. It is our attention to detail and precise measurability which has really allowed us to cut our learning curve. We are stringently benchmarking against ourselves as opposed to the industry, which has allowed us to yield strong performance results. I believe this data has allowed us to identify our weaknesses and work to improve. As we scale further, it will be the half %'s here and there that separate us further from our competitors.

A. Growth slowed in FY19 due to the scale achieved in previous 3 years and so some consolidation was no bad thing, FY20 is targeted to double in size again now we have a solid base to push forward from.

A. Hi Jakob, of course - Accounts not completed yet but MI shows T/O £542K G/P £288K Net £143k

A. Hi Michael, firstly thanks, it's been a journey! The reason for the cash flow requirement is that up until this point we have been trading cattle at a younger age with farmers which has helped facilitate our growth. Now we want to achieve full value added to the cattle we raise by keeping them for the full lifecycle. As a result we are holding animals for longer, with the new cycle being complete within the next 3 months once the gap is bridged.

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Business brand

Midhurst, UK

"Traditional farming, modern thinking"

4 years, 4 months
Equifax score
61 / 100
Equifax Grading
powered by Equifax
Higher than average score
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