Behind the Numbers: What’s wrong with FoodTech in Europe & beyond?

Published on April 29, 2025

Our latest report shows that while total FoodTech investment remained stable in 2024 compared to 2023 in the overall FoodTech ecosystem (both in Europe and globally), major shifts are reshaping the ecosystem beneath the surface.

📕 And if you haven’t yet, you can download the full 70-page European FoodTech report here.

As you can see on the graph below, the distribution of funding shows a steep decline for seed and series A funding: -25% less money for seed startups and 15% for series A startups (without taking inflation into account). If the same amount of money were invested in the AgriFoodTech ecosystem, it is mostly because more money was put into mature startups.

This is confirmed by this second graph, which shows the number of significant deals registered in our database over the past four years. First, we observe that 2024 was again a year of decline, especially for these early-stage deals.

While this data comes from our European FoodTech report, we’ll share our latest data on the global food tech ecosystem’s first quarter of 2024 next week. It confirms these insights and, unfortunately, even amplifies them.

In a word, there is less money, but there are also fewer startups raising funds. From what we observe, there are at least three factors contributing to this decline:

1 – Contextual risks: a reduced appetite from investors due to their own inability to raise funds in a context of high inflation and now geopolitical risks.

2 – Structural challenges linked to the structure of VC funding in AgriFoodTech and the very limited number of successful exits discourage investments

3 – Decrease in the number of entrepreneurs willing to bet their future on AgriFood innovations.

Now, are these three elements solvable? The first one is contextual and involves elements beyond our ecosystem’s reach. The need for a food system with better outcomes for our health and planet is growing with each passing day, so we shouldn’t be too concerned that people will want to allocate increasing amounts of money to solve these challenges if they can be linked to viable investments.

The second point, about the lack of exits, is a bit trickier. Some of it is linked to inflated valuations during the post-COVID era, where startups received unrealistically high valuations, making them “unsellable” now. Another part, notably for startups betting on the more advanced technologies, is due to what I would call “unreasonable timeline expectations” linked to the way VC funds are structured. Investing in biotech-like technologies and hoping for an exit in a 5 to 7-year timeframe (which is typical for venture capital) is probably unreasonable. Here, the solutions are not yet clear. The emergence of more government-backed research on alternative proteins, new materials and healthy ingredients, combined with the growing maturity of some technologies, will probably help in the medium term.

Finally, the decrease in the number of AgriFoodTech entrepreneurs, which could look like the worst element, doesn’t seem too worrying to me. While there is a decrease in quantity, we don’t really observe a decline in the number of “interesting” startups. When FoodTech was “hot”, notably in 2021 and 2022, we saw too many unrealistic and unviable projects. Innovation requires a certain level of craziness, but it was probably too much. Also, I am pretty sure that a return to growth in funding, combined with successful acquisitions and IPOs, will reverse the trend.

Despite the current slowdown, we remain deeply optimistic. AgriFoodTech will grow, in Europe and globally, both in terms of funding and in relevance. However, we are not yet over the period of funding decline and consolidation. The current uncertainties linked to tariffs and geopolitical tensions will make investors doubt even more, which will signify the end for many startups in the coming months.

At DigitalFoodLab, we believe periods of consolidation are when the next generation of game-changing startups are born. Even in this gloomy context, we are surprised daily by the amount of great innovation coming out of R&D, entrepreneurs and leading companies. Supporting this innovation is more important than ever, notably for agrifood leaders, and we are here to guide you through it.

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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.