JOHN Ballard loves a challenge. On the farm, at the racetrack and in the boardroom.
And with his appointment last week as chairman of embattled agribusiness Elders, he knows he has bitten off a big one.
But it's not, he says, insurmountable.
"I have a great belief in the importance of agriculture, and a tremendous commitment to it," Mr Ballard said.
"Which I believe reflects the Elders' role in the business. It has built such a strong, 171-year history with the farming industry, and as a farmer and as a businessman I believe it is vitally important the company is successful," he said.
Mr Ballard is replacing long-time Stephen Gerlach just a few weeks after Elders' share price went into free fall.
There is no doubt Mr Ballard is a businessman.
He is currently a director of dairy heavyweight Fonterra, as well as Magellan Flagship Fund, International Ferro Metals, Sydney Neuro-Oncology Group and chairman of advisory funds at Pacific Equity Partners.
With an MBA from Columbia, he was chief executive and managing director of Southcorp, managing director of snack foods with Coca-Cola Amatil and managing director Asia Pacific with United Biscuits.
He has also been a director with Woolworths, Email and CSR.
"What a lot of people don't give enough attention to is that as a country comes out of drought, it emerges at different phases," Mr Ballard said.
"Water levels need to be built back up, herds and flocks rebuilt and perhaps most importantly of all, a farmer's finances also need to get back into shape.
"Right now a lot of farmers are finding it hard to raise cash, and as a result are being very careful about what they spend and where they spend it.
"But I like to think there is still a lot of goodwill in the bush for Elders, and I believe if we can get back to basics, do the things our producer clients want from us, we will be alright."
Coming off a family farm on the south coast of NSW, Mr Ballard today produces milk-fed vealers and still races his beloved Toyota Supra in the production sports car class.
He said his board work is as disciplined as his approach when actually working in a business.
And while demands can vary depending on the role, he believed four or five directorships are the most anyone can effectively manage.
"A chairmanship, of course, demands more time, and I suspect that will be the case with Elders," he said.
