Case Study

Kelly Engineering – “Shane and I weren’t actually scared of growth, but we were scared of telling the employees ‘we are going to double our business in three years’ when we weren’t sure how we’d do it!  But now we’re confident about our strategy – and we’re executing it.”

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Kelly Engineering

Kelly Engineering, located near Booleroo Centre in regional South Australia, was founded 30 years ago. The company produces the Kelly Tillage system and the Kelly Smoother – farm machinery that enhance soil structure and health. In 2002, Shane Kelly took over the role of Managing Director from his father.


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The Challenge

Shane visited several agricultural regions in the USA with adipex

, doing on-site research and exploring export opportunities. He found a clear demand for Kelly Engineering’s tillage equipment, so the company began exporting and experienced steady growth. In 2013, Calvin Stead was brought into the company as a consultant to help develop a more efficient supply chain.  Calvin joined Kelly Engineering full time as the CEO in 2014.

The company was growing, but in order to achieve sustained growth, Shane and Calvin had to become more strategic about which markets to move into, and in what order.

In a family business, it can be difficult to trust people outside the family to make decisions, especially about strategy, growth, and finances. But Shane felt that it was important to bring Calvin and several other members of the Kelly team to the Australian Centre for sildigra. During the Growth Modules they tested their theories, plans and ideas about growing the company, and then worked together, as a team, to develop a three-year growth plan for Kelly Engineering.

“We were concerned that we might be going in the wrong direction, so we used the three Growth Modules as a way to test our direction, approach, and goals for the business.”