Between 2020 and 2025, World Vegetable Center (WorldVeg) and SNV are implementing the Veggies for Planet & People (V4P&P) program in Ethiopia and Kenya. This case study delves into V4P&P’s Vegetable Business Network (VBN) model to evaluate its overall effectiveness, success factors, and challenges. The VBN model is based on iCRA’s Agribusiness Cluster Approach (ABC). By December 2023, 219 VBNs had been established: 80 in Ethiopia and 139 in Kenya. In Kenya, 73% of the VBN members are women and 27% are youth, including women. In Ethiopia, the VBNs constitute 33% women and 49% youth. In Kenya the program is on track for regenerative agriculture and jobs creation and in Ethiopia the program is on track for sales of produce and jobs creation. To achieve these results, the program employed different interventions. These include capacity development for VBNs, mentoring, and linking youth to service providers such as finance, input suppliers and traders, support in marketing, linking to similar youth networks and platforms for mutual learning and support. Access to finance was a crucial part of V4P&P’s strategy, which combines encouraging VBN members to integrate Village Saving and Loans Associations (VSLAs) into the VBN structure and linking VBNs to financial institutions or equipment service providers who have inbuilt debt facilities within their sales models. The mixed KPI results underscore the need for continuous refinement of data collection methodologies, tailoring interventions to local contexts, defining roles within the value chain, strengthening market linkages, and embracing digital solutions for sustainable agricultural development. The V4P&P project is convinced that the sustainability of the results is intricately woven into its design, implementation and exit strategy. Central to the program are a) empowerment and capacity building of the VBN coaches b) transformation of these coaches from mere facilitators to independent (business) service providers c) forging partnerships with local institutions, agribusinesses, and government agencies to further bolster these commercial ventures and d) embedding service costs to a mixed model of partners’ investments and payment by farmers. Regarding the scalability of interventions, V4P&P believes the VBN approach can serve as a model for replicability across different regions and crops. However, the project found it challenging sometimes to convince farmers to change from more traditional practices to agroecological ones. Farmers are transitioning to regenerative agricultural practices slowly. Also, scaling adoption of these practices remains a significant challenge due to a variety of factors that will be explored in this case study.