State of the French FoodTech ecosystem

Published on November 4, 2025

I am glad to share with you our annual report on the French FoodTech ecosystem. Even if we now spend most of our time looking at innovation outside France’s borders, we still follow with great interest what is happening there. You can download the full report here.

1 – French FoodTech startups will raise around €290M in 2025 (with €225M already raised through Q3), down 35% from 2024 and 74% from the 2022 peak, on par with the rest of the world. The decline appears to be slowing, suggesting that the situation could stabilise before a possible rebound in 2026–2027.

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We should note that several bridge rounds (additional capital injections from existing investors to keep startups afloat until their next raise) have also taken place this year, often without public disclosure, and are, for the most part, absent from this data.

This new phase raises questions about both its capacity for renewal and for growth:

  • Shrinking pool of early-stage companies: a good example is the fact that we weren’t able to spot a single startup created in the past year that has already raised significant capital. More broadly, number of startups created each year keeps shrinking and early-stage funding (from seed to series A) has almost vanished. Only €40M were invested since the start of the year in pre-seed and seed deals, compared to €94M in 2024 and €152M in 2023.
  • Scaling up is getting harder: scaling up a startup requires (a lot of) funding, but the two sources that supported France’s AgriFoodTech ecosystem in the past years, public funding and foreign investors, have almost completely retracted.

At this rate, and if nothing is done to restore confidence in the innovation ecosystem’s ability to deliver results, the innovation ecosystem could disappear in a few years.

 

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While AgTech is globally one of the Foodtech categories which are doing relatively well, this doesn’t translate in the French ecosystem. Indeed, investments in France’s AgTech, primarily related to insect farming, are plummeting. And what remains in 2025 is largely linked to bailout rounds (such as Ÿnsect and Agronutris).

To go beyond the picture given by investments, we updated DigitalFoodLab’s mapping of the top French startups. Among all the active French startups, we have selected those that we believe have the greatest potential for growth, a significant exit, or the ability to leverage innovation to improve the agrifood value chain in the year ahead. For that, we look at different criteria, including how they align with key trends, funding (is there enough money in the bank to go the next stage?), hype, and corporate involvement.

You can find here the list of 25 startups, including their names, links, and activity descriptions.

It provides a good view of where the ecosystem stands today, with an increasing number of internationally relevant Food Science players, including both established brands (La Vie, Hydratis…) and sustainable ingredients startups.

The overall context remains challenging, with political instability adding to investor caution. Yet the outlook is not entirely bleak: France retains strong expertise in AgTech and ingredients, and the emergence of visible consumer brands such as Accro and La Fourche proves that the ecosystem can still reinvent itself.

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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.