Over the past decade, climate change has shaped most corporate sustainability agendas. Net zero strategies, emissions reporting, and energy transition plans changed how organisations thought about risk, capital, and long-term planning. Climate moved from a corporate responsibility topic into boardrooms, investor mandates, and regulatory frameworks.

Alongside this progress, another crisis has been accelerating, often with far less attention.

Nature is under strain everywhere. Wildlife populations have fallen sharply. Forests and wetlands continue to shrink. Freshwater systems are under growing pressure. Soils are degrading. Oceans are warming and losing biodiversity. These are no longer distant environmental concerns. They are increasingly showing up in how businesses operate.

Food systems depend on fertile soil, predictable rainfall, pollinators, and functioning ecosystems. Manufacturing relies on stable access to water, timber, minerals, and agricultural inputs. Infrastructure depends on natural systems to manage heat, floods, and erosion. Insurance models assume levels of environmental stability that no longer hold.

As ecosystems weaken, companies face rising operational risk, volatile supply chains, regulatory pressure, and growing social scrutiny. Nature loss is no longer a future issue. It is already affecting input costs, asset values, production reliability, and community relationships.

The scale of the challenge is now difficult to ignore. The global financing gap for nature is estimated at USD 600 to 900 billion every year. At the same time, around USD 7 trillion in financial flows annually still support activities that directly harm ecosystems, from land-use change and over-extraction to pollution-intensive production systems.

This misalignment between capital and ecological reality is increasingly being recognised as a financial and economic risk, not only an environmental concern.

This is why nature is starting to move from the margins of sustainability into the centre of economic decision-making.

Boards are beginning to ask different questions. Investors are looking beyond carbon. Financial institutions are starting to assess nature exposure. Governments are reframing biodiversity as an economic stability issue, not only a conservation objective.

What is changing is not only awareness. It is how organisations are beginning to respond.

Nature is no longer being seen only as something to protect. It is increasingly being understood as something that must be actively rebuilt.

And with that shift comes a new business question: if the decline of nature creates risk, can the restoration of nature create opportunity?

From nature risk to nature-related opportunity

For many years, corporate engagement with biodiversity focused almost entirely on reducing damage. This included lowering pollution, sourcing more responsibly, improving waste management, and avoiding deforestation. These remain essential. But they frame nature mainly as a problem to contain.

A different approach is now starting to take shape.

Nature-related opportunities describe business activities that support ecosystem recovery while also strengthening commercial performance. They are not philanthropy. They are not branding exercises. They are not compliance responses. They are business models that link ecological recovery to revenue, cost reduction, asset protection, and long-term operating stability.

This shift is increasingly being reinforced across business and finance. Activities that reduce pressure on nature or actively restore ecosystems are starting to be connected to risk management, supply chain stability, and financial performance. Companies are beginning to identify opportunity not only in avoiding harm, but in rebuilding the systems they depend on.

In practice, nature-related opportunities are beginning to show up in several ways:

strengthening supply chains by improving soil, water, and ecosystem health
reducing exposure to regulatory, operational, and reputational risk
developing new products and services linked to ecological outcomes
supporting emerging environmental and nature-linked markets
improving productivity through healthier land and marine systems
protecting the long-term performance of physical assets

In this framing, nature shifts from being a cost to manage into something businesses can actually work with.

Across sectors, early signals are already visible. Agricultural companies are investing in regenerative practices to stabilise yields and reduce dependence on synthetic inputs. Infrastructure developers are using wetlands and mangroves to protect assets from floods and heat. Financial institutions are testing capital products linked to ecosystem outcomes. Technology firms are building tools to measure, monitor, and manage nature.

In each case, nature is no longer a side topic. It becomes part of how decisions are made.

This shift is showing up most visibly in where early capital is starting to move.

Superorganism and the rise of biodiversity venture capital

Superorganism was created to test a core proposition: that biodiversity loss is not only an environmental emergency, but one of the defining business and investment challenges of this century.

While climate technology has developed into a recognised asset class, biodiversity has remained largely outside mainstream capital markets. Conservation has historically relied on governments, NGOs, and philanthropy. At the same time, private capital has continued to flow into many of the industries driving ecosystem degradation.

Superorganism was founded to challenge that imbalance.

The firm set out to identify, finance, and scale companies whose core business models directly support ecosystem recovery, species protection, and the functioning of natural systems.

Not as a grant fund. As a venture capital platform.

The role of venture capital in this space is becoming increasingly evident. Rebuilding ecosystems at scale requires early-stage risk capital to translate ecological science into deployable technologies, operating models, and investable businesses.

From the beginning, the ambition was not to create a narrow sustainability niche. It was to show that biodiversity could support a pipeline of commercially viable companies.

Superorganism invests at the earliest stages, backing founders who work at the intersection of ecology, biology, engineering, and land or ocean management. These are not incremental improvements to sustainability programmes. They are businesses built around how natural systems actually function.

The firm’s underlying view is simple: biodiversity is infrastructure. It underpins productivity, stability, and long-term growth. Like any form of infrastructure, it can be invested in, strengthened, and rebuilt.

Three pathways to nature-related opportunity

To bring structure to a complex space, Superorganism organises its investments around three broad areas. Together, they reflect how damage happens, how recovery happens, and how nature is measured and managed.

1. Reinventing extinction-driving industries

Some of the largest opportunities sit inside the sectors that have historically driven biodiversity loss. Agriculture, forestry, fisheries, construction, chemicals, and materials extraction have transformed ecosystems at unprecedented speed. They have also created enormous economic value.

Superorganism invests in startups that work directly inside these industries, not at the margins, but within their core operating models.

These companies are working to:

replace polluting inputs with biological alternatives
redesign food and land-use systems
reduce habitat destruction
manage invasive species
restore degraded landscapes
build circular material flows

The opportunity is not to make harmful industries slightly less damaging. It is to redesign them around ecological function. When land is healthier, productivity improves. When ecosystems are more balanced, volatility declines. When biological systems are strengthened, long-term costs fall.

In this pathway, biodiversity recovery becomes a business driver.

2. The climate–nature intersection

Climate and nature cannot be separated. Forests, wetlands, oceans, and soils regulate climate. Climate disruption accelerates species loss. Solutions that address both at the same time carry particular commercial relevance.

Superorganism invests in companies working at this intersection, including ventures developing:

reforestation systems that rebuild ecosystems
coastal solutions that protect biodiversity and communities
land management models that improve both climate and habitat outcomes
biological innovations that support climate resilience

These businesses support two urgent agendas at once. They contribute to climate mitigation or adaptation, while rebuilding the ecological systems on which climate stability depends.

They also sit where corporate demand, regulatory momentum, and environmental markets are starting to overlap.

In this pathway, biodiversity is not an add-on to climate action. It is part of what makes it work.

3. Enabling technologies for nature systems

Some of the most transformative opportunities lie not only in physical restoration, but in the tools that allow ecosystems to be understood, managed, and improved at scale.

Superorganism backs companies building:

ecological monitoring platforms
biodiversity analytics systems
satellite and sensor technologies
biological engineering solutions
data tools that translate ecosystem signals into business decisions

These ventures make nature visible to organisations. They allow ecological change to be observed, outcomes to be tracked, and interventions to be designed. They turn ecosystems from invisible dependencies into things companies can actively manage.

In this pathway, opportunity is created through information, insight, and system design.

Together, these three areas give Superorganism a way to invest across how damage happens, how recovery happens, and how nature is measured and managed.

What nature-related opportunity looks like in practice

The best way to understand this shift is through how it becomes real businesses.

Superorganism’s portfolio offers instructive examples.

One company focuses on invasive species, a major driver of ecosystem collapse. Invasive predators and plants destabilise food webs, push native species toward extinction, and impose large economic costs. Control efforts are often reactive and underfunded.

This startup reframed the problem. It built a business model around removing invasive species and transforming them into high-value materials. Local communities are paid to remove invasive animals. Those materials are converted into premium consumer products. Revenue funds further removal. Ecological restoration becomes the supply chain.

Another portfolio company works below the forest floor. Healthy ecosystems depend on complex fungal networks that support nutrient exchange, water retention, and plant resilience. These systems are often destroyed in degraded land.

The company developed a method to restore these networks by inoculating seedlings with beneficial fungi before planting. This improves survival rates, strengthens biodiversity, and accelerates forest regeneration. The business model connects ecosystem recovery to emerging environmental markets, allowing organisations to support forest restoration while advancing climate and nature strategies.

Elsewhere, nature-related opportunity takes a technological form. One venture develops vision-based systems that monitor wildlife around renewable energy assets. Wind turbines are essential to decarbonisation, but they can pose risks to birds and bats, creating regulatory and operational challenges.

By detecting wildlife movement and adjusting operations in real time, the system reduces animal mortality while improving asset performance.

Another company addresses plastic pollution by developing compostable materials from seaweed. Seaweed farming can enhance marine biodiversity, improve water quality, and absorb carbon. The resulting materials offer a renewable alternative to fossil-based plastics.

Across these examples, a consistent pattern emerges. Nature is not an external benefit. It sits inside the value proposition. Ecological outcomes are not downstream impacts. They are part of how the business works.

Measuring nature value, not just claiming it

One reason biodiversity has struggled to attract capital is complexity. There is no single metric. Ecosystems are local. Impacts are multi-dimensional. Outcomes unfold over long time horizons.

Recent disclosure and financial frameworks are beginning to respond to this by establishing a common way to describe nature-related activity and link it to business performance.

Superorganism addressed this by embedding ecological measurement into its venture model from the outset.

Portfolio companies track:

intervention metrics such as hectares restored or harmful inputs displaced
outcome indicators such as survival rates, soil health, or ecosystem function
longer-term ecological change linked to biodiversity health

This allows environmental performance to be understood alongside commercial performance. It also supports founders in building businesses where ecological outcomes are part of how operations are managed, not just how impact is communicated.

Capital does not move on intentions. It moves on things that can be seen, tested, and improved.

Without that, biodiversity remains confined to pilots and side programmes. With it, it starts to enter investment decisions.

Venture capital’s role in rebuilding nature systems

Venture capital exists to absorb risk, accelerate innovation, and build markets where none yet exist.

In biodiversity, all three are needed.

Many of the solutions required to rebuild ecosystems sit at the intersection of science, engineering, and land management. Without early-stage capital, they struggle to move beyond pilots.

Superorganism’s platform is designed to operate in that space. Its portfolio spans biology, materials science, artificial intelligence, forestry, ocean systems, and agricultural innovation. It supports founders who may not fit conventional venture patterns, but whose solutions address real economic dependencies.

The aim is not only to back a few successful companies.

It is to show that biodiversity can support repeatable business models that attract founders, customers, follow-on capital, and eventually mainstream investors.

Why this matters beyond venture capital

Superorganism is not the solution to biodiversity loss. But it reflects a wider shift.

It shows that nature is starting to be treated as an investable space.
It shows that biodiversity can anchor viable markets.
It shows that financial innovation is beginning to move closer to ecological reality.

This matters because the scale of the challenge cannot be met by public funding or philanthropy alone. Nature recovery requires capital, new incentive structures, redesigned business models, and markets that reward restoration.

For corporates, this means biodiversity is no longer only about disclosure.

Nature is not a niche risk. It is a balance-sheet exposure.

It affects sourcing, asset performance, insurance, regulatory positioning, and long-term competitiveness.

Whats next?

The reality is this shift will be uneven. Some ideas will not work. Many solutions will take longer than expected. Nature does not fit neatly into quarterly targets or standard investment playbooks.

But the direction is not theoretical.

Businesses are starting to feel nature loss in very practical ways: in water access, in sourcing risk, in insurance costs, in regulatory exposure, and in the resilience of their operations. These are not sustainability debates. They are operating conditions.

That is why interest in nature-related solutions is growing. Not because companies suddenly want to save ecosystems, but because the systems they depend on are becoming less stable.

Nature is moving closer to the core of how decisions are made.

And Superorganism is working in that early, difficult, uncertain phase, where new markets are not yet proven, but the old assumptions are no longer holding.

Link to the discussion paper on nature-related opportunities here

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