## Commercial Revolution of Mill: How an AI Food Waste Container Convinced Whole Foods

Mill demonstrates how a startup can shift from the consumer market to the corporate segment by leveraging the power of a proven product. The deal with Whole Foods and Amazon is not just a contract but a confirmation of a fundamental change in the company's business model, which initially planned to expand specifically into the commercial sector.

According to Matt Rogers, CEO and co-founder, this strategy was already laid out during the Series A presentation. However, the company's public ambitions regarding profit from processing corporate food waste have only now become apparent, with the deal officially signed.

### How a Food Container Became a Commercial Tool

Whole Foods will begin deploying the commercial version of the Mill container in its stores starting in 2027. The simple purpose: the equipment will grind and dehydrate waste from produce and fruit departments, reducing disposal costs and providing black feed for eggs purchased by the retailer. For Whole Foods, this means directly cutting operational expenses on two fronts.

But the real value lies in the data. Mill containers will collect information on what exactly is being thrown away and in what quantities. “Our goal is not only to optimize their waste operations but also to shift the focus upstream in the supply chain so that stores actually throw away less food,” Rogers explained.

### From Consumer to Corporations: The Role of Home Testing

Mill started in the home market several years ago. As expected from a team that previously developed Nest, the devices combined aesthetics with functionality. This was not an accidental strategy — the home product served as a tool for gathering proof of effectiveness, collecting data, and building brand reputation.

When Whole Foods began negotiations with Mill, many retail managers were already using the container at home. Rogers described this as part of their corporate sales strategy: management communicates with potential client directors, offering them a chance to try Mill in everyday life. “It’s a foolproof way to demonstrate real value,” he said.

### AI as a Key Factor in the Deal

What truly interested Whole Foods was Mill’s ability to recognize food waste before it enters the container. The company developed an AI system with sensors that determine whether food is still suitable for the shelf. Minimizing the so-called “shrink” — retailer losses due to waste and theft — could provide a significant competitive advantage in a tough market.

A breakthrough in large language models became critical. At Nest, Rogers and his colleague Harry Tannenbaum spent over a year and resources from dozens of Google engineers training cameras to recognize people and packages. With modern LLMs, Mill achieved better results with just a few engineers and much less time. “AI is a huge driver,” Rogers emphasized, acknowledging that this allowed the company to bring a commercial version to market faster.

### Diversification as a Survival Strategy

According to the CEO, complicating a single customer base and revenue channel creates economic vulnerability. Rogers cited his own experience at Apple: when the iPod generated about 70% of the company's revenue, Steve Jobs insisted on developing the iPhone precisely because he feared competition from Motorola in the smartphone market. “We needed a second pillar.”

Mill applies this logic to its business model, gradually expanding its portfolio into the commercial segment. According to Rogers, the company is also developing a municipal direction. “We continue to add new pillars and diversify sources of income,” he said.

The deal with Whole Foods shows that a food waste container is more than a household gadget. It’s a platform for data collection, cost optimization, and building new business channels in an industry where every percentage point of efficiency has material value.