From Fragmentation To Integration: Why The U.K. Food Industry’s Tech Stack Is At A Tipping Point

Katy Jones, CEO Trustwell

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​The U.K. food industry is no stranger to complexity. From evolving regulatory frameworks and retailer demands to global supply chain pressures, food businesses today are operating in one of the most demanding environments in decades. Yet beneath these visible challenges lies a quieter, systemic issue: the technology stack itself.

In my experience working with food manufacturers and retailers, I’ve rarely seen a business struggle because it lacks tools. More often, the issue is that those tools don’t work together. Teams are forced to bridge gaps manually, creating friction in processes that should be seamless.

Recent findings from Trustwell's 2026 State of the Food Technology Stack Survey reveal a critical inflection point. While digital adoption is widespread, the systems underpinning operations are often fragmented, disconnected and under-optimized, limiting the industry’s ability to scale, innovate and build trust.

What stood out to me in these findings is how closely they mirror what we see in practice. Many organizations have invested meaningfully in digital tools over the past decade, yet still struggle with visibility, consistency and speed. The issue is no longer adoption; it’s orchestration. For U.K. food leaders, the next phase of competitive advantage will not come from adding more tools, but from making them work together.​

The Hidden Cost Of Fragmentation

Across the food sector, organizations are managing an average of 3.5 different technology solutions, with some juggling as many as 11. While this may reflect a willingness to invest in digital tools, it also signals a deeper issue: fragmentation.

I’ve seen teams maintaining separate systems for product development, supplier management and compliance, with little integration between them. As a result, the same data is entered multiple times, updates are inconsistent, and teams spend more time reconciling information than acting on it.

The survey data reinforces this reality, with integration cited as both the top challenge and the biggest barrier to adopting new technology. In practice, this breakdown often stems from a combination of legacy systems that weren’t designed to connect, internal silos between functions like R&D and quality and vendors that prioritize point solutions over interoperability.

In a regulatory environment shaped by Natasha’s Law, HFSS compliance and increasing traceability expectations, these inefficiencies are more than operational. They are strategic risks.​

Spreadsheets Still Dominating

Despite the rise of purpose-built platforms, nearly 40% of companies still rely on spreadsheets as a core part of their tech stack.

This is something I see consistently, particularly among small and midsized businesses. Spreadsheets are often the starting point because they are flexible and familiar.

The challenge is that spreadsheets struggle to keep up with today’s demands for real-time visibility and cross-functional collaboration. A practical first step for teams in this position is to identify one high-risk or high-friction process, such as allergen tracking or supplier documentation, and begin transitioning that workflow into a more structured system. This allows organizations to modernize incrementally rather than attempting a full transformation all at once.​​

A Maturity Divide Across The Industry

In working across different segments of the food industry, one pattern is clear: Technology maturity varies significantly depending on company size, and each segment faces a different set of challenges.

The survey data reflects this. Large enterprises are seeing strong returns from integrated systems, particularly in areas like food safety and supply chain visibility. At the other end of the spectrum, smaller organizations remain focused on practical needs like automation and cost efficiency.

Where I see the greatest tension is in the mid-market. These businesses have outgrown spreadsheets but often lack the resources or internal alignment to implement enterprise-grade systems effectively. As a result, they can become stuck in a transitional state, with increasing complexity but insufficient infrastructure to manage it.

Larger organizations should focus on optimizing and unifying existing systems to unlock more value. Midsized companies benefit most from prioritizing integration and scalability in their next technology investments. Smaller businesses should focus on targeted solutions that address immediate compliance and efficiency needs without adding unnecessary complexity.

Why Investment Is Rising, But Priorities Are Shifting

Encouragingly, the industry is not standing still. Companies are increasingly prioritizing investments that improve visibility, strengthen compliance and drive operational efficiency.

From my perspective, the sequencing of these investments matters as much as the investments themselves. Leaders often try to tackle multiple priorities at once, but in practice, visibility tends to be the most foundational. Without reliable data and reporting, it’s difficult to improve compliance or efficiency in a sustainable way.

For U.K. organizations, this shift aligns closely with external pressures. Retailers are demanding greater transparency, regulators expect faster and more accurate reporting, and consumers are increasingly scrutinizing product origins and safety.​​

Why Integration Is The New Competitive Advantage

In my experience, the organizations that are pulling ahead are not necessarily those with the most technology, but those with the most connected technology.

Integration has become the foundation for capabilities that are now mission-critical, from real-time traceability to automated compliance and data-driven decision-making. Without it, even the most advanced tools operate in isolation, limiting their impact.

In a post-Brexit regulatory environment, where U.K. businesses must navigate both domestic and international standards, the ability to unify data across systems is becoming a defining capability.​

A Call To Action For U.K. Food Leaders

The U.K. food industry has made significant strides in digital adoption. But the next phase of transformation will require a shift in mindset, from adding tools to connecting them.

Leaders should be asking:

• Are our systems enabling or slowing down decision-making?

• Do we have end-to-end visibility across our supply chain?

• Can we scale our operations without increasing complexity?

If the answer to any of these is unclear, a practical next step is to conduct a focused audit of your current systems and data flows.

Those who act now, by investing in integrated, scalable platforms, will not only improve efficiency but also set the standard for safety, transparency and resilience in the years ahead.​

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