Kevin Coffey

• As part of the Executive Management Team, responsible for the strategy, implementation and development of the smart farming business for Datamars including building and leading a team focused on the development of leading innovative solution to enable farmers improve their profitability and animal welfare through the use of innovative technology and decision support tools
• Successful global launch of two key IOT product Lines, Active Tag and Walk over Weigh Systems married to a decision support platform, Datamars Livestock
• This platform utilises AI and Machine Learning to provide real time Insights to both farmers and supporting stakeholders to drive production and optimise health on farm
• From a standing start in 2 years Active Tag is now one of the top selling wearable monitoring systems globally with key distributors including Semex now in place
• Formation of Solution Design, Customer Support, Customer Success and Education Functions
• Active Research and Development pipelines put in place.

• Leading the largest AI, Herd Recording and Herd Health testing advisory services company domestically serving 12,500 customers with 70 direct employees and 350 seasonal contractors
• It has 3 core businesses, Artificial Insemination services, Herd Management testing services and Decisions support software
• Grew AI business 20%, Milk recording 30% and the Herd Health business by 66% since 2016
• T/O increased by 29% and EBITDA increased by 58% by the end of 2021
• New dedicated roles including HR, H&S, Marketing, Veterinary, IT and Product
• Completely rebranded the company with a New name and logo, Munster Bovine, transforming the visibility and presence of the business in 2019
• New website along with digital platforms on social media
• Introduced a customer focused function combining Inside sales and customer service
• Improved the customer experience using Lean principles by introducing a Milk Recording Handheld and custom software reducing sampling and turnaround times by 50%
• Introduced full customer visibility and targeting through Microsoft Power BI
• Includes Customer categorisation, penetration, basket size, share of wallet etc
• Transformational Platform for farmers delivered through a mobile APP with offline capability on both Android and Apple with its own full Azure backend database integrated with multiple external databases including DAFM, ICBF and sensor technology
• It is Award winning, second in Enterprise Ireland Innovation awards in 2019, Gold Medal for science and overall winner in 2020 at the Dairy Show Innovation Awards.

• Heading the Commercial division of Aurivo Agribusiness reporting to the GM Agribusiness
• I was responsible for all commercial activity in its 40 retail stores across Connacht and Northern Ireland along with all Commercial activity of the feed milling operation
• Introduction of new Commercial Department for the retail store network & milling operation encompassing Central purchasing, Procurement, Category Management, Commodity Trading, Marketing and Invoice matching
• This was a massive culture change for the business
• 50% reduction in SKU numbers with a 25% reduction in suppliers and price reductions on over 3000 SKUs
• Macro and micro planograms introduced
• Launch of 15 new own branded products
• Average sales Increase of 5% with improvement of 4% Gross Margin
• Rebrand of store network from Connacht Gold to Homeland and feed brand from Connacht Gold to Nutrias
• Introduction of Customer Care function in the feed milling operation
• Reformed commodity department strategies leading to a 5% reduction in raw material costs
• Led team in implementation of new ERP system for retail & Mill at Head Office level.

• Member of the senior management team of the BU responsible for the supply chain of the Consumer Foods business, formulating and implementing a strategy that ensures delivery of customer needs in the most efficient, sustainable way
• Outsourced butter distribution network to a 3PL increasing potential customer base by 300% with a reduction in delivery costs of approximately 50%
• Centralised the largest customer production onto single site to optimise production and distribution, reducing the cost to serve of the distribution element of the contract by 25% whilst increasing services levels to meet all KPIs
• Carried out reviews and prepared proposals for closure of two production sites and relocation of production onto existing site – this entailed the design of two new production facilities that reduced production costs to ‘best in class’ level
• My role developed into evaluation of potential Merger and Acquisition opportunities carrying out strategic analysis of potential acquisitions for the business
• This element of the role reported directly to the CEO.

• I was responsible for the efficient operation of the Connacht Gold Liquid Milk plant in Sligo
• This facility was a 40 Million litre operation employing approximately 50 people
• Introduction of LEAN through JIT and OEE (Overall Equipment Effectiveness)
• Installation and commissioning of new lines whilst ensuring continuity of supply of products during this process
• Scaled up the factory included increased staffing, new shift cycles, changes to work practices, up-skilling of existing staff and revision of pay structures, without incident, in a heavily unionised environment with 6 weeks’ notice to meet a 33% volume increase after a new major national contract was awarded.

• My brief was to formulate and implement a change programme to ensure the long-term sustainability of the milk supplier base including all aspects of communication with over 1,000 milk suppliers
• The terms and conditions of purchase of milk were reformed including the introduction of a new milk price calculation system
• This was the first system of its type in the country and is now used by nearly all milk processors in Ireland
• A farm production advisory service and a new specialised milk quality advisory service were created
• The time between on-farm milk collection, laboratory testing and results back to the farmer was reduced from 7 days to 24hrs with testing increasing from 15K to 100k tests per month with 66% less administration personnel
• A new laboratory replacing outdated testing systems and equipment merging three existing facilities.

• Developed strong relationships with clients through proactive financial driven performance focused approach growing the client base to 300 customers from startup
• Role developed into managing a team of 3 Advisors in the region

350 Cow Dairy Operation

130 Cow Dairy and 200 Head Beef Operation