Personalised Nutrition Report 2021
The sports nutrition industry in 2020 is vastly different to that of 20 years ago. The market has seen an influx of new consumers and now consists of...
Next for personalised nutrition
Digital acceleration, consumer buy-in, and robust business models
Introduction
Consumers have come to expect personalisation through every facet of life. While the nutrition and food industry has noted increasing interest in tailored health and wellbeing solutions in recent years, the pandemic helped consumers further understand that their individual lifestyle choices and/or health conditions directly affects their susceptibility to illness. The growth of fast data has also provided a wider and more detailed range of information relating to individual biomarkers—helping consumers and experts identify precise needs.
Therefore, expect even further investment into the personalised nutrition space and closer collaboration between public and private sector stakeholders as the emphasis moves to prevention rather than cure. There remain a number of hurdles, including accessibility, cost and clear value to consumers, but experts believe with the right partnerships and business models in place, there is opportunity to overcome barriers and make personalised nutrition solutions more widely available to the public.
In this report, we dive into the evolving definition of personalised nutrition, the impact COVID-19 has had on interest in the space, the rapid acceleration of digital-first strategies, and where hurdles need to be addressed in order to make personalised nutrition successful for both consumers and companies.
The main attraction
What interests consumers and how can brands address concerns
The draw card
The concept of personalised nutrition itself is loosely defined and differs from brand to brand. While the market serves a heterogeneous consumer group, the reason an individual gravitates to a product or service is, of course, personal. Marco Iotti, CSO and CTO of Mixfit, segregates the pool, saying the silent majority are in it for the emotional appeal that personalised nutrition promises: the fact that someone is ‘listening’ to the consumer’s needs. Iotti notes this is the low spending portion of the consumer group, but also the less demanding. “On the opposite side, we have the early adopters, who are invested in tracking their improvement over time. They want to see and feel results; they spend more, but they are also the more demanding clients,” he adds.
But how does interest start? Nard Clabbers, co-owner and chief scientific officer at Happ, believes people become interested in improved nutrition for specific health reasons, such as weight management, diabetes, and now immunity, considering COVID-19. More niche reasons for seeking personalised advice include performance-related questions for athletes or other high-performers.
In order to reach the mass market, personalised nutrition should be very low threshold and high benefit.
Nard Clabbers, Happ
Improved insights, support and data analytics has contributed to the growth of personalised nutrition. “Reasons for the surging interest are advances in technology—allowing for easy access to increased amounts of biometric information from consumers anywhere and anytime, and the consumer’s demand for outcome-based solutions,” says Jonathan Jones, chief scientific officer at Monteloeder. As technology and science advance, this important data becomes more accessible for the consumer, who realises the potential benefits in self-managing their health, especially in this ‘new normal’ that favours social distancing and ‘DIY’ solutions, he adds.
On the back of the pandemic and at the height of consumer action, personalised nutrition brands shouldn’t neglect two significant factors that influence long-term commitment and repeat purchasing: clear benefit and appropriate cost. Consumers are less likely to choose solutions that are very expensive and where benefits are not clearly communicated or, in some cases, where effects take too long, says Mariette Abrahams, founder and CEO of Qina. Clabbers echoes this, adding in order to reach the mass market, personalised nutrition should be very low threshold and high benefit. Often, the gap between effort and result is too great for large groups of consumers to participate, he says.
Scientific proof is becoming increasingly important and products with recognisable ingredients and their benefits are more likely to be selected. Abrahams notes: “Products and solutions that are supported by experts such as registered dietitians are also more trusted and build a level of safety.” Practitioners are also customers, who, of course, suddenly had to go digital, and are also looking for solutions to help their clients adopt healthy behaviours that are science-based, reliable and accurate. Research shows practitioners are more likely to recommend solutions to their clients and patients based on peer reviews, scientific validity, usability and price,1 says Abrahams.
Data collection and protection
Many personalised nutrition services rely heavily on data collection and analytics in order to deliver customised solutions to consumers. Over the years, people have become more conscious of the fact that their data has value and are concerned about privacy implications, says Marcus Stripf, founder of Spoon Guru. “Reputable service providers ensure that data is handled securely and, most importantly, that consumers understand the value they receive in exchange for their data,” he says.
While brands should never neglect their privacy protection practices, experts have noted that attitudes toward data sharing are relaxing.
Abrahams highlights a recent survey by Deloitte revealing that consumers have become less concerned about data sharing in 2020; however, this differs by age groups, with younger generations more willing to share—unsurprisingly. “Another trend we see is personalised nutrition companies partnering with non-competing brands to have access to wider population groups. Finally, data banks and a move toward consumers owning their own data is certainly on the rise,” she shares. Trust in the provider remains an important issue when it comes to data-sharing, with consumers being more trusting of their healthcare providers versus technology companies.
Iotti resonates with these findings, stating that consumers have shown, especially in this year of pandemic, that the value of their privacy is indirectly proportional to the benefit of sharing data. Personalised nutrition can have an enormous impact on people’s health but this has to be shown and consumers need to be convinced. Companies, at the same time, need to be more transparent about what they do with the data with which they are entrusted, he says.
Data protection continues to see updates, reflected through changes in European and even U.S. policies on data and privacy. “I predict future opportunities for companies to enable full data ownership for their consumers,” Clabbers says. “This would allow for a very concise, flexible and informed relationship between the company and customer. This should give the user the flexibility to decide who is going to use their data and what they will stand to gain from that use.”
The COVID-19 impact
The pandemic has been the ultimate demonstration that health, lifestyle and wellbeing choices can impact individual susceptibility to illness and minimisation of disease risk. At the same time, social distancing and lockdowns are driving consumers to take more personal responsibility for their health, says Jones.
Reflecting on consumer behaviour, Stripf shares that his company’s research found 50% of UK shoppers are purchasing more health consciously; one in five Brits have cut down on meat consumption over the pandemic period. Stripf also notes three big trends observed: the move toward plant-based, growing interest in ‘healing’ foods, and greater demand for long-life/shelf-stable products.
Nutrition is not a remedy to illness; it is not medicine, and it is our responsibility to keep marketing departments of companies clean of dubious statements.
Marco Iotti, Mixfit
Abrahams highlights that consumers have made the connection between nutrition and health, including the important role the microbiome plays in immune health. Additionally, the rapid adoption of digital tools has meant more people are proactively tracking, monitoring and self-managing their health concerns using their smartphone or accessing experts via telehealth platforms. She explains this awareness and convenience in accessing healthcare and engaging with digital tools means that future prevention opens the doors widely for personalised nutrition solutions, and to equip consumers with digital and nutrition literacy.
Abrahams further observes that COVID-19 has exposed inequality when it comes to specific groups disproportionately affected with death rates. She states: “It is known that black men in the UK are three times more likely to die from the disease than any other ethnic group. This has demonstrated the lack of research, resources allocated to prevention, and tailored healthcare provision made for these specific groups, who would benefit greatly from personalised nutrition solutions.” In a bid to benchmark solutions across the industry that benefit society as a whole, Abrahams mentions Qina’s recently launched platform that consolidates all known companies and scores them according to a variety of factors.
Finally, when observing the positive personalised nutrition opportunity on the back of a pandemic, Iotti warns industry to be very careful with placing nutrition and disease in the same sentence. While the general population has indeed become more aware of the role of vitamins, minerals and extracts, he says: “Nutrition is not a remedy to illness; it is not medicine, and it is our responsibility to keep marketing departments of companies clean of dubious statements.”
The rapid adoption of digital tools has meant more people are proactively tracking, monitoring and self-managing their health concerns using their smartphone or accessing experts via telehealth platforms
It's a digital first-world
Technology's acceleration of consumer connection to health
Many industries have taken advantage of digital acceleration, while others have maintained a more physical approach. Though gradually shifting, consumers and patients still prefer in-person interaction when it comes to nutrition or medical advice; many are sceptical of potential inaccuracies associated with the digital alternative.
Stripf notes that the pandemic has accelerated two trends which were already gaining traction: online shopping and health-conscious shopping. Without being able to explore products in physical stores or seek in-person advice, consumers are looking to find a greater range of health products—specified for dietary needs or health concerns—through online retail.
The personalised nutrition market is fortunate to already have a strong digital presence and grounding in technological performance. The challenge now, says Jones, is to demonstrate that they have the capabilities to scale-up their solutions, as the demand has risen dramatically in a short amount of time, and continues to grow.
COVID-19 has forced companies to implement a digital strategy and, importantly, maintain their relationship with consumers as their demands evolve.
With digitisation of nutrition an existing phenomenon prior to COVID-19, Iotti says companies that already had the correct infrastructure in place flourished while others quickly tried to improve their digital presence and shift away from their traditional business model. That said, digitisation is more than putting up a website and investing in social media display ads, he says, and the ones who have gone with this strategy often suffer high spend and little result.
According to Food Standards Safety, there has been an increase in home cooking and food sharing, combined with an increase in searches for healthy recipes, according to Google. COVID-19 has forced companies to implement a digital strategy and, importantly, maintain their relationship with consumers as their demands evolve. Abrahams calls out dietitians-on-tap, chat functionality, and a focus on telehealth for chronic disease management as changes spurred on or sped up by COVID-19. She adds: “Whilst eating out is down, it’s certainly not out—and the pandemic has offered the opportunity for restaurants to offer healthy options and transparent menus for customers. Retailers are coming out as key players and gatekeepers of product information and the link to health, and certainly shopping by dietary preferences and health goals has created a shift in how they personalise their eating habits.”
There is now an understanding that behaviour change underpins the success of personalised nutrition solutions. This is important as among individuals who track their health, 77% say it changes their behaviour at least moderately, according to Deloitte. More companies have started incorporating or considering behaviour change techniques into their offering from personalised rewards, to education and feedback.
Abrahams predicts food security to be a key concern moving into 2021, especially among those who are not work secure. She references a recent study by Food Standards Safety that demonstrated there has been a three-fold increase in 16-to-24-year-olds needing the support of food banks. “This is an important widow as this is also the group that is most interested in preventative health and digital tools. If the personalised nutrition market is to withstand the current challenges, there should be a concerted effort to support those who benefit the most from a personalised approach.”
Personalised nutrition solutions require digital connection
Technology solutions are supporting the growth of the personalised nutrition market, and analysts with Alcimed recently called out some of the most innovative. These tools are helping consumers with medical conditions manage their nutritional needs, while also tapping into the broader population with an interest in testing, tracking and sharing their lifestyle and health patterns.
In the APAC region, Alcimed called out Nestle’s Wellness Ambassador, a pilot program launched in 2018 in Japan that combined AI, DNA testing and meal analysis. The consumer journey started with home kit testing for blood and DNA, followed by shared results, tailored food recommendations, and a subscription program for personalised supplements and snacks.
Out of the U.S., Healbe’s GoBe2 caught Alcimed’s attention; the wearable wristband uses heart rate monitoring and sensors to track energy balance and hydration level, plus more traditional biometrics. The third-generation tracker was released following a US$1 million crowdfunding campaign, accelerating the company’s move to support calorie tracking and energy expenditure with no user input.
For the full insights, see ‘Boosting the personalized nutrition field.’
Filling missing pieces
Obstacles and opportunities through smart strategy and collaboration
Essential collaboration and partnerships
A white space for collaboration exists between the public and private sector, which needs to come together in the interest of wider population health and disease prevention. Personalised nutrition stakeholders see strategic collaboration as an opportunity to join expertise, cut costs and improve mainstream consumers’ access to personalised nutrition.
Stripf sees a need to join the dots across the ecosystem, as well as standardisation for things like health scores. He adds there is also an opportunity to collaborate across the technology spectrum to build integrated solutions that provide complete product transparency, including provenance and reducing carbon footprint.
Having led the largest public-private research collaboration in personalised nutrition, TNO and Wageningen University’s PNH consortium, Clabbers has experienced the successes and difficulties of cooperation first-hand. To him, the future of personalised nutrition lies with companies that can work together synergistically and build smart business models. “The greatest innovation probably lies in companies combining their strengths. For an individual consumer, the dynamic field of nutrition and health is way too complicated to oversee,” says Clabbers. “The idea that every consumer is able to make the best selection of suppliers for their personal needs is unachievable. People will need and find help to do this. This means that companies need to be very clear on their strengths and which partners they need to complement these strengths,” he adds. There is a certain challenge that lies in initiating, testing and growing the ecosystems of complementary companies that need to emerge in the new marketplace. There are currently very few private or public entities succeeding through such partnerships.
The main priority for personalised nutrition should be:
- Public and private sector collaboration
- Improved affordability and reduced cost
- Communicating clearer benefits to consumers
When considering strategic collaborations, Jones says science must still be at the fore; therefore, having strong scientific, multidisciplinary committees comprised of nutritionists, medical doctors, and dietary ingredient experts, amongst others, is very important. He says: “Consumers seek reassurance that what they are buying into has the approval of experts, and the solutions are secure, seamless, straightforward and safe, while providing effective support in helping them achieve their health goals.”
Similarly, Abrahams says that in order to improve credibility and trust of personalised nutrition solutions, companies need to spend as much educating consumers and practitioners as marketing their products if they want to have a long ‘shelf life.’ She suggests achieving this by partnering with companies with wide reach, building relationships with trusted stakeholders, and conducting research on differentiation of product. While the uptake of telehealth has increased to open the door to expert advice and care, the uptake of digital health solutions for self-management is still lagging—meaning there is a gap in terms of the type of solutions on the market.
Roadblocks and challenges
Personalised nutrition has a history of challenges grounded in affordability, definition, accessibility and repeat purchasing to generate healthy business cycles. Alongside challenges remaining around communicating value and benefits to consumers, Iotti says the regulatory landscape is not well thought out for personalised nutrition. “That said, regulation is not impeding or delaying personalised nutrition anywhere in the world—it is simply making consulting firms very happy,” he says.
Adding onto the topic of regulation, Clabbers says promises of health benefits and regulating claims remain a key challenge. “Ultimately, personalised nutrition is about consumer empowerment and thus about knowing what the individual effect is on you as a person,” he says. “In that light, promises of the health effect are only relevant if they are taken from a group of people that are very close to an individual. General nutrition and health claims that say something about a product and not about a measurable individual or peer-group effect are becoming less and less valuable in my view.”
Abrahams returns to the importance of scientific substantiation. She sees a risk of some companies running ahead of science and overpromising on what can be claimed without due diligence and demonstrated scientific rigour. “In the absence of strict regulation, we need a better way to separate the evidence from evangelism and make it easier for consumers to distinguish between the two,” she says. Favouring the term ‘scientific wellness,’ originally coined by Arivale CEO, Dr Leroy Hood, Abrahams feels this reference makes the important distinction between wellness solutions that are nice-to-have from those based on scientific evidence to achieve, optimise or maintain health. Research from Deloitte shows that consumers are more likely to share their data with their healthcare provider (71%) than with a tech company (18%), meaning if personalised is ever to go mainstream or have a meaningful impact on health outcomes, there is a need for business models and partnerships that build trust in the solutions that are being developed for both consumers and healthcare professionals to recommend.
Unsurprisingly, experts continue to navigate the challenge of data and privacy—from databases used for machine learning to the willingness of consumers to share their data. Approved collection, storage and use of sensitive health data is strongly regulated and compliance may not be as straightforward for some. Smart companies will be designing their consumer offerings with privacy in mind and will use that to convince consumers to participate, says Clabbers. Jones perceives technology advancing at a faster rate than regulatory bodies, and the industry needs to maintain high level and up-to-date data security in order to ensure that their solutions can live up to any policy changes.
Additionally, Stripf lists unstructured data, lack of standardisation, cultural inertia, and outdated legacy technology platforms as additional challenges facing the sector. “Keeping up with the latest technology and security developments is key for future success, and this includes new wearables that offer the consumer an increasing portfolio of biometric data, as well as at-home testing kits that are becoming increasingly accessible for consumers,” says Jones.
The push for mainstream
One of the first barriers to overcome is personalised nutrition’s tendency toward tech-savvy consumers—the ‘worried well’ so to speak. Many offerings on the market are focused around DNA testing, disease prevention, improving athletic performance and becoming ‘the best version of you,’ says Clabbers. This is not necessarily appealing for many mass market consumers who simply want to have peace of mind about their better food and health choices. He adds: “Personalised nutrition is about behavioural change and consumer empowerment. However, it’s often positioned as a tech-smart quick-fix. Firstly, this does not appeal to people and, secondly, does not deliver on its promise in the end because people find it harder than expected to change and maintain their behaviour.”
The previously outlined challenges have slowed personalised nutrition’s mainstream awareness. When defining action points for the industry, Iotti sees three areas for companies to build their strategy around:
1. Improved consumer understanding of personalised nutrition benefits: While COVID-19 has certainly spurred on an interested in customised health, it’s up to consumer-facing brands to do the heavy lifting of clearly explaining benefits to consumers.
2. Enhanced communication with consumers: The sector assumes an intelligent audience that is science-centric rather than positioning itself as consumer-centric; some companies do not have models in place to support frequent feedback.
3. Positioning personalised nutrition to make mainstream news: This will likely happen through ‘influencer’ exposure and endorsement, by athletes, for example, who can drive relatable awareness.
There is a certain challenge that exists in trying to drive personalised nutrition mainstream—it’s the opposite of how the industry is established. “Incumbent companies have developed solutions based on creating mass quantities of the same product to minimise costs,” says Jones, “whereas the personalised nutrition industry is working to provide unique solutions for a smaller subset of individuals.” This requires less outsourced production, and more local production. Many consumers are willing to pay more for personalised solutions developed just for them, and this can help drive the change of the production line, he adds.
While Abrahams previously highlighted the huge need for digital literacy amongst consumers and practitioners in order to ensure that the right solutions can be matched to the right user, she identifies affordability as a main obstacle to mainstream. She says we need to think beyond mainstream and more broadly about the impact on population health. “There is no real use in great solutions that optimise the health of those who are already healthy,” she says. “We need to invest in solutions that solve real-world problems, and for this we need investors who think differently and want to make an impact.” For instance, considering again the disproportionate deaths in ethnic groups with co-morbidities due to COVID, according to a recent Rock Health report, digital health solutions with black founders received less than 1% of $3 billion in funding (for black female founders, this is even worse). This means that there are serious funding access issues that need to be addressed first if personalised nutrition wants to run mainstream.
Future forward
Where to next for personalised nutrition?
Building robust business models
Iotti’s view is that many companies in personalised nutrition are profitable and have found their own niche—some sell to athletes, some to the general public; some sell diagnostics, and some supplements; some propose advice, some provide ready-to-eat meals. While they may be profitable, there are still issues surrounding scaling up and growing. In future, Iotti believes these companies will need to merge or collaborate to create a more holistic solution that better answers consumer needs. He concludes, “If I have to bet on the future, a community driven holistic personalised solution will take it all.”
To Clabbers, closer interaction with the consumer is a cornerstone for creating a two-way stream of data and knowledge between the user and the company. They both learn over time, they grow together, there is reciprocity, a level playing field and, importantly, trust and transparency. Secondly, he identifies partnerships that work to add true value and consolidate offerings for the consumer in to be important. “This cooperation and co-creation of the personalised nutrition space requires companies to be honest about their strengths and weaknesses and thus their position in the future value chain. Building consortia to start and grow these ecosystems is an important step towards this shared future,” he says.
Since its early beginnings, the personalised nutrition market has shown that companies evolve their business models constantly, and these changes depend on the solution and the target users. “It appears that the companies with long-term success (i.e. 5-8 years) base their solutions on the available science without overpromising,” says Abrahams. “They keep the offering simple, they focus on solving one problem, and they are transparent about how they dictate their recommendations.”
Jones observes that subscription models are resonating very well with consumers, as in other industries. Therefore, he believes offering personalised solutions that require little effort for the consumers (e.g., ‘just tell me what I need and I will take it’) will have the most success. If the solution requires too much effort from the consumer, or has strong barriers to entry (i.e., too costly, too tech-savvy, or requires too many in-person visits), it will only have success with a small subset of consumers.
Shaking and innovating the market
While many products and services have launched over the years, some may be somewhat similar in the offering, which requires existing or even new companies to consider how they innovate to stay current or introduce something entirely unique. “The most important thing for brands to do is future-proof their business by staying ahead and serving developing dietary trends,” says Stripf. Consumer needs are becoming increasingly complex and brands need to innovate their capabilities to respond more quickly to changes in expectations, he adds.
Companies such as ingredient and supplement suppliers need to take advantage of new ways of conducting research through digital studies to collect new data and involve customers in the creation of new products and services.
Mariette Abrahams, Qina
Jones sees a need for companies to continuously innovate, and at an increasingly faster speed. “This requires more agile structures—frequently used in new, smaller companies, which give them an upper hand against slower moving, larger companies.” However, strategic partnerships are paving the way for larger companies to leverage the speed and innovation of fast-moving start-ups. Importantly, he adds a holistic approach to health requires a multidisciplinary team as well as a strong ecosystem of experts.
In this emerging industry where companies are tweaking their business models to see what works, many are adopting a blended B2B and B2C approach. This can include partnering with other credible companies that have a different target market to co-create and conduct joint projects, says Abrahams. “Companies such as ingredient and supplement suppliers need to take advantage of new ways of conducting research through digital studies to collect new data, reach new users, and involve customers in the creation of new products and services.” In a world that is moving faster than ever and consumers are fickle, all of the above can be done through a networked approach, changing the organisational structure to one that is agile, data-driven and responsive to consumer needs.
Five-year focus
Considering major health and wellbeing shifts globally over the past decade, the personalised nutrition market will undoubtedly look different in the years to come as consumers evolve their priorities and solution needs. There’s also a wider need to explore where personalised nutrition has an opportunity to address existing and emerging public healthcare issues, such as mental health, obesity and malnutrition.
As an example, Stripf highlights that there are approximately 100 million Americans with diabetes or pre-diabetes, which reflects a major health crisis. “People need to eat more healthily and personalised nutrition will be a significant enabler for these shifts; however, we need tools that make it easier for consumers to find the right foods for their needs.” Innovation that improves the shopping experience by making it both more accurate and convenient will be a huge focus area, which is the case for Stripf’s company, SpoonGuru.
Through Iotti’s five-year lens, he predicts that transformation will mostly come from external companies (such as large tech corporations) and some industry underdogs. “Those players will silently take the lead of a sector where the traditional players (large nutrition conglomerates, B2B and B2C) have loudly claimed their leadership with scarce results. Consumers will take a central role and will become the real drivers of change—only community-based initiatives will be successful,” he says.
To Abrahams, the pivot toward healthy lifestyles will remain a priority. She perceives increased adoption of digital tools and self-monitoring, which means increasing reimbursements of the use of digital tools and rewards for those who use them. However, governments and regulators will need to protect the public from potentially harmful advice and tools by elevating and protecting personalised nutrition experts to ensure trust remains a priority. Abrahams also believes subscription models will become the norm and consumers will become more comfortable with at-home testing to track progress. Interoperability will improve with companies needing to be more flexible in providing the best experience for the user whilst generating new data sources. She adds: “Nutrition education and a lifestyle medicine approach will continue to grow, meaning that we will see organisations needing to collaborate in order to build bridges toward new ways of working and delivering care, as the value of experts has changed. As mentioned, personalised nutrition is becoming everybody’s business and responsibility if we have any chance at impacting population health.”
Biographies
Our expert contributors
Mariette Abrahams, Ph.D., co-founder and CEO, Qina
As founder of Qina, the first consultancy and platform that offers consolidated navigation and understanding the personalised nutrition industry, Abrahams’ mission is to bridge the gap between industry, consumers, science and frontline practitioners by providing strategic guidance, domain expertise, and innovation project management services through Qina’s network of independent experts.
Nard Clabbers, co-owner and chief scientific officer, Happ
As a nutritionist and entrepreneur, Clabbers set up the largest public-private research consortium on personalised nutrition and health together with Wageningen University during his time at Dutch knowledge organisation, TNO. He is now the co-owner and CSO of Happ, a personalised nutrition consumer platform that is helping consumers to select and purchase better foods based on their personal profile.
Marco Iotti, Ph.D., CEO, Altrove Innovation; chief scientific and technology officer, Mixfit
Iotti is an active entrepreneur, investor and advisor, as well as founder and C-level executive in the health and nutrition industry. Iotti has a doctorate in agricultural biotechnology, a master’s in food and nutrition, as well as an MBA. He has several scientific publications and patents, and is an entrepreneur by heart—inspired by the will to help create a more sustainable world.
Jonathan Jones, Ph.D., chief scientific officer, Monteloeder
Jones has 20 years’ experience in clinical and applied research. He is an expert in understanding designing, developing and improving just-in-time adaptive intervention (JITAI) solutions based on clinical studies data. His responsibilities include recognising problems arising during the execution and analysis of studies, identifying data to be collected, extracting subset of data for use in research projects, defining all the elements of the JITAI framework. For the past three years, he has been working on developing personalised digital health solutions in Monteloeder, and has become an industry expert in the field.
Markus Stripf, founder, Spoon Guru
Stripf was the former Warner Music Group MD and has 15 years’ experience at the forefront of the digital content and grocery business’s transition into digital. Spoon Guru is an award-winning, AI based health & wellness platform that enables food retailers to deliver personalised shopping experiences based on consumers’ unique dietary preferences and health needs.
