Lockerbie dairy farm transforms their business and boosts profitability

With strategic planning and a commitment to continuous improvement, the Owen family at Potstown Farm have transformed their business during their four years as an AHDB Strategic Dairy Farm.

They’ve boosted profitability, improved fertility and positioned themselves among the top dairy farms.

By embracing external input and opening their farm to peer learning, they’ve not only achieved impressive gains in herd performance and cow health but also laid the groundwork for future expansion with a clear long-term vision.

While there is no shortage of measures to show progress on a dairy farm, the key indicator for the Owen family was their full economic net margin, which has increased from 5 pence per litre (ppl) to 7.99 ppl.

That’s despite an increase in overheads of 1.14 ppl and places them in the top 25% of UK dairy producers.

Gareth said:

“At the start of the programme, we wanted to set more strategic goals, increase business profitability, improve cow health and fertility, and grow more of our own feed.”

Along with his family, Gareth also aimed to make the business more efficient for future expansion, improve staff utilisation, and plan for the retirement of his father Tom.

One of the family's main goals over the four years was to improve fertility. This was achieved by exploring underlying factors that could be affecting fertility.

Gareth said:

“Fertility isn’t a standalone topic. There’s usually an underlying cause for lower rates.

“With our cows in the 1st percentile for genetics, we knew we had to work with consultants to improve fertility and conception rates.”

They began by working with Alastair Macrae from the Dairy Herd Health and Productivity Service (DHHPS) at the University of Edinburgh to better understand their cows’ dietary needs.

Alastair collaborated with the farm’s vets, Ark Vets, who took blood samples from three groups of cows – early lactation, mid-lactation, and dry cows – to provide insight into the herd’s energy balance.

The results helped the family identify areas needing attention to maximise herd performance.

Gareth explained:

“The fresh calvers were short on energy, not because the diet lacked energy, but due to intake or digestion issues.

“We addressed this by pushing feed up more often and increasing feed quantity to allow for a 3–5% refusal rate.”

Another area identified as a potential fertility factor was shed ventilation. Working with consultant Jamie Robertson, they pinpointed a specific area in the milking shed with poor airflow.

Observing cow behaviour, such as bunching and reduced lying time, he recommended changes, including the investment in new ventilation fans.

Following improvements to both nutrition and ventilation, the Owens saw significant gains. Conception rates increased from 23% to 38% in 2023 and pregnancy rates rose from 17.7% to 27.9%, surpassing the UK average of 25%.

Inspired by our AgriLeader Conference in Kilmarnock last year, Gareth led a strategic review of the business with his family.

In February 2025, they held a planning session with Neil Wilson (SAB Advisory Ltd) and Doreen Anderson (AHDB Senior Knowledge Exchange Manager).

With all key decision-makers involved, they assessed the farm’s current position and set a five-year vision.

Neil developed a 12-month action plan incorporating their priorities and aligning their short-term goals with a long-term business vision.

The Strategic Farm’s steering group, made up of local farmers and trusted advisors, was instrumental in supporting the Owens and offering fresh perspectives, helping address challenges and creating accountability to act on plans.

For the group itself, the experience provided opportunities to learn from the Owen family's practices. Gareth said:

“The journey has been incredibly rewarding. We’ve shared our experiences, learned from others, and discovered new ways to optimise our existing buildings for youngstock and get the most from our infrastructure.”

Looking ahead, the Owen family are now exploring expansion opportunities, reviewing cashflows and considering phased growth, anchored in their 12-month action plan and long-term vision.