In the fast-evolving world of agrifood innovation and generally in the world of innovation and startups, talent is the most precious resource, and often the scarcest. As climate, technology, and market dynamics reshape our global food systems, the startups best equipped to lead this change are those who build not only the right products but the right people and networks around them. It is the people and entrepreneurs who attract the capital and investments, followed by the technology and market.
The Talent Equation: Skills and Mindsets That Matter
Success in agritech requires a rare mix of domain knowledge, entrepreneurial drive, and cross-disciplinary thinking. Scientific expertise and engineering prowess must be matched with commercial acuity, regulatory understanding, and deep empathy for end-users - from farmers to food manufacturers. But beyond skills, it’s mindsets that set high-performers apart: adaptability, mission alignment, grit, and systems thinking.
The ”always try” and “never give up” attitude and resilience are crucial for innovators in the deep tech ecosystem.
Bridging the Talent Gap in Agritech
Attracting top talent to agrifood startups isn’t easy, especially when competing with better-funded sectors. It calls for more than job ads. Mission clarity, equity ownership, flexible working environments, and visible career progression all matter. Partnerships with universities, targeted fellowships, and immigrant talent pathways can help expand the funnel. Retention hinges on culture and purpose—offering talent not just a job, but a movement to be part of.
Founders as Talent Builders
Founders set the tone. In early-stage companies, the founder’s ability to hire, empower, and retain a high-performing, mission-driven team is often more important than the product itself. It requires self-awareness, humility, and the ability to let go, hiring people better than yourself and trusting them. Founders must act both as culture carriers and as magnetising leaders.
Founders can, and most probably should, take the help of their investors and incubators/accelerators to build talent. Not all founders are well-equipped with these skills, but the people supporting them can definitely help.
Governance vs Management: Navigating the Blur
In startups, the line between governance and management often blurs. Investors sit on boards but also roll up their sleeves. Founders seek strategic guidance but sometimes need operational help. The best governance structures are lightweight but clear: roles, decision rights, and accountability mechanisms that grow with the business. Startups thrive when governance supports, not stifles, agility.
Investors who are operational, especially in the early stages of startups, are really there to help the founders and their companies grow, setting them up for success. It is important for the founders to understand this and welcome the help.
Measuring What Matters: A Startup Dashboard
To stay on course, startups need a dashboard of meaningful, forward-looking metrics. These can include:
Capital – runway, burn rate, funding progress
Connectivity – partnerships, strategic introductions, ecosystem engagement
Team – the right people on the team, with the right experience and expertise
Culture – team engagement, retention, values alignment
Tech Milestones – R&D progress, regulatory approvals, product validation
Commercial Milestones – pilot customers, revenue, CAC/LTV
Runway – time left before the next raise, scenario plans
Regular check-ins against these indicators help founders and investors spot risks early and course-correct.
The Power of Networks and Collaboration
Startups don’t succeed in isolation. The most successful founders are relentless networkers - not for vanity, but for velocity. Strong networks accelerate learning, open doors, and attract capital. For investors, syndicating early and fostering a collaborative ecosystem increases the odds of portfolio success.
This is where portfolio thinking comes in. Rather than betting everything on a single startup, we should back clusters of ventures solving related problems, crowding in support around a theme. This builds resilience and amplifies ecosystem returns.
The Role of “NZ Inc.” in Global Storytelling
At the national level, New Zealand has a unique value proposition—trusted, sustainable, innovative. But to punch above our weight globally, we must communicate this clearly and consistently. This means joint storytelling, open innovation, and public-private alignment on what problems we’re solving for the world. “NZ Inc.” isn’t a slogan; it’s a strategy.
Conclusion: Scaling What Matters
Growing agrifood startups isn’t just about advancing technology; it’s about growing people. Behind every breakthrough is a team, a culture, and a community. Talent is the seed, teams are the soil, and strong relationships are the climate where bold ideas take root and thrive. When we invest in people, not just as founders or employees, but as collaborators, learners, and leaders, we build something far more resilient than any product alone. The future of agritech will be shaped by human potential, and when we nurture that potential with care and intention, it will grow something extraordinary, not just for New Zealand but for the world.
Dr Sandhya Sriram, Sprout CEO
