CookUnity Business Is Taking Food as Medicine Beyond the Home

After two years of fivefold revenue growth, CookUnity’s B2B arm is using its national kitchens and delivery network to reach health-plan members, GLP-1 users, and workers where they eat.

Three thousand meals can now leave CookUnity’s network in a single drop. At some healthcare clinics, more than 20,000 have arrived over time. Those volumes capture the scale of CookUnity Business, the B2B arm extending the company’s chef-led platform into healthcare facilities, workplaces, and residential buildings.

Led by B2B CEO Bruno Didier alongside CookUnity CEO Mateo Marietti and the broader team, the division grew revenue fivefold in 2024 and again in 2025. Didier shared that it’s currently targeting at least threefold growth in 2026 and $100 million in annual recurring revenue within the next few years. That pace is giving B2B a larger role in CookUnity’s next chapter.

The timing is on CookUnity’s side. U.S. healthcare spending reached $5.3 trillion in 2024, while employers and health plans are looking for practical ways to improve nutrition beyond the clinic. CookUnity already has the kitchens, chefs, technology, and last-mile network to meet that demand at institutional scale.

What Changes When One Order Feeds Thousands

Didier’s relationship with CookUnity predates its acquisition of MobyDish in 2024, giving him a founder-to-founder connection with CEO Mateo Marietti and experience building customer-focused B2B food-service technology.

“We want to reach people where they are and provide food that meets their needs in the moment, particularly around health and productivity,” Didier says.

Consumer subscribers expect choice, convenience, and dependable weekly delivery. A clinic, factory, or office adds another layer: precise arrival windows, centralized ordering, dedicated support, and the ability to serve hundreds or thousands of people without losing accuracy.

CookUnity’s existing scale supports that shift. The company shared that it can produce one million meals per week and completes more than 80 percent of deliveries through third-party last-mile partners, according to Didier. Earlier delivery windows bring food in before lunch or a work shift, while group ordering helps larger workplaces coordinate meals without removing individual choice.

GLP-1s Put Nutrition Inside the Care Plan

The healthcare case begins with access. Medicaid spending reached $931.7 billion in 2024, and some states can use federal waivers to cover services addressing health outside the clinic, including medically tailored meals. CookUnity told us that it is pursuing opportunities with health plans and partners in California, New York, and Washington, supported by more than 100 chefs and delivery coverage across 95 percent of the contiguous United States.

GLP-1 users are an especially important segment. A 2025 JAMA Network Open study of 125,474 patients found that 46.5 percent of those with type 2 diabetes and 64.8 percent of those without diabetes discontinued treatment within one year. Didier sees nutrition as essential to improving adherence, supporting protein and fiber intake, and building eating habits that can continue after treatment.

“The opportunity is to decrease side effects during treatment and help people change their habits,” he says.

Workplaces offer a parallel route. Factories, fulfillment centers, and other round-the-clock operations often provide limited access to healthy food. CookUnity uses smart fridges and centralized deliveries to bring fresher meals closer to employees while supporting wellness and productivity.

Distribution Will Decide the Next Phase

Now, CookUnity is focusing on placing its meals inside channels people already use. A nationwide Instacart launch is expected to let members of participating health plans buy medically tailored meals using plan-provided funds. Its Airbnb partnership is already live, while HSA and FSA eligibility, self-insured employer programs, acquisitions, and additional health-plan relationships could widen distribution further.

CookUnity’s consumer partnership with Oura also has included referral campaigns offering qualifying customers an Oura Ring. The collaboration sits outside the B2B healthcare program, but it reflects the company’s broader position at the intersection of nutrition, health tracking, and daily habit formation.

Clinical expertise adds weight to that expansion. CookUnity’s advisory board includes Tara Schmidt, lead dietitian at Mayo Clinic, and Stephen Lupe, behavioral medicine director at Cleveland Clinic’s GI Center. Didier’s longer-term vision is to connect meal prescriptions with hospital electronic health record systems, allowing delivery to begin when a patient returns home and, eventually, creating the option for pharmacy pickup.

From A.GAIN’s perspective, CookUnity Business shows how a proven consumer platform can open a second growth curve by applying existing infrastructure to a large institutional market. The opportunity now lies in distribution, clinical integration, and the right commercial relationships.

This communication is issued by IDC Management Denmark ApS (trading as A.GAIN), an alternative investment fund manager authorized by the Danish Financial Supervisory Authority, for information purposes only. It is intended solely for professional investors and is not directed at, or intended for distribution to, retail investors. It does not constitute an offer or solicitation to subscribe for interests in any fund, is not a legally binding document, does not constitute investment advice, and shall not be considered sufficient to make an investment decision. Information concerning CookUnity has been provided by CookUnity and has not been independently verified. Statements regarding future growth, targets or partnerships reflect the expectations of CookUnity's management, are subject to risks and uncertainties, and are not indicative of the future performance of CookUnity or of any fund managed by A.GAIN. Past performance is not indicative of future results.