Interview
The organizers of the Food Startup Campus, Christine Purnell and Walther Bruckschen, shared their insights with us on market potential, trends, and the qualities that are particularly important for food entrepreneurs.
mb: How do you currently assess the potential for startups in the food sector (food/processing industry)? Where are new business ideas and products emerging in this area?
Walther Bruckschen: “From our perspective, the high level of innovation in the food sector is being confirmed, even though market conditions have changed noticeably. The current subdued consumer sentiment means that new products must differentiate themselves more strongly through clearly recognizable added value.
This is particularly evident in the functional foods and beverages sector, which specifically focuses on additional value propositions such as energy, focus, or nutritional optimization. Here, we are seeing a shift toward products that are not merely consumed but are consciously used to support performance and well-being.
At the same time, we are observing further development in the segment of alternative raw materials and protein sources. In addition to traditional plant-based alternatives, innovative approaches such as fermentation, mushroom-based products, and upcycling are gaining importance and expanding the range of sustainable solutions.
Another clear trend is the increasing premiumization in the non-alcoholic beverage sector and so-called “adult soft drinks.” These products cater to the need for enjoyment and rituals without consuming alcohol and are increasingly positioning themselves in the premium segment.
Furthermore, it is becoming evident that convenience and quality are increasingly being considered together. Ready-to-drink and ready-to-eat concepts are evolving toward high-quality, health-oriented solutions for everyday life.”
mb: What sets particularly successful founders in the food industry apart?
Christine Purnell: "In our view, founders in the food industry must possess a high degree of operational resilience. They are forced early on to test their products through direct market engagement—whether at trade shows, events, or through direct sales—and thus receive continuous feedback from end customers.
This proximity to the market requires not only adaptability but also a willingness to learn quickly and iteratively refine concepts.
At the same time, significant organizational demands arise even in the early stages. As demand grows, many food startups need additional support on short notice, often in the form of temporary staff or temporary teams. This means that founders must learn early on to work with a wide variety of stakeholders, coordinate tasks, and delegate responsibility.
Overall, it becomes clear that, in addition to product conviction and passion, the ability to operate under high complexity and simultaneously drive sales, production, and team building is particularly important."