This article originally appeared on YODL as a three-part series beginning on October 12, 2022. Some numbers have been updated.
After a full year of operations, CFIN has a lot to be proud of – from building a national organization in a virtual environment, to creating a community of food innovators, and funding innovative food projects across Canada. CEO @Joe Lake spoke with @CarolynCooper about some of CFIN’s accomplishments in 2022.
Building an Organization
CFIN was designed to operate as a virtual organization with national scope, with representatives spread across the country coming together online with one goal: to champion and catalyze food innovation across Canada. Differentiating CFIN from other funding organizations, which often focus on one region or sector, is the fact that CFIN has no limits.
“Geographical or sectoral boundaries are usually irrelevant when it comes to innovation – innovation doesn’t know boundaries,” explains CEO Joe Lake. “Working virtually is a very different way of working that has become more normalized through COVID, but it goes back to about 2017, 2018, when the proposal for this organization was created. It’s by design”
Lake says there are two key reasons CFIN was designed without a physical headquarters.
“Brick and mortar in a particular location has the risk of signalling to that region that you have a kind of unconscious bias towards that area,” he says. “Plus the organization was always designed to be a blend of boots on the ground - people actually out there connecting – with technology used as a home base.”
Building a team of full-time staff, including five regional innovation directors (RIDs), was CFIN’s first priority. Without the need to focus on a brick-and-mortar location, CFIN was able to hire 16 full-time employees with a rich variety of professional expertise and backgrounds, working virtually across every Canadian time zone.
“What I’m most proud about is really getting this team together around the proverbial virtual table,” says Lake. “And even as a young group, the culture that we’re putting together, the ability for folks to contribute, and their passion being reflected back, is up there with some of the most exciting groups I’ve ever been part of in my working career. CFIN is a place where people feel like they can contribute and take part, and to me that’s just as important as what we’re doing as an organization. Because if an organization is not striving to be open and collaborative, it won’t be able to create an open and collaborative food innovation community. So that emphasis on bringing together the team for me is really exciting.”
This culture extends to CFIN’s Executive Board and its subcommittee the Innovation Advisory Council (IAC). “They are responsible for the governance of developing and approving our program themes, and the program criteria, the way they’re assessed and how submissions are scored,” says Lake about the IAC. “This independent committee made up of experts advises CFIN to ensure that we are creating relevant programs and supporting the most impactful projects. And then in certain cases, such as for our Food Innovation Challenges, they are tied to the reviewing process as well. We’re hyper sensitive around issues like confidentiality and conflict of interest, like if you’ve golfed with this person at a charity event let’s be aware of that, did you work together in the same company 10 years ago? Because that’s not unusual in the food business, it’s not as big as you think.”
When it came to hiring RIDs, Lake says the collective vision was for them “to be diverse in terms of geography, but also in terms of their experience in the food industry and also their personality types, their behaviour and skills. We thought of them almost like an ‘80s cartoon where they had their individual superpowers, but together they could rise up to form something greater,” laughs Lake. “You know, one’s got a business degree, one has entrepreneurial experience, one’s got marketing, one’s got an R&D technical, one’s got business development. So yes, the RIDs have regional representation, but the team is stronger together for that cross-sectional understanding. Collectively we are going to look at the whole industry and country. I think we achieved it fairly well.”
Creating a Community
There are now more than 2,300 CFIN members representing all regions of the country and every sector of the food and beverage industry.
That number grew steadily throughout 2022, as the CFIN team connected with industry through social media, through articles in industry publications, attendance at countless industry events, and by presenting online experiences such as Robotics in Action and New Pathways to the Pantry. CFIN partnered with CIFST to present CIFST ALT, and the team participated in many in-person events this year that focus on innovation, including SIAL Canada, the Toronto Global Forum, the Advanced Design and Manufacturing Expo (ADM), and Protein Industry Canada’s Plant Forward event.
In addition, RIDs are tasked with reaching out to the food industry to make connections, raise awareness of CFIN’s funding opportunities, and engaging in conversations with CFIN members.
“We say boots on the ground a lot, which to me is more of a ranger mentality – you’re out there exploring and learning about the players, the influencers, but also what are the projects and priorities? What are the problems? What are the opportunities? And help bring all that information back into that national soup,” explains Lake. “And then we can help try and bridge and connect. Because we’re trying to create a community. To me, community is a little different than ecosystem, in the sense that you’re part of a community. You don’t have to necessarily be totally engaged all the time, but you’re still part of the community. And that’s the way we’re trying to design CFIN. We’re two-pronged: we fund and we build community. And we want people to come because they feel like they’re part of. We don’t want to just create a list of all these people that are accessible should you Google or phone them. That’s not quite the same to me.”
A key part of creating a cross-country, cross-sector community has been YODL, an online platform designed exclusively for CFIN and designed to facilitate discussion and partnerships among members. With original daily content, collaboration opportunities, funding calls, and lively discussions, YODL is quickly becoming the place to look for potential business partners, network with other industry professionals, and learn about new innovations.
“YODL was always designed as this digital hub, this centralized location that people could come to, but it was never designed or intended to be a database, just a listing of here’s the people who are members, browse this,” says Lake. “We always wanted it to be a place where there was a sense of members having control of their contributions, their engagement and activity.”
The organization hired a third party to facilitate focus groups and needs assessment polling with industry stakeholders and put out a request for proposals from tech companies to design the platform. “And from there we ended up with the YODL platform that we have now. So, it’s one of those things where you kind of know where you’re going, but the path there is certainly windy. And the only thing that’s guaranteed is 12 months from now it’s going to be different. But we always wanted this to be a flexible kind of thing that even the community itself can help design and engage in.”
Lake says the platform is also drawing companies on the periphery of food, which may have the technological solutions food operators are seeking. “We’re looking for innovation, and what’s cool and exciting from my perspective is it also expands beyond your typical players in food,” says Lake. “So, you can get companies who are doing data analytics and medicine, and they can pivot and turn their skill sets to food in a new way, or robotics from the automotive sector, or large manufacturing and apply it to food. There’s a lot of opportunity and ground to be gained in what I would say is collaboration. But we’re seeing it. And actually, it’s much easier and probably more efficient to get collaboration in the non-traditional manners, so a traditional food company with a non-traditional technology, because there’s no competition.”
Funding Innovation
One of CFIN’s mandates is to provide food and beverage companies access to funding for innovation. To date CFIN has invested more than $6.9 million through multiple funding calls under three programs: Innovation Booster, Food Innovation Challenge, and FoodTech Next. In total, CFIN has received more than 230 applications from across Canada.
“What I’m quite proud of for the team, is the speed with which we were able to launch calls for proposals,” says Lake. “And again, we’re learning from those, we’ve got room to improve. I think one of the stories that articulates the spirit of the organization, the culture that we’re developing, was our Innovation Booster, which is inherently designed to be much more at the speed of business. They’re really quick, they’re fairly small. People still sort of dropped their jaw when we say we’re turning them around in 40 days – that’s unusual in most grant programs.”
“But I’d say that’s probably a common theme for almost everything we’ve been moving forward, it’s pretty rapid,” adds Lake, “you know, more people, more attention, we’re growing quicker. And we’re getting that feedback. Generally, people don’t seek us out to tell us bad things. I’m sure there are people that don’t like what we’re doing, and I’d be curious to hear that and more importantly why? But the ones that are coming to us are generally celebrating going, ‘Hey, we didn’t quite have a home, or we didn’t know where to turn, or this is more of the kind of group that we’re looking for, or this is needed.’ So, it does seem like we’re hitting the right buttons for a lot of people.”
Click here to see more about CFIN’s team, Board of Directors and Industry Advisory Council.
Get in touch with one of CFIN’s RIDs in your region: @Lavina Gully (BC), @Hubba Khatoon (Prairies), @Linda Fox (Ontario), @Julie Daigle (Quebec), and @Tyson MacInnis (Atlantic).
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