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Founder’s Story : Gourmey & Partech
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00:00Sous-titrage Société Radio-Canada
00:06Hi everyone, I'm glad to be here to unpack Gourmet's story today with you.
00:12Gourmet is a world leader in cultivated sales meat,
00:16and we are here with Nicolas, the CEO of the company.
00:21First, a word about myself and Partec.
00:23I'm in the store at Partec for the last seven years.
00:26Partec is a global VC fund investing from pre-seed to growth across Europe and Africa.
00:35And myself, I'm focusing on seed investment.
00:38We do a lot of SaaS software, GNI, as you can imagine,
00:42but we love to invest in moonshot deals.
00:45To give you an idea, we invest in the exploration company.
00:49They are selling cargo to space.
00:52NEO plants, they are like building bioengineering plants that depolite the air.
00:59And Gourmet, who is developing delicious foie gras based on cultivated meat.
01:06So, Nicolas, today we're going to discuss about what it takes to build a deep tech company in Europe.
01:15We're going to talk about science, of course, regulation, team, and as well capital intensity.
01:25So, Nicolas, maybe can you start by introducing yourself and tell us a bit more about how did it start?
01:32How did you get the idea of building such a new company based on true science?
01:40Thanks, Alisson.
01:41Hi, everyone.
01:43So, I'm Nicolas Mourin-Forest, co-founder and CEO of a company called Gourmet.
01:47Maybe first I'd like to ask the audience who has already heard about cultivated meat.
01:51Raise your hands if you have.
01:54All right.
01:55Not everyone.
01:56It's a bit dark, but not everyone here.
01:58So, what we do at Gourmet is actually not vegan meat.
02:01It's not plant-based meat.
02:03It's actually developing a new method of production of real animal proteins.
02:09And instead of raising entire animals, which comes with a lot of inefficiencies, and I'll come back to that a
02:17bit later,
02:17we are directly cultivating cells.
02:20And what it looks like, it doesn't look like actually like a lab, like maybe some of you might have
02:25in mind,
02:26but it's actually more about growing cells like a bit in a beer brewery.
02:31You can imagine stainless tanks, fermenters, where actually the cells are being provided with the right environment,
02:38the perfect environment.
02:39It's almost like a paradise for cells.
02:41They get the right temperature.
02:43They get the right nutrients.
02:44They get the right pH.
02:46And because the cells are so happy and essentially feel that they are still in the body of the animal,
02:52they just multiply, multiply, and multiply.
02:54And then without any further intervention, we harvest real animal material, real animal proteins.
03:00So it's really not about making meat eaters guilty.
03:06We're not a vegan company.
03:07We're not an activist company.
03:08It's really just wondering, couldn't we actually make meat production more efficient, more sustainable,
03:15and actually have a real impact on the upstream, on how the proteins are produced,
03:21rather than asking consumers to make compromises on taste, nutrition, their own habits.
03:28Because obviously food is all about culture, all about traditions, all about memories.
03:33And no one is really ready to pay more for a product that is a bit disappointed and don't answer
03:39your expectations.
03:40So that's what GOME is about.
03:42That's the long-term vision and the mission of the company.
03:44And as Alison said, we are starting with a very iconic product, very specific product, very French product, that is
03:52Foie Gras.
03:53So we are offering a new option for Foie Gras lovers.
03:56And, well, why Foie Gras?
03:59Essentially because it's a product where there is a real demand for an alternative.
04:03It's a high-priced product, high-value and low-volumes product.
04:08So we really wanted to build a product where there was a big market need.
04:13A few words about myself.
04:14So I have a background in political sciences and marketing, and I spent a year in South America when I
04:19was a student.
04:19And I was in Bolivia, actually close to the Amazon part of Bolivia, and I had the chance to witness
04:29firsthand the damage of deforestation related to actually our growing meat consumption in many parts of the world, in Asia
04:36and in the Western world.
04:38And witnessing that firsthand really triggered the question again on couldn't we do something that is actually more efficient?
04:44Couldn't we do something that is actually consuming less resources while, again, not sacrificing our habits?
04:50So that's how Gourmet started.
04:52Thank you.
04:53As an investor, I think you have this moment, like this moment, when you are like, wow, it's actually working.
05:00And for me, it was, I think, about like six months after we invested in Gourmet.
05:05And Nicolas and his team organized a blend testing.
05:09And there were like four foie gras, one vegan, one regular one, one from Meilleur Ouvrier de France, and Gourmet
05:16foie gras.
05:16And when we tested that, it was, I couldn't tell the difference.
05:20The texture, the taste, how we feel in the mouth was absolutely perfect.
05:25And so for you, Nicolas, I guess as a founder, it could be a bit different.
05:29This moment, wow, it's actually working.
05:31We are onto a breakthrough.
05:33Can you tell us a bit more, like, how did it start and when you thought you were onto something?
05:40So, yeah, I think that the first moment where we thought we had something is actually a bit of a
05:45nerdy moment
05:45because in the early days of the company, so the company started in 2019 in Paris.
05:51And at first, it was essentially only R&D, only a few people in the lab trying to make something
05:57work,
05:57something that has never been done before.
05:59And we started with that first application in mind, foie gras.
06:04And the first challenge that we had was actually to reproduce the effect of force feeding
06:09because I'm sure most of you know that foie gras is actually so controversial because of the production method.
06:15Because of force feeding, we're actually forcing the birds, whether it's goose or ducks,
06:19to actually absorb a huge amount of feed.
06:24And the first breakthrough for us was actually to show that at the cellular level,
06:28so obviously acting directly with the cells, we could replicate the effect of force feeding from a biology standpoint.
06:35So we thought the cell, they were absorbing the fat in a similar way as they were doing when the
06:41animal was being force fed.
06:43So that was really a key moment, a key defining moment.
06:45And then obviously, because we're a deep tech company, but we're also a product company, a consumer product company,
06:51the big milestone and the one that gave us full confidence on the future of the company was actually the
06:57tasting experience.
06:58So tasting is believing.
07:00And even before we felt comfortable offering our potential investors or our investors to try the product,
07:08we had internal tasting.
07:09It was not always great.
07:11But after roughly 9 to 12 months, we started to have something that tasted like foie gras,
07:17that tasted like a very meaty and pleasing product.
07:21And that's obviously what was the turning point.
07:25And it's all about making deep tech more tangible.
07:29So that really was an inflation point on also how we were able to onboard people,
07:33onboard the external world, onboard investors.
07:36Yes, making deep tech tangible.
07:38That's exactly what it takes to continue to grow and develop the company.
07:43So now we're going to talk about how did you move from the lab to the market.
07:48And for deep tech company, it's well known that it's actually very tough to reach the market.
07:54You have this tension between the tech push, so meaning that you have developed a certain technology in the lab,
08:01and you are trying to push this technology to the market versus the market pool,
08:07where actually you start from a problem and you are trying to find the right solution.
08:12And you have always this tension between tech push, market pull.
08:16And I think it's key as a deep tech company to have this kind of like balance in mind
08:23and to be always very aware of what the market is asking.
08:27And I think you did it quite well at Gourmet.
08:30I think a tangible product helped a lot, of course.
08:33Maybe can you tell us a bit more how did you navigate this tension?
08:38It's true that it's the case for a lot of deep tech companies that maybe are spending too much time
08:42in the lab,
08:43not connecting enough with the market, not connecting enough with consumers.
08:47I think we did that kind of well indeed.
08:51It's coming from the strong complementarity between the two co-founders.
08:54So Victor, my co-founder, our CTO, is actually also very business-driven.
08:58So you didn't want to spend too much time in the lab.
09:00You wanted to face also the market and to push this innovation.
09:03And it can either be, I mean, this, like one, you want to be as impactful as possible.
09:09And Gourmet is a mission-driven company.
09:11So we want to have an impact on the world.
09:13So you don't want to spend too much time in the lab.
09:14And you really want to face the market and to introduce your innovation in the market.
09:21Or also because simply you don't want to, well, build something for too long
09:27that won't resonate with anyone in the lab.
09:31Hence the reason why we also paid Foie Gras.
09:33Foie Gras might sound anecdotal as a first product, but actually it's a massive niche.
09:38And I think deep tech companies need to start with a high-value niche
09:43where they can capture a real piece of the market, real market shares.
09:48And that's what we wanted to do with Foie Gras.
09:50Actually, Foie Gras is banned in 17 countries.
09:53Bird flu is completely destroying the supply chain.
09:56And chefs all around the world are having trouble accessing Foie Gras,
10:00whether because it's banned or because the shortages are just so high.
10:04So what we have been seeing in the very early days of the company
10:08is that people, customers, chefs, restaurants, hotels were turning to us
10:13not because we are just a new hype company doing something cool like cultivating meat,
10:19but because they could not source traditionally produced Foie Gras.
10:23So when we understood that, that we really felt that let's go for that,
10:27we don't want to, as a mission-driven company,
10:30we don't want consumers to actually buy our product
10:33because it's sustainable or ethical,
10:34but because it's good and because it's answering a real market need.
10:37So we really want to resonate and echo with maybe the most skeptical of the consumers
10:45around sustainability, around ethical consumption,
10:50and really go for very pragmatic reasons to buy the product.
10:53And that's actually, I think, how you build a successful deep tech company.
10:58Thank you.
10:59Now we're going to talk about a big challenge for a deep tech company,
11:02especially in Europe, is fundraising.
11:05How do you build a fundraising machine?
11:08I think Nicolas did it super well.
11:11Because as an investor, it's very important for us.
11:15It's going to be a long journey.
11:16You will have to raise capital, significant amount,
11:20without a single euro of revenue.
11:23Time to build the technology, put the product on the market,
11:26then we're going to build the production machine as well.
11:29So maybe can you give us a bit, like, what was the secret sauce so far
11:34to raise, like, several rounds and be quite successful at that, actually?
11:41So we started the company in 2019.
11:44Up to now, we've raised roughly 60 million euros.
11:47I'm also adding the non-deleteive fundings
11:50because as a deep tech company in France,
11:52we have an amazing and very supportive innovation ecosystem
11:55with the French public investment bank.
11:58But, yeah, it's true that we combined maybe all the possible risks
12:02for a company.
12:05It was unclear, and it's still partly unclear,
12:08if there was going to be a market for cultivated meat,
12:11because, well, what is this product?
12:13It's a completely new category.
12:14It's meat, but it's not coming from a dead animal.
12:18So it's a new mental category that has to be created.
12:20There was obviously the technology risk.
12:22Is the technology going to be able to reach price parity
12:26and cost parity with traditional meat?
12:28There's obviously a regulation risk.
12:30We operate in a highly regulated market
12:32because what we do is so innovative.
12:34We have to comply to very lengthy
12:37and actually difficult processes, which are good,
12:40but difficult processes in all geographies to reach the market.
12:44What else?
12:45There was also, well, obviously a funding risk
12:48because we are a capital-intensive company.
12:51So all those risks combined,
12:53I must confess that I didn't have them fully in mind
12:57when we started the company,
12:58and maybe that's a good start.
13:01But we realized very quickly that we had to build,
13:04as Alison said, a powerful fundraising machine.
13:09I think it started in 2019 by just getting on board
13:14the investors in our sector
13:16that were the most recognized at the time.
13:20It was a time where Beyond Meat,
13:22so the leading plant-based meat company, had IPO'd.
13:25So the sector was kind of hype.
13:27And we picked the best investors possible around this time
13:31to actually give a stamp of credibility around gourmet.
13:34We also spent a few months in Singapore
13:37joining an accelerator program
13:39where actually Singapore was the flagship country
13:42when it comes to innovative meat and innovative proteins.
13:46And then I think it was really about making the product
13:49as tangible as possible.
13:51So actually starting all the fundraising meetings by a tasting.
13:55It might sound trivial,
13:56but actually it was always lifting a hell lot of questions.
14:01So, you know, before tasting,
14:03we had this massive emails list of questions
14:05and all the potential risks that were being assessed
14:08and that were triggering a lot of conversations.
14:10After the tasting happened,
14:12when the product started to be kind of good and impressive,
14:16it really changed completely the conversations with investors.
14:21And then when investors started to get on board
14:23and join the company,
14:25to keep fueling their commitment and their support,
14:29we had to be very tangible as well
14:32on the milestones for the company.
14:34So what does it actually mean to go from here
14:37and we're here as in 2020
14:39up until to the market,
14:40which should be 2025, 2026.
14:43So we had like a five or six months,
14:45six years, sorry,
14:46five or six years timeline
14:48where we knew that we couldn't really have discussions
14:52about sales, about forecasts.
14:54It was mostly technical milestones.
14:56So the goal was to make that as simple as possible
15:01to digest and to understand.
15:03And we quickly crafted the two main KPI for us,
15:07which were about cost of production,
15:09because it's all about cost
15:10in such an innovative industry like us.
15:13The two main levers were the yields.
15:15So actually how much sales,
15:18how much proteins do we harvest after each run
15:20and the cost of the feed,
15:22because that's the main cost bottleneck
15:24for cultivated meat.
15:26So the feed for sales is actually quite costly.
15:28And this is actually why,
15:29one of the reasons why you're not seeing
15:31cultivated meat in all supermarkets as of today.
15:34So we really aligned our investors on those curves,
15:37how to increase the yields
15:38and how to decrease the main cost.
15:40And that's actually what made investor engagement
15:44quite high, quite continuous.
15:46They had a KPI that they could follow
15:48also board meeting after board meeting.
15:51But it's true that it's also fun memories
15:53that part of all the due diligence processes,
15:57we often had chefs.
15:59So investors, instead of trying to sound super smart
16:02and asking the very niche technical questions,
16:06many of them actually just brought a chef
16:08from their network on board during the meeting
16:10and just let them give feedback on the product.
16:14Yeah, I can tell you like what mentioned this slide
16:17with the cost and the yields.
16:20I'm visiting a couple of deep tech companies
16:22and this is the only company that makes the science
16:25so accessible to the investor
16:27and not like very science-y investor,
16:31I'm just an engineer.
16:33And it changed everything.
16:36So it was two KPIs we were able to follow
16:38and actually like milestone.
16:40and I was able to say like,
16:42okay, you are late, you are in advance,
16:44you are on time,
16:44and they were always on time.
16:46And that's true, to be honest.
16:48And that's really the main advice I will keep
16:52to keep your investor as a deep tech company engaged
16:56all along the way.
16:59Now, continuing on the investor,
17:02how did you,
17:03because when you fundraise,
17:05you need to gather the right investor
17:06around the capital.
17:08As we said, it's like quite capital intensive.
17:11So how did you think about the strategic choices
17:14to bring like the right people around the table
17:18that are going to help you
17:18not only for the capital perspective,
17:20but as well like more for strategic choices?
17:23How did you engineer that?
17:27I think four items,
17:29four criteria comes to mind.
17:31The first one specifically at the early stage,
17:34it was really about the relationship first.
17:36So we spent a lot of time actually together.
17:39And I mean,
17:39Alison has been one of our earliest supporters
17:41and earliest believers in the company.
17:44And I mean,
17:46it's a hiring process to some extent,
17:48the VC process,
17:50the fundraising process,
17:51specifically at the early stage.
17:53So the human factor plays a big role
17:55because again,
17:56similarly to your co-founders,
17:58you're going to spend many,
17:59many years with those people.
18:00So we really want to have a good click
18:02and we consider the fundraising process
18:04as a hiring process.
18:07Number two,
18:09the credibility around our sector.
18:12That was also for the first investors
18:14that I mentioned
18:15that were becoming also the reference
18:18around proteins and food tech.
18:20that was also a big criteria
18:21to actually build the credibility
18:22of the company, obviously.
18:24The third one was the geography
18:26because back in 2019,
18:29back in 2020,
18:30we had no idea
18:31what was going to be our first market.
18:33It would all depend on the regulation,
18:35which was very uncertain at the time.
18:37The US had not regulated cultivated meat.
18:40Now they have since 2023.
18:43Singapore had not regulated cultivated meat.
18:45Now they have.
18:46So there were all these uncertainty
18:48around which doors
18:49were actually going to be open
18:51in the near future.
18:53So we decided to pitch
18:54a wide set of investors
18:56based on the geography.
18:58And obviously the fourth item
19:00is actually their ability to follow us
19:03because it's a long journey.
19:04It's a capital intensive journey.
19:06So we often had the advice
19:09to keep the cap table
19:11as short as possible,
19:13minimize the amount of VCs
19:14on your cap table.
19:15We actually did the complete opposite
19:16and we added a lot of VCs
19:20because we knew that for all of them,
19:22we were a bit of the moonshot bet,
19:24the moonshot investment.
19:26So we wanted,
19:27we didn't want to be the only,
19:29the moonshot investment
19:31for only one or two VCs.
19:33It's actually better for you
19:33to be the moonshot investment
19:35in multiple VCs
19:36and actually round after round,
19:38everyone kept participating.
19:39and this is why we managed
19:41to actually fill the goals
19:42quite rapidly for each of our round
19:44because we had six, seven, eight VCs
19:47that would actually reinvest
19:47in the company.
19:48So I think that's also a good advice
19:50for deep tech companies.
19:52Try to optimize for optionality
19:55in your cap table.
19:57Yes.
19:58Now we talk about
19:59assembling the right investor.
20:01We're going to talk about
20:01like assembling the right team.
20:04I mean,
20:05at Gourmet,
20:06there is like more than 20 nationalities,
20:0812 PhD,
20:10like really,
20:10really rare skill sets
20:12among the team.
20:13Europe and France especially
20:15is a good place
20:16to build such a company,
20:17but maybe you can tell us more like
20:19how did you attract such talent?
20:21Some are coming from the US,
20:23coming from your competitors.
20:24So how did you succeed
20:26to assemble this amazing team?
20:30So I think First France
20:30is a quite attractive ecosystem,
20:34not just for startup in general,
20:36but specifically for deep tech companies.
20:38There's an amazing academic network
20:41and amazing support,
20:42as I said,
20:43for innovation.
20:44So we were able actually,
20:46because of BPI
20:47of the French Public Investment Bank,
20:49right in our very first weeks
20:50of since initiation
20:53to actually get some funding
20:54that were allowing us
20:56to give quite competitive packages
20:57right early on.
20:58So we could actually poach
20:59people from our competitors,
21:02but in the very early days,
21:03it's mostly about science.
21:04So we only hired like PhDs
21:06and very niche expertises.
21:08So we had to hunt them
21:10and hire them wherever they were.
21:12Some of them were in Japan.
21:14Some of them were in the US.
21:15We found them from literature,
21:18so obviously reading
21:18all the academic papers,
21:20looking at the names
21:21of the different authors,
21:23pinging them,
21:24trying to convince them
21:25to leave academia
21:25and join a startup.
21:27So all of that went,
21:28I mean,
21:29not a 100% success rate,
21:30but we managed
21:31to get the right people
21:32on board at the right time.
21:35I think the culture
21:36also plays a big role.
21:40I saw a lot of people
21:41in academia
21:41and specifically in France
21:42being a bit disappointed
21:43by the perspective
21:44they had in academia.
21:45And so there is
21:45a massive pool
21:46of actually researchers
21:47with very good expertise
21:49and skill sets
21:50that are willing
21:51to join a fast-paced environment
21:53and willing to join a startup.
21:55So it was also about hiring
21:57and finding the right people
21:58that were compatible
21:59to the startup environment.
22:00And that was also
22:01one of the key challenges
22:02for our early days.
22:04And then I would say
22:05we had a very different story
22:07from our competitors.
22:08And now when I also invest
22:10personally as an angel investor
22:11in deep tech companies,
22:12I try to always pick
22:14deep tech companies
22:15that have a premium
22:17first market
22:18because deep tech
22:19is always going to take longer,
22:20it's going to take more capital
22:21than what you had in mind.
22:22So you want to be
22:24at price parity,
22:25you want to be competitive
22:26on the price point,
22:27whatever product you're going for,
22:28whatever vertical
22:29you're going for,
22:30as early as possible.
22:31And you need to have
22:32this first premium niche market.
22:35And I think that story
22:36resonated quite well
22:37in our ecosystem
22:38with people that already
22:39had joined
22:40some of our competitors
22:41who are going too early
22:43for the mass market
22:44without a lot of pragmatism there.
22:48And I think Nicolas
22:49and his team
22:50did a great job actually
22:51at picking the right people
22:54in the right scale still,
22:55but always show the vision
22:57and always explain
22:59what are,
22:59be very result-oriented.
23:01Because sometimes
23:02the issue with deep tech
23:03is you assembling
23:04a bunch of researchers,
23:06they found amazing stuff,
23:07but back to the market pool,
23:09they forgot a bit
23:10like we are here to,
23:12I mean,
23:12it's capital business, right,
23:14to make money.
23:15And so in the end,
23:16you need to put
23:16the right product
23:17on the market.
23:18So having a researcher
23:19that is super result-oriented
23:21is absolutely key
23:22and I think you did
23:23a good job at that.
23:25Maybe now,
23:26what's next for Gourmet?
23:28So you are currently
23:30moving from,
23:31we tell you,
23:32the lab,
23:33now with small-scale production
23:34to like pure industrialization
23:37to be able to reach
23:39very competitive costs
23:40for the foie gras
23:41and be able to put it
23:42on the market
23:43with a very strong margin.
23:45So how did you,
23:47can you describe us
23:48a bit this moment
23:49and what it takes
23:50to move from the lab
23:52to a food company?
23:54Yeah, so first I mentioned
23:57critical for any
23:58deep tech company,
23:59show market traction,
24:00show that you have customers.
24:01So we are super happy
24:02because it's been
24:03already two or three years
24:04that the traction
24:06is organic.
24:07We have a lot of inbound,
24:08as I said,
24:08from distributors,
24:10from people that are
24:10actually selling
24:11premium meat,
24:12foie gras,
24:13whatever,
24:14to all the right restaurants,
24:15to all the great
24:16Michelin star restaurants.
24:17We have onboarded
24:18Michelin star chefs
24:19that are not vegan,
24:20that are super impressed
24:21with our product.
24:21So now it's just about
24:23delivering on this
24:24strong customer pipeline
24:25that we have
24:26that is actually
24:27five, ten times bigger
24:29than what we'll be able
24:30to produce
24:30in the near future.
24:31So now it's really about
24:32going from
24:34a deep tech company
24:35focused on research
24:36to a deep tech
24:38industrial company
24:40which comes also
24:41with its challenges
24:41and with a complete
24:43shift in philosophy
24:44in company culture.
24:46It's not so much
24:47about who's going
24:48to be the most creative
24:49and what researcher
24:50is going to come
24:51with the brightest idea.
24:53It's actually about
24:54being super disciplined,
24:56introducing procedures,
24:57really a big mindset shift
24:59because it's about
25:00food safety,
25:01because it's about
25:01industrialization.
25:02So that's really
25:03the phase that we are
25:04going through
25:04and that all the
25:05industrial deep tech
25:06companies are going through.
25:09Recently we announced
25:10quite an exciting
25:11milestones because
25:12our platform,
25:14our technology systems
25:16has been reviewed
25:18by a third party
25:19and that is actually
25:21showing the lowest
25:21cost of production
25:22in all our sectors.
25:24So we have a clear path
25:25to actually produce
25:26not only premium products
25:28but actually commodity meat,
25:30mass market proteins
25:31within the next
25:31three to five years.
25:32So first showing
25:34the commercial traction
25:35on our first application,
25:36high value product,
25:38foie gras,
25:38and that keeps scaling up
25:40and keep unrolling
25:41the platform,
25:43the technology,
25:43opening new applications
25:44and show that
25:45cultivated meat
25:46can actually be
25:47a real life,
25:48viable solution
25:49to help to complement
25:51the traditional supply chain,
25:53to complement
25:54what animals can achieve.
25:55I don't believe
25:56that the world
25:57will turn either vegan
25:58or only cultivating meat eaters
26:01in the next five to ten years
26:02but that's definitely
26:03going to be a solution
26:04that will count,
26:05that will grab
26:06a lot of market shares
26:07if companies like Gromade
26:08do a good job.
26:09So that's pretty much
26:10the key next step for us
26:12and obviously getting
26:13the authorizations,
26:14getting the regulatory approvals
26:15in our key market
26:16which are likely to be in Asia
26:17where we see
26:18a higher maturity
26:19and a higher interest
26:21because there's
26:22a lot of constraints,
26:23demography is booming
26:25so there is a lot of need
26:26for such technologies there.
26:28Thank you.
26:29Unfortunately,
26:30we are out of time
26:31so we're going to stop here.
26:33I hope you enjoy
26:34the story of Gromade.
26:36Personally,
26:37I'm super happy
26:38to continue to follow them.
26:40Deep Tech is a long journey
26:41so it's been only
26:42five years together
26:43and I guess it's like
26:44more than five years ahead
26:46to put the product
26:47on the market
26:48but yeah.
26:51Thank you all
26:52and yeah,
26:53I guess you can reach out,
26:55Nicolas,
26:55if you have more questions.
26:57Thank you.
26:58Merci.
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