Luke Gibson was just 10 years old when he decided he would buy a farm one day. By age 23, he had secured a 78-acre property in New South Wales’ Central West, adding a 1,000-acre farm just a year later. Those early blocks eventually evolved into a larger vision, culminating in the purchase of Dalmeny in 2013, with adjoining blocks added in 2016, 2018, 2021 and 2025. Today, the business spans 2,770 acres.
A self-made story built over decades
Now 48, Luke and his wife Melissa, 46, run a mixed farming operation near Molong that includes cropping, fine wool production and fat lamb production. Their journey has been shaped by hard work, disciplined planning, land aggregation and a willingness to adapt when conditions or decisions did not go their way.
Luke credits his love of sheep to the work he started young, shearing from the age of 15. That early grounding still influences how they farm today. “It’s a bit special. We thought we’d get here, but not to the level we are farming today,” he said.
Early challenges and resilience
The couple married in their early 20s, had four children before Melissa turned 30, and bought a rundown farm. In only their second year, grasshoppers devastated their wheat crop. Droughts, market cycles, industry shifts and a pandemic followed. Through it all, they kept turning up, tightening systems and finding ways to keep the business moving.
They took on contract harvesting, spraying and spreading to generate cash flow and gradually build up farm equipment, while Melissa worked in financial services for a steady income. “For the first seven to eight years, we didn’t make a right decision – I went back to work shearing,” Luke said. “We had to remove ourselves from the situation, look at what we were doing and try to make better decisions.”
The turning point: embracing outside expertise
A key moment was becoming comfortable with external consultants. Specialists in livestock veterinary services and agronomy helped sharpen decisions and build the data to back their plans, making it easier to demonstrate viability when seeking funding for expansion.
“We don’t operate without them. I left school at 15, I’m not going to study something to work out how to do it when I can pay someone to do it for me,” Luke said. “The challenge is opening your books and letting other people into your business. If you can do it, it’s a great tool and pays you back ten times over.”
Banking partnership and growth
The Gibsons have banked with CommBank since 1991, valuing continuity with someone who understands seasons and long lead times. Their agribusiness banker, Oliver Harvison, has supported them through expansion and tougher patches. “Luke and Mel’s key strength is their receptiveness to feedback and their ability to act on it. Taking on risk has been a big part of their growth strategy in recent years, but Luke and Mel place a strong emphasis on making well-informed decisions and I really believe that’s allowed them to grow in a safe and sustainable manner,” Oliver said. Asked what helped get them here, Melissa laughs: “An excellent bank manager.”
Managing risk and building for the future
Scaling brings risk, but also perspective. “Part of it is development as a professional and a person. Years ago some of the risks seemed fairly great, but looking back that’s insignificant as you grow,” Luke said. “Every time you have a new acquisition it creates a level of anxiety, but the more you do it the better you get at it.”
Managing that risk comes back to cash flow and discipline. “We always put money back into the property,” Melissa said. “We’ve been on interest only forever, because if the money isn’t there you don’t spend it. You pay the interest and move on.” With steady support around them, the Gibsons have kept investing and improving – building a business they hope will endure for the next generation.
