10 FoodTech news to know this week (2025 – week #9)

Published on February 25, 2025

Startup news and deals

🇯🇵🥛 Kinish, a Japanese startup, raised $800k for producing caseins (a dairy protein that is key to cheesemaking) through molecular farming. This technology, leveraging genetically engineered crops to have them produce desired proteins, is getting a lot of attention right now, as it could be an answer to the scalability problems encountered in other techs, such as precision fermentation.

🦠 🇫🇷 Spore Bio, a French startup, raised $23M for on-site microbiology testing solutions, accelerating pathogen detection for the FMCG (and notably food) industry.

🇨🇭🍫 Food Brewer, a Swiss startup, raised CHF5M for its plant cell cocoa, notably from Lindt and Sparkalis (the VC arm of Puratos). It targets the US market and plans to have products there by the end of 2026.

🌱🇫🇷 Seaweed Concept, a French startup, raised €2M for its innovative fermentation process to transform algae into new food ingredients.

🚁 🇺🇸 Hylio, a US startup, raised $2M for agricultural spray drones for precision crop spraying.

🍄 🇪🇸 Moa Foodtech, a Spanish startup, raised €15.4M for its biomass fermentation technology, creating alternative proteins from food waste.

🍄🇩🇪 Kynda, a German startup, raised €3M for its biomass fermentation technology turning byproducts into a mycelium-based meat ingredient.

🌾🇧🇪 Fyteko, a Belgian startup, raised €13M for its biotech-based crop protection solutions, helping farmers improve sustainability.

 

Beyond food startups

🍌 Tropic, a UK biotech startup working on engineered crops, notably bananas, will launch a “non-browning” bananas in a month (they can stay fresh once the peel is removed for 12 hours) and another variety with increased shelf life by the end of the year. This innovation could have a very noticeable impact as more than half of exported bananas go to waste.

🥛 A fascinating story about Fairlife. First, who would mention a dairy brand as the fastest-growing brand in Coca-Cola’s portfolio? Then, there is the business story: instead of simply buying the company, Coca-Cola made a deal with its founders based on the success of their brands. In total, it has spent more than 7 billion on the acquisition.

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What we did:

  • Mapping of the AgTech ecosystem: startups, research regulators, and other leading companies.
  • Discussion to select areas to focus on.
  • Analysis of the information to reveal the trends and a model to analyse eventual partners.
  • A workshop to validate the opportunities based on our recommendations.
  • Scouting of relevant partners followed by introductions.

Results:

  • Mapping the different categories of innovations in AgTech that should be considered now to create long-term benefits for the business.
  • Identification of key partners (an incubator and a couple of startups).

Use case: project for a CPG company on the healthy ageing ecosystem

What we did:

  • Education of the board through a couple of workshops to define the perimeter
  • Identification of key opportunities and threats created by long-term evolutions (technologies, business models, behavioural changes).
  • Deep dives on each of the priority categories.
  • Co-construction of a vision on how the company should address these challenges.
  • Identification of partners (startups, incubators, funds) to move forward.

Results:

  • Creating a consensus on which categories to prioritise and how to address them.
  • Implementation of an open innovation strategy through the development of partnerships.

Use case: project for a global CPG company to develop a strategy on the healthy ageing ecosystem

What we do (ongoing mission on a subscription model):

  • Kick-off where we present an overview of the AgriFoodTech ecosystem to select with the client the categories to cover and for each, the level of information required.
  • Monthly newsletter: each month we send a newsletter with the articles that we have gathered ranked by relevance, their summaries, and a layer of analysis.
  • Database: we set up a personalised database that will be filled month after month with the information gathered on the companies identified for the watch.
  • Workshops: twice a year with the client’s innovation team and other “innovation curious” team members, we present an overview of the evolutions, key trends and a dashboard of the topics followed by the watch.

Results:

  • A clear, regular and evolutive tool to follow what is happening in terms of innovation on key topics.
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Use case: opportunity screening for an ingredient company

What we did:

  • Kick-off to define the perimeter of the ecosystem studied.
  • Mapping of the different trends shaping the innovation ecosystem of the client.
  • Analysis of the trends on DigitalFoodLab’s trend curve and other relevant frameworks.
  • Workshop to discuss DigitalFoodLab’s recommendations on key trends to prioritise

Results:

  • Shared view of the innovation ecosystem for the client with a view of the trends to prioritize.
  • Clear document (personalised trend curve) that can be easily shared internaly to explain the company’s innovation choices and which can be then updated each year.

Use case: scouting for an agriculture coop

What we did:

  • Kick-off to define the perimeter of the client, the goals of the scouting (partnerships) and the criteria on which startups should be evaluated.
  • Set-up scouting: we selected the first batch of 20+ key startups following the criteria of the client.
  • On-going scouting: then we set up a quarterly scouting of about ten startups.
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Results:

  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

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What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
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  • Identification of 20+ targets.
  • Workshop to select the most relevant to engage with.
  • DigitalFoodLab worked as a sparing partner during the acquisition process, notably to help design how the acquired startup could be integrated into the overall company’s strategy.

Results:

  • Different results from traditional M&A processes with a focus on the client’s innovation strategy.
  • Identification of a good match for an acquisition.

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What we did:

  • Kick-off with the client to discuss its interest on this category, its expectations and existing level of information (notably on the target company).
  • Mapping of the ecosystem to analyse the different existing alternatives and technologies to compare them.
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  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.