Direct answers before capital is committed.

The first qualification requires the country and location, land status, water source, intended market, crop direction, preferred scale, local sponsor, available capital and current financing position. Missing facts are recorded as actions or stop conditions rather than hidden assumptions.

There is no universal minimum. GrowPro begins at 0.25 acre and FlowGrow at 0.50 acre, but commercial viability depends on crop, market volume, packing, management, utilities and logistics. A technically available module is not automatically an economically viable company.

The crop, buyer and production window come first. Their requirements are tested against climate, water, labour and operating capability. Only then should the GrowPro or FlowGrow level and technical package be fixed.

Yes, if the sponsor controls or can secure the essential project inputs and accepts that professional development is paid. Early work can create the evidence required for investment discussions, but DutchAgriTech does not promise financing for an unqualified concept.

Go means the evidence and ownership are sufficient for the next commitment. Refine means the opportunity remains credible but specific information or solutions are missing. No-Go means a current condition makes the risk or economics unacceptable. A No-Go protects capital and can redirect the project.

A credible total can be produced only after location, crop, covering, climate systems, water treatment, utilities, service buildings, packing, cooling, logistics, contingency and working capital are defined. A structure-only price is not the capital required to reach stable production.

Initial fact finding starts at €7,500. A detailed pre-feasibility study starts at €15,000. Investment preparation starts at €7,500, while a separate market study starts at €5,000 when required. Scope is confirmed in writing and each phase is paid in advance.

Each phase requires dedicated professional analysis and produces a decision asset for the sponsor. Advance payment fixes scope, commitment and responsibility before work starts. Travel, laboratory analysis and independent third-party studies are approved separately.

Potentially, through sponsor equity, commercial debt, development finance, grants, guarantees or blended structures. Finance becomes credible only after market demand, technical scope, operating team, capital requirement, cash flow, risks and governance have been evidenced.

No. Target returns may guide concept development, but final ROI, IRR, payback and debt-service capacity depend on project-specific prices, yields, grade-out, operating costs, finance terms, ramp-up and downside scenarios. They must be modelled and tested for each project.

GrowPro is the modular glass-covered family. FlowGrow is the modular film-covered family. Both are offered as Basic, Expert and Plus, but their standard size ranges, covering behaviour, investment level and climate response differ.

Basic models suit soil-grown and simpler protected crops such as lettuce, herbs, cabbage, cauliflower, broccoli, carrots, beetroot, radish, zucchini, melons, bedding plants and small-scale strawberries, subject to local climate and market validation.

Supported hydroponic vine crops such as tomatoes, cucumbers, peppers and aubergines normally require Expert or Plus capability. Plus is intended for more professional, automated and often monoculture operations where tighter climate, water and operational control is justified.

Yes, but the correct answer differs by location and season. Radiation, temperature, humidity, wind, dust, water quality, energy, labour and market timing determine whether production should be seasonal or year-round and which systems are justified.

Average temperature is insufficient. Design and crop planning require hourly and seasonal patterns for radiation, temperature, humidity, wind and extremes. The difficult production period often determines ventilation, screening, cooling, heating and economic risk.

Water demand varies with crop, climate, production system, plant density, season, cooling and drain recovery. Feasibility therefore uses a project water balance covering irrigation, crop uptake, drain, treatment losses, cleaning, cooling, storage and peak-day demand.

Hydroponics can improve water and nutrient control, especially where drain is captured, disinfected and responsibly reused. Savings are not automatic: source quality, leakage, flushing, cooling demand, sanitation and management determine actual water productivity.

The project must verify water quality and capacity, electricity connection and backup, fuel or gas where required, communications, drainage, roads and cold-chain access. Each utility needs a measured load, reliability assessment, owner, solution and budget.

Labour depends on crop, system, scale, mechanisation, harvest rhythm, packing format and local productivity. Long-cycle vine crops and strawberries can be labour intensive. A workforce plan must include recruitment, supervision, training, seasonal peaks and management capacity.

The sponsor must establish an operating company and accountable management team. DutchAgriTech can structure training, coaching, SOPs, KPI reporting, maintenance and ramp-up support, but ownership of daily commercial and crop decisions must be clear.

Detailed execution should begin only after the market, crop, climate, utilities, capital envelope, finance, land, approvals, scope, contracts and payment plan pass their decision gates. Starting earlier shifts unresolved business risk into expensive technical work.

Depending on scope, execution includes detailed engineering, permits, procurement, logistics, local assembly and construction, quality assurance, commissioning, acceptance and preparation for crop start. Responsibilities and performance boundaries are defined before contracting.

No. Commissioning proves that installed systems function against technical criteria. Operational readiness additionally requires inputs, plant material, trained people, SOPs, suppliers, hygiene, maintenance, crop planning, market logistics and working capital.

Recurring risks include an unproven market, unsuitable crop or season, weak water quality, underestimated utilities, incomplete CAPEX, insufficient working capital, unrealistic yield or price assumptions, missing management and construction that starts before responsibilities are defined.

Impact should use project baselines and operating evidence: marketable food output, water per kilogram, energy source and intensity, direct and secondary jobs, training completion, local procurement, import replacement, food availability and the financial resilience needed to sustain those outcomes.