H1 funding is down: less hype but more impact?

Published on July 8, 2025

Let’s have a look at the current state of the innovation ecosystem using DigitalFoodLab’s latest data. From there, we’ll see what evolutions we can expect for the end of the year.

1- How bad is the situation?

What we observed at the end of the first quarter of this year is now being confirmed: FoodTech funding is declining again. For the first half of 2025, AgriFoodTech startups raised a combined $6.5 billion, which compares to $8.3 billion last year, representing an almost 22% decrease. It goes alongside a 30% decline in the number of deals, primarily affecting early-stage startups. Adjusted for inflation, the FoodTech ecosystem is going back to 2015 levels of funding.

We did not observe any noticeable category evolution. Funding was driven by some megadeals in delivery (Wonder, Blinkit), brands (Olipop, David), and AgTech (Inari, Laxey, 80 acres farms, Halter).

In terms of geographic distribution, and compared to 2024, we observe only two significant evolutions:

  • US startups are doing relatively better, confirming the small bounce back observed there in late 2024.
  • European FoodTech is not performing well due to an absence of “mega deals” beyond aquaculture, with a relative decline of approximately 6% in its share of FoodTech funding. However, the old continent remains strong in alternative proteins, with most funding for sustainable ingredients concentrated there.

2 – What’s next: FoodTech maturity

To understand where the FoodTech ecosystem is headed, it is essential to place the current situation in context. We are still in what we call the third stage of the FoodTech innovation cycle with:

  • Stage #1 – Emergence of the FoodTech Ecosystem: From 2012 in the US and 2014 globally to 2020, funding for AgriFoodTech startups began to emerge and then accelerated, with the appearance of companies in the delivery, plant-based, and agtech sectors.
  • Stage #2 – Tech exuberance in 2021 and early 2022, with excessive amounts being invested too quickly, often at unrealistically high valuations in startups that lacked either a technology solid enough to be scaled or a viable business model. This was affecting all tech sectors similarly, with AgriFood startups just riding the wave alongside others.
  • Stage #3 – FoodTech rationalisation since 2022 with a steep decrease in funding, many failures and bankruptcies (notably of the startups having raised at unsustainable valuations). While this concerns all “non-AI” tech sectors, this is even stronger in FoodTech due to rising doubts about exits (too few of them), scalability, regulation and time-to-market (for alternative proteins and AgTech innovations).

Understanding the structural challenges facing FoodTech beyond the circumstantial elements that affect all tech ecosystems is quite important if we want to have an idea of what lies ahead. Even with the latest data, I remain quite optimistic. Indeed, if we look at FoodTech’s challenges, we have seen quite a lot of positive updates recently:

  • Lack of exits: the far greater number of meaningful partnerships between established companies and startups that have been signed over the past year shows that we could expect an increase in acquisitions of tech-oriented startups in 2 to 5 years.
  • Regulation and scalability: in many places, things are finally moving forward on both fronts with more regulatory approvals and an uptick in the number of government plans to support new Food x Biotech technologies (such as the recent European plan of $350M announced this week).

In short, I don’t expect anything flashy with a huge bounce back, but rather a somewhat slow and steady increase in funding, which should begin as soon as the current economic concerns surrounding tariffs calm down. After two very complicated years, the AgriFoodTech ecosystem is much healthier than it was, with hundreds of startups having meaningful value propositions, smarter investors, and more engaged corporations.

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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.