Karim Kurmaly

My journey into food-tech began with a deep passion for the sea, swimming, and windsurfing. This love for the ocean led me to pursue a PhD in marine science. However, the challenging job market in the UK at the time forced me to embrace my entrepreneurial spirit and venture into the food sector by starting a pizza business in London.
Following on a meeting at Heathrow Airport, led me to join an innovative Dutch company Trouw International, known today as Nutreco. The experience gained with Nutreco became the steppingstone for a global career that took me F. Hoffmann La-Roche, DSM, biotech Algal Omega 3 start-up Veramaris where I was the pioneering CEO for 5 years, and onto DSM-Firmenich.
The problem our team is solving is that if we combine climate change forecasts with the 2050 protein gap of between 50 to 100 million tons, we could be entering a very interesting period where alternative sustainable proteins become tomorrow’s prerequisite essentials.
Leveraging DSM’-Firmenichs biotech platform, the team and myself are developing a unique microbial strain of ‘Smart Protein’, which will provide the industry with a natural net-zero-carbon, highly concentrated (70%) protein for use in food (dairy and meat alternatives), companion animal and aqua feed applications. Over the 12 months, we expect to make the transition from pilot to scaling and tolling the product.”
If we secure the correct price point and satisfy taste, texture, tribology (mouth-feel) and nutritional profile for the consumer, we could see Smart Protein included into a variety of solid (burgers, nuggets, sausages) and as an protein isolate or dairy alternative in liquid (smoothies, sports drinks) food applications. “We could also see it becoming a key ingredient in companion animal food,” he adds.
Whilst the technology is proven the crucial aspect is getting the price and scale right. Alternative proteins need to be competitive in terms of cost to encourage broader acceptance, inclusion and accessibility. Additionally, consumer acceptance plays a pivotal role, and that’s about creating a seamless transition for consumers to embrace sustainable protein choices.

Of course, the biggest challenge for most organizations due to the numerous trade-offs and innovative projects in progress is speed in making decisions and allocating appropriate resources (OpEx and CapEx) to accelerate and secure maximum valuation. This challenge is relevant to all large organizations.
Looking ahead, I expect tomorrow’s consumer to have more choice and purchase food on the basis of nutrition and health (‘What is good for me?’) and on the eco-footprint labelling of food (‘What is good for my children?’).

Our vision is that by 2050, alternative sustainable proteins will no longer be a niche but a fundamental component of our food system. They will offer a variety of options, contributing to a more sustainable and planet-friendly food system.