The end of excess: AgriFoodTech enters a new phase

Published on January 13, 2026

Last week, in our predictions for 2026, we forecasted funding would be flat. As long as current economic headwinds and investors’ preference for AI-related topics don’t evolve, we’ll remain in the current intermediary state the AgriFoodTech ecosystem has been in for the past three years. We have just compiled the data for the last quarter of 2025. As for the rest of the year, it appears normal, but there are interesting moves behind the main data points.

After a bounce back in 2024, AgriFoodTech funding is declining again

Global-AgriFoodTech-Funding-DigitalFoodLab-2025

digitalfoodlab quarterly agrifoodtech funding 2026

 

 

Fact: decline in funding, again. As shown in the graph above, funding declined again in 2025 to a level almost equal to that of 2023. The small bounce back observed in 2024 was indeed due to a handful of megadeals at the start of the year.

Analysis: more positive news than we could have expected a year ago. In the current context, I think this graph should be interpreted with some optimism, and more with a “half-full glass” view. Let’s remember that there are currently many reasons for investors NOT to bet on FoodTech, including recent failures (in insect proteins, vertical farming, alternative proteins, and quick-commerce, just to name a few), a low-reward environment for risky investments, and a preference for AI. Also, the increase in the number of partnerships between large corporations and startups, both for commercialisation and scale-up efforts, reduces the latter’s need for funds. In a word, observing stable AgriFoodTech funding for the third year in a row almost feels like positive news.

US startups are doing well, others much less so

 

Funding-distribution-DigitalFoodLab

 

Looking at the 2025 investment distribution, it was mostly driven by US startups, which had another strong year. In this context of stagnation, this was mostly at the expense of European startups. In terms of categories, some trends are still attracting a lot of attention, with both a rising number of deals and increasing investment amounts. That’s especially the case in some pockets of the alternative protein and AgTech ecosystems.

Delivery deals are still leading

Top-deals-2025.

Grocery delivery, notably quick commerce (Zepto, Ninja, GoPuff), remains the category attracting the largest funding rounds. It is, however, quite interesting and telling of the trends shaping the innovation ecosystem to have a non-alcoholic beverage (Arkay, a whiskey alternative) and a startup developing genetically engineered crops (Inari) among the largest deals.

Many exits and bankruptcies

2025 was also an impressive year for exits, with a range of healthy brands acquired (Poppy, Lesser Evil…) and of bankruptcies.

With about 80% less funding than in 2021, many companies that were unable to become profitable or raise additional cash are reaching the end of their journey. This was notably the case of multiple vertical farming startups (Plenty, Infarm, Aerofarms), alternative protein startups (Meati, Stockeld Dreamery, Believer Meat), and insect protein companies (Ynsect, Agronutris). Combined, these 8 startups alone had raised more than $3B.

So, what’s next?

AgriFoodTech is holding up better than expected in 2025. Behind the headline numbers, the innovation ecosystem has transitioned and has reached a new equilibrium: fewer bets, fewer illusions, and hopefully fewer excesses. Increasingly, startups are reaching deals with larger corporations because they demonstrate real traction and relevant technologies.

Looking ahead to 2026, we expect more of the same, with clear winners and losers in most categories. We’ll see more partnerships, more products reaching the market, more proofs of viability, industrial pilots, and ultimately acquisitions.

For corporates, this phase creates both risks and opportunities. First, there are fewer startups to work with, increasing the need to identify and secure the right partnerships early. On the other hand, the market is becoming much clearer, making it easier to distinguish companies with real chances of scaling from those that won’t.

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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.