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The Spoon

Daily news and analysis about the food tech revolution

Jennifer Marston

BrightFarms Launches R&D Hub for Its Growing Network of Greenhouses

BrightFarms, which operates a network of greenhouses in the U.S., is launching an innovation and research hub at its Wilmington, Ohio headquarters, according to an announcement sent to The Spoon. Dubbed BrightLabs, the research facility will build on BrightFarms’ existing work growing leafy greens in a greenhouse setting aided by tech.

The company calls BrightLabs “one of the most advanced biotechnology ventures in the indoor farming industry” and one that will develop ways to improve the flavor, texture and yield of plants the company grows in its five greenhouses. Tech experts along with microbiologists and plant scientists will join the BrightLabs team, which will be led by Matt Lingard, formerly a Bayer greenhouse scientist. Lingard has recently joined BrightFarms as the VP of Agriculture.

One of BrightFarms’ biggest achievements to date is that it’s mastered the notoriously difficult task of growing spinach in a greenhouse (or any indoor ag setting). Spinach is especially susceptible to a certain kind of water mold, presenting a challenge for greenhouse and indoor ag operations that rely on hydroponic systems. BrightFarms says it already has proprietary research on the process of growing spinach indoors, and, via BrightLabs, aims to double the production of that particular crop.

Another notable aspect of BrightLabs is that the hub will allocate significant energy to studying plant microbiome, the natural bacteria that influences plant health. The company says it can do this because the greenhouses are powered by sunlight and so there is not a need to spend abundant R&D dollars on artificial lighting solutions (e.g., LEDs). “So instead of spending R&D dollars on finding expensive and energy-intensive artificial lighting solutions, we can zero in on how to simply grow better plants,” BrightFarms CEO Steve Platt told The Spoon. He added that BrightLabs plant scientists are developing proprietary ecosystems that will optimize plant microbiome to help crops flourish. “By putting the microbiome to work, we can do more of what we do best: grow great lettuce,” he said.

A recent survey found that many growers plan to add more LEDs in the future as well as climate control systems, and post-harvest automation tech. Plant microbiome did not factor into the report, and BrightFarms is still rather unique in its decision to focus on that as a means of increasing and improving yield.

BrightFarms said that the launch of BrightLabs means 10 percent of the company is now dedicated to developing “patented growing solutions” that will be applied across the company’s network of greenhouses. As noted above, there are currently five such facilities, one each in Ohio, Pennsylvania, Illinois, North Carolina, and Virginia. The company says that by the end of the year, its leafy greens will be available at over 3,500 stores.

Better Juice Raises $8M for Tech That Reduces the Sugar in Natural Juices

Better Juice, a company that uses enzymatic technology to reduce the amount of sugar in natural juices, has raised $8 million in seed funding. The round was led by iAngels with participation from Maverick Ventures, Food Tech Lab TFTL, The Kitchen Hub, NEOME, Schestowitz Group, and Semillero.

The company’s tech comes in the form of a simple machine that can be integrated into the juice-manufacturing process. This “column” contains immobilized non-GMO microorganisms. When juice passes through the column, the food-grade microorganisms convert juice sugars (fructose, glucose, sucrose) into dietary fibers and non-digestible sugars. Better Juice says this process can reduce up to 80 percent of all sugars in the juice.

A single column can produce 1000 liters of juice per 1 liter column.

Health experts, consumers, and many others have debated the merits of juice for years now. Increasingly, critics have pointed to the amount of sugar in juices — even natural ones — and said there’s as much sugar in a glass of OJ as in a soda.

Better Juice’s technology is currently designed to target orange juice’s specific sugar composition. However, the company says seed round of investment will allow it to expand into other product lines, including ice cream, soft drinks, and jam. Funding will also go towards building a full-scale manufacturing plant in Israel, which will increase production capacity “by 40-fold.” Additionally, the company will expand its sales and marketing teams as it moves into commercialization stage.

In the next few months, Better Juice plans to bring its product to market. How seamlessly it can integrate its technology into existing manufacturing processes will be a key factor. The company has said in the past that its column is easy to install and doesn’t require special training or a specific set of skills. Once the column actually comes to market, we will see how well this assertion holds up.

The company opened its pilot production facility in January of this year and currently has partnerships with “leading beverage companies.”

ResQ Raises $7.5M for Back-of-House Restaurant Tech

ResQ, whose software platform manages restaurant repair and maintenance tasks, has raised $7.5 million in seed funding, bringing its total funding thus far to $9 million. Homebrew, Golden Ventures, and Inovia Capital led the round, which also saw participation from various angel investors, including Instacart president Nilam Ganenthiran, Gokul Rajaram (Doordash, Board of Pinterest and Coinbase), and AirBnb’s Lenny Rachitsky, among others. ResQ’s restaurant customers, including Yum Brands! franchisee Soul Foods, also participated.  

The company’s technology focuses on a very specific part of the restaurant back of house: repairs and maintenance. Through the ResQ platform, restaurants can request, manage, and pay for a service, as well as manage the documents for these things. 

ResQ also connects restaurants with a network of contractors able to perform those services. The company’s ever-growing list of available services right now includes HVAC, refrigeration, electrical, janitorial, plumbing, pest control, grease trap cleaning, preventative maintenance, and just about anything else needed to keep a restaurant kitchen up and running.

Digitizing the management of such things would, ResQ suggests, help with revenue recovery in the restaurant back of house. The company says restaurants typically spend between 3 and 5 percent of annual sales on repairs, and that the ResQ platform has saved businesses 10 to 30 percent in annual repairs and maintenance spend. 

Keeping costs in the restaurant back of house down has been a topic of growing interest for the last several months. Lockdowns and restrictions stemming from the COVID-19 pandemic decimated already-thin margins for businesses. Many have said digitizing the back of house, whether through inventory management, back office-focused platforms, or maintenance management, is an important way to keep costs down. Granted, much of that talk comes from the tech companies selling these services and the investors funneling money into them. Realistically, smaller, independent restaurants won’t necessarily have the budget to pay for more software, at least not while the industry slowly recovers.

For its part, ResQ has plenty of bigger restaurant chains that are clients in the meantime. That list currently includes Wendy’s, Burger King, Panera, KFC, and Taco Bell, to name a few. 

ResQ will use its new funding to build up its team and launch its service in new markets. Currently, ResQ is available in Los Angeles, Dallas, Phoenix, San Francisco, and Chicago. 

 

S2G Ventures Unveils the First Five Investments for Its Oceans & Seafood Fund

S2G Ventures has invested in five different companies as part of the inaugural investments for its $100 million Oceans & Seafood fund. The point of the new fund is to support companies and entrepreneurs building new systems, solutions, and processes geared towards the “blue economy.”

The World Bank defines the blue economy as “the sustainable use of ocean resources for economic growth, improved livelihoods, and jobs while preserving the health of ocean ecosystems.” In other words, it calls for a more sustainable approach to doing business when it comes to our oceans and the life within them. Multiple areas are touched by the blue economy, including maritime transport, renewable energy, fisheries, and waste management strategies. Even tourism could play a role.

Via a statement, S2G Managing Director Kate Danaher called sustainably managed ocean ecosystems “a pillar of global environmental recovery, a driver of economic growth, and a foundation for food security and human health.” The firm says its Oceans & Seafood fund is the largest in North America. It will invest in companies helping to “build marine ecosystem resilience, de-risk the ocean supply chain, maximize the value of natural resources and support animal and human health.”

Thus far, companies in S2G’s group of inaugural investments are:

ReelData. Based in Canada, the company makes software it says can increase land-based aquaculture’s profitability, sustainability, and scalability. Initial products include AI-informed feeding systems, biomass estimation and health/stress analytics.

ViAqua Therapeutics. The Israel-based biotech producer makes orally administered RNA-based treatments for shrimp to improve their resistance to disease. S2G says the company has the potential to apply its technology across “all aquaculture species and platforms where cost-effective RNA production and novel delivery systems (such as nano and micro encapsulation) are needed.”

Moleaer. U.S.-based Moleaer has nanobubble tech that can treat water systems, including removing harmful pathogens and increasing recoveries of natural resources. 

Additionally, S2G has invested in two undisclosed companies. One is an “ocean surveillance company” that will track dark vessels and illegal maritime activity. The other is a “fishmeal and oil technology company” based in the U.S. that holds proprietary zero-waste fishmeal technology that could be applied to other parts of protein production in fisheries.

The focus of the overall fund will be divided into three areas: ecosystem resillience, resource optimization, and consumer centricity. S2G said it believes focusing on these areas will improve ocean health while still “generating above average financial returns.”

Uber, DoorDash Moving Further Into Grocery Delivery Space

Uber is acquiring the remaining 47 percent in grocery delivery service Cornershop, according to Uber’s most recent 8-K filing, released at the end of last week. The all-stock transaction is expected to close next month. 

The deal follows Uber’s acquisition in 2019 of a majority stake in Chile-based Cornershop. At the time, Uber CEO Dara Khosrowshahi had already said grocery was an area he wanted to see his company delve deeper into. One pandemic and nearly two years later, the company has done just that. In April of 2020, the company expanded its grocery delivery service to international locations, including a partnership with Carrefour in France. In July of 2020, Uber launched grocery delivery via Cornershop in Canada and Latin America as well as parts of the U.S. Separate from Cornershop, Uber also expanded its grocery service into Manhattan. 

Uber’s grocery service expansion has come amid record levels of online grocery shopping in the wake of the pandemic. While numbers have leveled off somewhat since the height of lockdowns in the U.S., stats nonetheless highlight grocery e-commerce’s continued popularity. For example, Brick Meets Click data showed that online grocery sales for pickup or delivery were $6.6 billion in April of this year. That’s down from the $7.1 billion in grocery e-commerce sales in March of this year, but up from $5.3 billion in April 2020.

Restaurants, meanwhile, are opening back up to increasing levels of foot traffic and enthusiasm on the part of consumers for dining out. Those factors could bring restaurant deliveries via Uber Eats and others slightly down in the coming months. Additionally, some restaurants, now back open at full capacity, are dropping the delivery apps they relied on over the last year, having finally had enough of the high commission fees these services charge restaurants. Though some delivery services have responded with tiered pricing models for those commission fees, Uber Eats, DoorDash, and others have long known they need to diversify in order to stay on the path to that elusive profitability.

And speaking of DoorDash, it too had an announcement this week around grocery. The company announced a partnership with grocery chain Albertsons to offer same-day delivery from about 2,000 stores. The deal includes Safeway, Vons, and Jewel-Osco stores. The service will be powered by DoorDash Drive, the company’s white-label platform. 

Babylon Micro-Farms Gets $1M Grant to Further Develop Its Software for Controlled Ag

Babylon Micro-Farms, which operates a network of indoor grow systems in foodservice venues around the U.S., has received a $1 million grant from the National Science Foundation, with the potential for $750,000 more in follow-on funding. The grant money will go towards further development of BabylonIQ, the company’s platform that remotely manages its distributed network of farms. 

This grant follows a 2019 Phase 1 grant of $225,000, also from the National Science Foundation, that enabled the company to start trials of its technology designed to capture growth and health metrics for plants. 

Babylon Micro-Farms started in 2016, originally in Charlottesville as a project at the University of Virginia. Over the last five years, the farm itself has gone from a tabletop model to the 15-square-foot controlled-environment farming module that’s now in numerous hospitals, cafeterias, and senior living residences. The goal is to be able to remotely manage this distributed network of farms, collecting the kind of data that can inform better growing conditions for all Babylon farms. 

BabylonIQ uses machine learning and computer vision components to capture data from the farms that can optimize both plants’ grow recipes (light levels, temperature, etc.) and best practices across the Babylon Micro-Farms network. The company says the platform will eventually be able to learn from itself and improve processes over time, which in turn would hopefully lead to better-tasting greens, higher yields, and a higher nutritional profile per plant.

The emphasis on improving the software that powers farms is in keeping with something Babylon Micro-Farms CEO, Alexander Olesen, told The Spoon in 2020: that the company isn’t “necessarily interested in the hardware aspect going forward.” One potential direction the company could pursue is that of focusing primarily on software and bringing that expertise to a partnership with a separate hardware company. Nothing more has been officially said about that, though today’s news seems to point along that path. 

Meanwhile, a central “brain” for a network of smaller, module farms is still somewhat unique among controlled environment agriculture companies. Larger operations like Bowery or Plenty or even Square Roots have made much of their software systems that can remotely manage a network of farms. Babylon Micro-Farms is one of the first to do so for smaller-size farms found in cafeterias, hospitals, and other facilities that serve food. Farm.One is another such company.

Babylon Micro-Farms says this week’s Phase 2 grant also provides “financial resources to accelerate commercialization.”

Grubhub and Resorts World Las Vegas Partner on New Hotel Concept

Resorts World Las Vegas has announced a partnership with Grubhub for a new mobile order service. Guests of the forthcoming Resorts World Las Vegas property will be able to use the service to get food, drinks, and retail items for delivery and pickup during their stay.

Dubbed On The Fly at Resorts World Powered by Grubhub, the service lets guests order from all of the resort’s onsite food and beverage locations as well as certain retail stores. Items can be scheduled for pickup or delivered to the guest’s hotel room or the resort’s pool complex.

To use the service, Resorts World guests either access the Grubhub app or scan one of the many QR codes that will be located throughout the property. Users will also get the option to charge the purchase to their room, just as they would with a traditional room service order, or use their credit card. For poolside deliveries, guests access their order at a QR-code activated restaurant locker on the pool deck. 

The 88-acre Resorts World Las Vegas property will include three Hilton hotel brands in addition to the usual trappings of a Las Vegas property — casino, stores, restaurants, etc. The whole thing is slated to open this week, on June 24. 

It also marks the first time Grubhub’s service has been available at a hotel/casino property. The sheer size of Resorts World Las Vegas — three hotels and 40 food/bev outlets in an 88-acre property — gives Grubhub automatic access to a potentially huge customer base in Sin City. 

Last week, Netherlands-based Just Eat Takeaway.com said it had completed its acquisition of Grubhub, a $7.3 million all-stock deal that was originally announced one year ago. Currently, Grubhub’s strongest markets are New York City, Boston, Chicago, and Philadelphia. 

C3’s 10,000 New Kitchen Partners

Unless you make a point of regularly ordering from virtual restaurants, you may not yet have heard of names like Sam’s Krispy Chicken or Plant Nation. They, along with many others, are delivery-only brands created by C3 (Creating Culinary Communities), a restaurant company that’s lately been on a mission to get these brands into seemingly ever pocket of America. The company’s virtual restaurants are in hotels, residential buildings, and even brick-and-mortar food halls. And thanks to a recent deal, they’ll soon be available via a lot more restaurants, too. 

C3 announced last week it had struck a partnership with point-of-sale integration company Chowly, whose technology platform makes it easier for restaurants to manage online orders coming from multiple sales channels. Through the deal, Chowly’s restaurant customers will get the option to be a “host kitchen” for C3’s virtual restaurants and share in the revenue from those sales. 

Host kitchens, as the name suggests, are spaces within existing restaurant kitchens that are dedicated to fulfilling orders from virtual, delivery-only brands. Companies like Fat Brands and Wow Bao have popularized the concept among restaurants, giving underutilized kitchen space a purpose and hopefully making the business incremental revenue in the process.

In the last year, we’ve also seen the rise of companies whose main business is to come up with new restaurant concepts and license them out to existing restaurants. Besides C3, Ordermark launched its NextBite business based on this idea, and Virtual Restaurant Concepts (best known for Mr. Beast Burgers) offers a similar concept.

C3’s deal with Chowly will give restaurant customers that use the Chowly platform an easier way to sell delivery-only restaurant brands than they could do on their own. Rather than having to conceptualize and figure out how to market and deliver wholly new virtual brands, Chowly’s restaurant partners can simply license a turnkey solution from C3, who handles the marketing, branding, and technical logistics of the operation via its exclusive ordering/delivery app, Citizens Go. The restaurant just has to cook the food and get it out the door.

These restaurants could also potentially reach a wider demographic by offering more food types on top of their own menus. I never thought I’d write “Captain D’s” and “high-end plant-based burger” in the same sentence, but that scenario’s entirely possible since Captain D’s is an enterprise customer of Chowly and C3 has a plant-based brand called Plant Nation. A Captain D’s location also offering Plant Nation for delivery could reach new and different customers and add more revenues through such a deal.

For C3, the deal is arguably even more lucrative. Chowly has more than 10,000 kitchen partners across the U.S., all of whom will eventually be able to licenses C3’s brands. That’s a major jump from the 250 kitchens in which C3 is currently in. The company says it will reach 1,000 locations by the end of the year and be in 12,000 kitchens by 2023.

The Chowly deal will be a huge help to that process — and enable C3 to expand more rapidly than it would if it had to forge each new individual kitchen partnership. Chowly’s enterprise brands include the aforementioned Captain D’s, Clean Juice, and Dickey’s Barbecue Pit, all of which give C3 and automatic sizable reach. 

The partnership will launch with these enterprise brands before branching out to include smaller restaurants within the Chowly network. The goal is to make all of C3’s brands available to all of Chowly’s 10,000 restaurants at some point in the nearish future.

As C3, Virtual Restaurant Concepts, NextBite and other virtual restaurant companies scale up, one question to keep in mind is how these companies are ensuring quality control across tens of thousands of restaurant partners. In other words, Sam’s Krispy Chicken will need to taste the same in Seattle, Washington as it does in Atlanta, Georgia in order to become popular on a large scale over time. An overnight sensation like Mr. Beast is one thing. Sustained, long-term loyalty from customers is another challenge altogether, and one for which consistency and high quality are crucial.

More Headlines

OpenTable Launches New Tools to Discourage Diners From ‘Ghosting’ on Their Reservations – The initiative will take the form of forthcoming new digital tools as well as “blog and social content educating diners on the impact of ghosting a reservation.”

South Korea: Lounge Lab Opens Brown Bana Robot Ice Cream Shop – South Korean robotics company Lounge Lab announced today that it has opened Brown Bana, a robot-powered ice cream store in Seoul.

Deliveroo Is Running a Reusable Container Program in Paris – Deliveroo France and circular-packaging company barePack have started offering customers of the delivery service the option to get their food delivered in reusable containers.

GoPuff Acquires rideOS for $115M

On-demand delivery service GoPuff announced today it has acquired fleet management company rideOS, with TechCrunch also reporting a $115 million price tag for the deal after speaking with sources familiar with the matter.

GoPuff, which raised $1.5 billion this past March, operates a delivery service that can fulfill orders — anything from food to baby products to alcohol — in 30 minutes or less, 24/7. To do this, the company operates micro-fulfillment centers in residential areas of cities. The company currently has these centers in over 650 U.S. cities.

As it grows both the number of markets in which it operates as well as the number of fulfillment centers in each city, GoPuff will need to further optimize its delivery operations and tech, which is where rideOS comes into play. For GoPuff, the rideOS deal means access to the latter’s proprietary delivery, routing, and logistics technology as well as the expertise to build new technologies that can further reduce delivery times and enable new modes of delivery. 

GoPuff acquired alcohol retailer BevMo for $350 million in 2020 and the U.K.’s Fancy Delivery in May of this year.  

The rideOS acquisition comes at a time when on-demand delivery startups are raking in the investment dollars and expanding services. Currently, that list includes Weezy, Glovo, and Getir in Europe, and Food Rocket, Fridge No More, Gorillas and JOKR in the U.S.

The concept will realistically only work in dense residential areas, where micro-fulfillment centers can be located within blocks of customers. Receiving an order, fulfilling it, and delivering it in under 30 minutes to a customer in suburban or rural areas seems less feasible given the greater distances couriers must travel. That means large swaths of the U.S. will likely never see extensive implementations of these services, while competition will increase in more concentrated urban areas.

GoPuff acquiring a fleet-management software platform could give the company a strategic edge in terms of being able to optimize routes for delivery, decrease fulfillment times, and possibly even handle more inventory.

GoPuff said it expects to “significantly increase” headcount by the end of the year and expand its presence in Silicon Valley, Pittsburgh, and Berlin.

InnerPlant Raises $5.65M to Turn Plants Into “Living Sensors” and Mitigate Crop Loss

Agtech company InnerPlant, which is changing plant DNA to create “living sensors” that mitigate crop loss, has raised $5.65 million in pre-seed and seed funding, according to an official announcement sent to The Spoon. The round was led by MS&AD Ventures, the investment arm of Japan’s MS&AD Insurance Group. Bee Partners, Up West, and TAU Ventures also participated in the round. 

InnerPlant created its technology platform to spot threats to plant growth — pests, nutrient deficiencies, water stress, etc. — quicker than is possible via traditional farming methods. To do that, the company recodes plant DNA to include a fluorescent safe-for-human-consumption protein that lights up the leaves of a plant when there is a problem. Essentially, it is turning the entire plant into a living signal that can “talk” to the farmer when there is a problem. Different colored lights indicate different issues.  

Since these signals are invisible to the human eye, farmers can use InnerPlant’s augmented reality system to photograph their fields and view potential problems via an iPhone or iPad. The signals can also be detected via a drone flying overhead or even a satellite.

This handy explainer video goes into more detail:

According to the company, it only takes tens of these sensor plants to protect an entire field. Once the signal plants send off a distress signal, a farmer can address the impacted area before it spreads to the whole crop. For example, if a harmful fungi breaks out in one area of a field, a farmer can get rid of only the impacted plants, instead of spraying the whole field with fungicide. Think of it as on-demand crop protection.  

InnerPlant says its entire concept is merely piggy-backing off the natural signals plants send to one another when they are in distress. Recoding the DNA to include the protein is “amplifying” these natural signals, so that farmers can spot problems faster. It also frees them from what InnerPlant founder and CEO Shely Aronov calls “the pesticide treadmill,” which is our increasing use of chemicals and pesticides that harm waterways, impact microbial diversity in soil, and are linked to some cancers.

It remains to be seen how consumers will feel about eating produce with recoded DNA, or how that message will get effectively communicated. And since InnerPlant is a relatively new company (it released its first product, the InnerTomato, in 2020), it is too soon to have much data on how effective these living plant sensors are compared to other modes of crop protection. 

The technology does, however, show us yet-another possibility for improving crop yields and mitigating loss in the food system at a time when the world’s population is growing. 

InnerPlant says it is currently working on a new product, InnerSoy. Funds from the seed and pre-seed rounds will go towards developing other products in future. 

OpenTable Launches New Tools to Discourage Diners From ‘Ghosting’ on Their Reservations

OpenTable today launched its Show-Up for Restaurants initiative, which highlights the impact of no-shows and late cancellations on restaurants’ margins. The initiative will take the form of forthcoming new digital tools as well as “blog and social content educating diners on the impact of ghosting a reservation.”

In most places in the U.S., dining at restaurants is back in full swing. Yelp, for example, recorded its highest totals ever this past May for consumers using the app to dine out. Across the country, foot traffic is up by nearly 50 percent since the start of the year.

While most of that is good news for restaurants, the re-emergence of dining rooms also means the return of the no-show — when customers book a reservation then simply skip out on it without calling the restaurant to cancel. OpenTable’s own recent survey data found that 28 percent of of Americans haven’t shown up for a reservation in the last year. The company says that in certain cases, as few as six no-shows can affect profits at a small restaurant.

To help restaurants better control the situation, OpenTable will launch a tool this summer that will let restaurants label a customer as a potential no-show based on that person’s past reservation history. The restaurant can then “be proactive” about confirming the reservation with that diner via other tools the company offers, including emails, alerts, and credit card-required reservations. A “four strikes and you’re out” policy suspends diners that don’t show up for a reservation four times.

OpenTable says it will also use various forms of content to further educate diners on the negative impacts of no-shows. Presumably that also means highlighting the company’s own digital tools that make it fairly painless for the user to modify or cancel a reservation within the app.  

There’s More to Food Waste Innovation Than Tech, According to ReFED’s Dana Gunders

This being The Spoon, a lot of our discussions around food waste concern the innovative technologies that could help us eventually curb the multi-billion-dollar problem and meet national and international targets to halve food waste by 2050. But as we learned today at our Food Waste Insights and Innovation Forum, done in partnership with nonprofit ReFED, tech is only one piece of the solution. When it comes to food waste, true innovation is as much about new business models, behaviors, and ways of thinking as it is about advances in, say, machine learning or computer vision.  

Dana Gunders, the Managing Director and a founder of ReFED, kicked off the event by asking two important questions related to food waste: What is innovation, and what is the problem we’re trying to solve with it?

The second question is the easier one to answer, and Gunders called on some well-known stats as a way of explaining how “radically inefficient” our food system actually is:

  • 35 percent of all food in the U.S. goes uneaten
  • $408 billion annually is spent in the U.S. on food that is never eaten
  • More than 40 million Americans are considered food insecure

Food waste also accounts for 4 percent of U.S. GHG emissions (that’s 58 million cars worth’ of greenhouse gases), 14 percent of all freshwater use, 18 percent of all cropland use, and 24 percent of landfill inputs.

Citing data from Project Drawdown, Gunders pointed out that reducing food waste ranked first of 76 solutions meant to reverse climate change — ahead of plant-based diets, utility-scale solar, wind turbines, and other well-known contenders.

New innovations will help us reach those targets and cut down overall food waste, but as we learned at today’s event, “innovation” means different things to different stakeholders when it comes to food waste. “People talk about food waste as if it were one problem. It’s not,” Gunders said at the event. “This is a complex set of inefficiencies and we need a whole suite of solutions to address that.” Gunders is, of course, referring to the wide variety of ways in which food is wasted along the supply chain. Post-harvest food loss looks different from food thrown out at the grocery store. Both of those in turn look different than food that we dump down our kitchen drains. In all of these scenarios, food waste looks different, so it follows that the solutions will vary greatly based on which part of the supply chain they are aimed at.

Tech is one obvious tool when it comes to innovation, and at this point, companies are working with everything from machine learning and image recognition to hyperspectral imaging and sensors to fight food waste. These and other technologies can track waste, help retailers forecast more precisely, and even tell us which pieces of fruit will ripen soonest in any given crop. 

But, as mentioned above, technology is only one piece of innovation. Equally important are new processes and business models as well as what Gunders calls “cultural evolution.”

New business models around food waste have been emerging steadily over the last few years, many of them around grocery and/or restaurant services selling surplus food. This is a model popularized by the likes of Imperfect Foods, Too Good to Go, Flashfood, and many others. Upcycled products are another example, as is offering financial incentives to managers, as Sodexo is doing. 

Cultural evolution, meanwhile, refers to what Gunders called “innovation on a much simpler level.” It’s smaller actions that work together to make the public more aware of food waste and encourage changes in behavior. Signage in dining halls about food waste or allowing customers to taste a product before they buy it are two examples.

In the wake a of the pandemic, a new administration, and an increased sense of urgency around climate change and food equity, the culture in the U.S. right now is open to change. As Gunders pointed out, now is the time for businesses with food waste solutions to consider where they fit into these changes and how they might test their customers accordingly.