I often encounter the perception that collaboration must be philanthropic or government-subsidised, requiring centralised strategy and leadership to succeed. While it’s true that many successful collaborative systems benefit from this model, it isn’t the only viable approach.
I firmly believe government funding can play a critical role in offsetting the risks associated with innovation and exploration of new ideas. Indeed, such funding can significantly benefit early-stage collaborations or ecosystem developments. However, to maximise the potential for genuine innovation, it’s essential that these funds are targeted specifically at innovative and transformational activities rather than redirected toward business-as-usual processes. When innovation funding is diverted to routine operations, the opportunities for meaningful growth and profitability become diluted.
There’s a common misconception that collaboration inevitably trades off against profitability. Many business leaders hesitate to fully embrace collaborative strategies due to fears of diluting competitive advantage, slowing decision-making, or complicating profit pathways. However, both my personal experiences and extensive research demonstrate exactly the opposite.
Effective collaboration is about much more than teamwork or simple cooperation; it involves creating significant additional value. Organisations that collaborate well – internally among teams and externally with industry peers, academia, and government – unlock new avenues of innovation, accelerate knowledge transfer, and foster substantial growth.

Shaun Tholen (Nambucca Macnuts) and Dave Gray (Uncle Stan’s) talking about the importance of collaboration at For Foods Sake 2025
Strategic collaboration enhances, rather than compromises, profitability. Collaborative organisations become more agile and resilient, better equipped to navigate market fluctuations and swiftly respond to evolving customer demands. By pooling resources, knowledge, and technology, collaborative efforts open doors to new markets and segments, substantially reducing the risks and costs associated with innovation.
Importantly, collaboration can even include direct competitors. Working alongside competitors can effectively expand the market, drive consumer trial, and increase retail shelf space. Collaborative initiatives among competitors such as: setting industry-wide standards, undertaking joint awareness campaigns, or collectively promoting product categories, can significantly boost consumer interest, grow the overall market, and enhance profitability for all involved.
For instance, Future Food Systems has demonstrated the benefits of collaboration through agrifood clustering initiatives. On Queensland’s Sunshine Coast and in Noosa, businesses collaborated to develop a co-designed logistics network proposal aimed at significantly reducing costs and improving market access. Similarly, in Coffs Harbour, establishing an agrifood innovation precinct and living lab has facilitated knowledge sharing, enhanced market access through collective branding, enabled interconnected circular product development, and built long-term economic resilience.
Throughout my professional journey, I’ve witnessed firsthand the substantial economic benefits derived from effective collaborative partnerships, including those involving competitors. Businesses that excel in today’s interconnected economy consistently leverage collaboration as a strategic advantage rather than perceiving it as a barrier to profit.

Coffs Agrifood Living Lab Session
Let’s challenge the outdated assumption that collaboration undermines profitability. Instead, let’s embrace collaboration as one of our greatest enablers for profit and sustained growth.
I’d love to hear about your experiences regarding collaboration and profitability. At FFS, we are passionate about uncovering and sharing insights into collaborative success. Please reach out to share your story or explore opportunities for projects that could replicate similar successes for your business, region, or sector.