AgriFoodTech’s centres of gravity are changing

Published on September 22, 2026

When we published our global FoodTech report last year, one of our biggest concerns was the decline in early-stage investment. Fewer startups receiving funding meant fewer opportunities to build the next generation of food and agriculture businesses.

This year, there are early signs that this pipeline is rebuilding.

Our 2026 Global FoodTech Investment Report is out today. Funding remains constrained, but seed activity is picking up, and investment priorities are shifting. Here are three findings that matter for investors and agrifood companies.

Download the 2026 report.

1 – Funding remains constrained

AgriFoodTech startups raised $12.3 billion in 2025, down 27% from 2024. A small increase in the first half of this year remains to be confirmed, and it doesn’t yet indicate a return to a trend of growing investments in the sector.

DigitalFoodLab-global-funding 2026

We are still in what we at DigitalFoodLab call AgriFoodTech “third stage”, where:

  • Stage 1 (2012 – 2020): emergence of an AgriFoodTech startup ecosystem, notably around restaurant delivery and agriculture innovation, and then continuous growth with increasingly large ambitions which peaked with a series of IPOs.
  • Stage 2 (2020-2022): inflated expectations during the COVID era with excessive funding to scale highly unproven technologies (alternative proteins) and business models (vertical farming, quick-commerce).
  • Stage 3 (2022-now): reality check with a strong decline in funding, a continuous wave of bankruptcies and a return to more reasonable expectations. This harsh period is notably marked by a shift from B2C to B2B models.

2 – Early-stage activity is showing signs of renewal

The number of seed rounds recorded in the first half of 2026 nearly matched the total for the whole of 2025. This is an encouraging signal after several years of contraction.

distribution of deals 2026

It does not guarantee that these companies will succeed or find funding for their next stage. However, it does suggest that the pipeline of new ventures is starting to fill again with new startups, giving investors and corporate innovation teams new opportunities to consider.

3 – FoodTech’s centre of gravity keeps changing

AgTech and Food Science accounted for 64% of funding in H1 2026, compared with 13% for delivery, which was previously dominant.

DigitalFoodLab-Delivery-is-by-far-the-most-affected-category-by-the-decline-in-funding

We also see inside the data the reflection of some of the trends reshaping the food industry, notably:

  • A boom for health-related topics: categories linked directly with GLP-1 (dietician platforms like Nourish or Oviva) and indirectly (better-for-you food and beverage brands such as David Protein, and supplements like IM8) are rising at an unprecedented speed and are becoming a key target for acquisitions (as mentioned in our recent insight).
  • AgTech investment is focusing on productivity and resilience despite the decline in overall funding for the overall category.
  • Commercial launches are indicating a new phase for novel ingredients: funding is increasingly going to companies that are entering or nearing a phase of commercialisation for their ingredients developed with alternative protein technologies. Successful applications could support further industrial partnerships and investment, even as the wider alternative protein ecosystem continues to consolidate.

 

For agrifood companies, these shifts are a reason to revisit innovation priorities: where are new ventures emerging, which potential partners have made progress, and which opportunities deserve closer investigation?

Our 2026 report explores these questions through global funding trends, regional developments and category analysis.

Download the 2026 report

If you are reviewing your innovation priorities, thinking about how to innovate faster, or how to ride the current healthy ageing and GLP-1 waves, reply to this email with the categories you are considering. We can discuss how these developments relate to your business.

You're in a good company

Join the 60+ clients of Digital FoodLab: leading agrifood companies, retailers, banks, investors, startups, and public organisations.

✕

Use case: project for a global F&B company looking to map its AgTech innovation ecosystem and the best startups to partner with

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.
  • A forum (through the workshops) to discuss innovation trends and new opportunities.
✕

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.
  • For each scouted startup, we created an ID card with key information such as the business and technological maturity, funding, and corporate partnerships. We also added an explanation of why we selected this startup.

Results:

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

Use case: working on an acquisition process for a CPG company

What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
  • Workshop with the client based on a mapping of the different innovation ecosystems adjacent to its activities to select some priorities and discuss inspiring examples of startup acquisition stories.
  • 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.
✕

Use case: market due diligence on sugar alternatives

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.
  • Interview (calls) with relevant startups made by our internal biotechnology expert.
  • Recommendation on whether to invest or not.

Results:

  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.
✕