Introduction

Our businesses are built on beekeeping and agriculture, and our livelihoods depend on the income generated from them. Every part of this process is essential, and only through innovation across all areas can we achieve meaningful improvements.

Over the past three years of developing BeeSTAR, we have met numerous industry stakeholders, gaining insight into a wide range of perspectives and interests. One fundamental truth has become clear—collaboration, rather than competition and conflict, leads to mutual benefit.

Additionally, we have realised that the challenges facing this industry are deeply interconnected. Solving just one issue in isolation is nearly impossible without addressing the broader systemic problems.

Finally, we cannot discuss these challenges—or their solutions—without talking about money. Understanding the flow, direction, and volume of capital is crucial for addressing these issues effectively. While government-led research projects offer academic value, they often lack direct financial impact for beekeepers and growers. Initiatives such as alternative pollinators like flies, drone-assisted pollination, video-based hive monitoring, or QR code traceability do little to put money into beekeepers’ pockets.

Our goal is to implement a step-by-step plan that directly increases the incomes of beekeepers and growers through technology-driven innovation.

1. Let’s Talk About Money First

As mentioned earlier, we are running businesses based on beekeeping and agriculture. That means our first priority should be figuring out how to generate more revenue.

1. Time is money. Labour costs are tied to time, product freshness decreases over time, and the value of our goods declines the longer they sit.

2. Increasing value creates more money. There are two types of value: quantitative and qualitative. Both need to increase. More products and better-quality products fetch higher prices in the market.

3. Money should be sourced from where it already exists. Australia holds less than 2% of the global natural honey market. Millions of dollars are exchanged in this market every day, yet Australian beekeepers often remain excluded. The same applies to growers. If they could earn $10–$20 per kg instead of selling to large packers and corporations for $3.50–$4.50 per kg, their income would improve significantly.

I firmly believe that only by focusing on increasing profits can we drive meaningful, practical improvements and real innovation.

2. Who Drives Innovation?

At first glance, saving time, increasing value, and selling in global markets may seem to require large-scale preparation and investment. Many will find it easier to stick to what they know rather than stepping into unfamiliar territory. However, innovation requires a shift in mindset more than it requires resources or investment.

Our primary customers are not those who are content with the status quo. Instead, we seek beekeepers and growers who are eager to improve, expand, and challenge themselves. By working with these forward-thinking individuals, we can create visible results, which will, in turn, influence a larger movement.

We understand that many people would rather earn money without making any extra effort. That’s fine. Once we establish the path to success and create clear indicators of profitability, they will follow.

There’s a saying in Korea: “The thirsty dig their own well.” Those who truly need innovation will be the ones to lead it.

3. There’s No Need to Reinvent the Wheel

So far, we’ve discussed money and people. Now, let’s address the “how.”

We have already identified three key drivers of profitability: time savings, value increase, and global market access. However, many assume that achieving these goals requires hiring more workers, managing more hives, investing in more trucks, and spending more on research, marketing, and buyer acquisition. But that is not innovation—that is just spending money to make money.

The fastest and most practical approach is for beekeepers to focus on beekeeping and growers to focus on growing.

By breaking down existing processes, eliminating inefficiencies, strengthening critical areas, and automating repetitive tasks, we can improve efficiency and save time without additional investment.

By using the saved time to manage more hives per unit of effort and dedicating extra attention to problem hives, we can improve overall hive performance without increasing costs. Stronger, healthier bee colonies will naturally lead to higher-value honey and better pollination services. Most importantly, this doesn’t require hiring more staff or increasing work hours—it’s a true innovation.

Even saving time alone is already an innovation. The wheel is already rolling—we just need to maximise its efficiency rather than waiting for universities and government agencies to build a better one. We can start improving profitability right now with what we already have.

Conclusion

Australian beekeepers invest significant effort into their work every year. Thankfully, we live on a clean, safe island with rich natural resources capable of producing the world’s highest-quality medicinal-grade honey. We have skilled beekeepers and engineers—so why do we hold less than 2% of the global honey market? Is it because we are satisfied as long as we sell our own honey? Or have we simply been too busy to look beyond our own borders?

The Varroa Mite cannot be used as an excuse. Even before its arrival, Australia’s international competitiveness in beekeeping was already weak. Government export support may help, but its benefits do not extend to all beekeepers. Does the industry have a concrete vision for tackling this issue? Does Government prioritise financial outcomes for beekeepers, or is funding primarily flowing into universities and research institutions?

I am not dismissing the efforts of these organisations—they are necessary. However, no one seems to be focused on putting money into the pockets of beekeepers. This is where BeeSTAR began. Our core question is simple: How do we increase profits and return them to beekeepers?

Epilogue

I first began this journey on December 15, 2021, when I visited Langhorne Creek and met a young beekeeper. He had already been through a divorce at a young age and was struggling financially. Seeing him, I asked myself: How can I help fill this young beekeeper’s pockets?

For three years, I have researched, struggled, felt despair, cried, regretted, tried again, learned, been ignored, been rejected, and persevered.

You can only say you’re helping beekeepers if you’re putting money in their pockets. That’s what real innovation means to them. No matter how much technology is showcased at an Agtech event, if beekeepers don’t benefit, it’s just a celebration for the tech industry itself. When beekeepers can focus on their craft without financial worries, their bees will be healthier, and those bees will strengthen our crops, vegetables, and fruits.

Forcing growers to pay more is not innovation. Scientific justification may improve pricing negotiations, but in a market driven by supply and demand, beekeepers’ bargaining power will continue to weaken unless they become more competitive.

Through this essay, I have organised my vision and ideas in a structured way. Now, I need people who share this vision and are ready to implement practical solutions together. We need structured passion, talented people, and purpose-driven funds.