A roadmap to sell an innovative cellular screening system’s services to the pharmaceutical industry.
A start-up had developed, validated and patented a cellular screening system which offered a series of advantages over traditional systems.
It wished to promote its services to the pharmaceutical industry in the area of drug discovery as its new technology would fit best there.
We studied the scientific development in detail so that we thoroughly understood the differential aspects and produced a business case aligned to the product and company.
We created a business plan which included a market study, identification of potential (global) clients and promotional activities such as conventions to attend, in-bound marketing and publishing articles.
We implemented the roadmap ensuring that it was executed as well as possible.
The company began to receive sectoral and international recognition because of its presence at key conventions, its increased and sustained presence in networks and due to negotiations with its first potential partners.
We actively engaged in closing the first negotiations and the first service contracts, including those with international clients.
A business development strategy in Eastern Europe for glaucoma eye drops.
A SME developed a glaucoma product which was a class IIB medical device. The company had already established some business relationships in Western Europe and it wished to expand into Eastern Europe and the Balkan countries.
The product was innovative and clinical studies endorsed its safety and efficacy.
We performed a technical audit of the product to thoroughly appreciate its differential aspects and its impact on the disease.
We learned how the business had been developed in existing countries and we aligned ourselves with the company’s internationalisation policy.
We designed a specific business plan which included a study on potential local partners, the conventions and trade fairs to attend and the regulatory requirements in non-EU countries.
The company performed its business activities based on the report we provided it with. It contacted possible partners, attended key medical conventions and assured itself that it met the minimum regulatory requirements.
We monitored the set-up in detail and we were involved in key negotiations up to the point where distribution contracts were signed.
An internalisation plan designed especially for expansion in the Central Asian republics.
A pharmaceutical company was contemplating several ways to develop its business in different ex-URSS Central Asian territories.
It required advice on the best choice of partner, as well as how to exploit the opportunities in the most interesting countries and how to minimise risk.
We studied the company’s portfolio and its international experience in other markets that were nearer and more straightforward. We established the regulatory status and other characteristics such as the products’ stability to ensure that they had the potential to comply with different countries’ legislation.
We verified the suitability of several proposals available as a result of the company’s recent attendance at the most important trade fair in the sector, CPhI.
We prioritised projects by partner and territory according to the study carried out in order to maximise opportunities in both of these fields.
We worked alongside the company in its contact and negotiations with the selected partner regarding the best products and the related cost of developing them in the new territory.
We supervised the company’s interaction with the new partner to ensure different dossiers were filed with the health authorities of each selected territory.
Validation of the inclusion policy for new R&D projects in a pharmaceutical company’s pipeline.
A SME pharmaceutical company successfully concluded preclinical R&D projects and wished to include them in its pipeline.
The R&D Director and team had several budgets at their disposal. They needed an external and objective valuation to ensure that the selection of projects would be done without favouritism and with good prospects for a future return on the investment.
We familiarised ourselves with the company’s history and its preclinical R&D Department. We studied in detail those projects and treatment areas that had been successful in the past.
We participated in several introductory rounds given by the team of scientists for new opportunities in which we asked about the technical and business development constraints.
We scored each one of the projects according to criteria established beforehand. We shortlisted projects in terms of their potential and how well aligned they were with the company’s peculiarities.
We ranked the projects that best fitted the scientific criteria, the business development needs, a possible return on investment and the company’s idiosyncrasies.
Projects for development were selected bearing in mind the possible synergies between them and balancing the risk.
Business planning to research and source the best contract research organisations (CROs).
A biotechnology company with expertise in cellular screening techniques for antimicrobial applications needed to plan all the preclinical value-chain activities to develop a new drug. It wished to subcontract the work that was beyond its expertise: molecular modelling, medicinal chemistry, ADME and laboratory animals.
It needed to have options that were financially acceptable and scientifically robust.
We studied how the company had developed the technology in order to define all the activities that should be subcontracted and executed to develop a new antimicrobial candidate drug.
We worked within the available budget based on the funding rounds that the company had achieved and on the commitments investors had given.
We proposed different international CROs which were specialists in their own field including companies based in the UK, Germany, Ukraine and China, seeking the best compromise between budget and reliability.
We defined the R&D plan. We achieved agreements with different CROs in various parts of the world by adjusting budgets and benefits.
We monitored the work ensuring correct process development and good coordination between the different teams involved in it.
A plan to successfully source the most suitable finance for your project.
A research group developed a new treatment for a rare disease. A non-regulatory pre-clinical trial was performed and the intellectual property was protected.
To decide on the best way to continue developing the project several things were needed: the correct business model, the right finance strategy, the correct team, suitable technological partners and appropriate financial partners.
We developed the business model and strategy to follow. We defined the most suitable way to carry out activities, the market potential that existed and the partners needed to develop the product. We did so by mentoring and offering management support to the entrepreneurial team.
We presented the project to investors and supported the subsequent negotiations that successfully concluded with a funding round for the preclinical phase.
A development plan that validated all the necessary phases and the selection of the most suitable partners for each phase of the project.
The successful conclusion of a funding round to complete the preclinical phase with the investment given on condition of the results for the clinical phases.
A financial viability plan to consolidate a R&D department’s structure.
A group of companies that was expanding in the medical device sector used its corporate strategic plan to create a R&D department to develop new products to take to market.
The department was financed by a contribution from the annual corporate budgets.
In recent years the department had cut by half the number of projects that were going to market.
We analysed the current situation and confirmed that the department lacked strategic alignment with the company and the market.
We proposed two lines of work: the corporate line and the secondary line. The corporate line was the main route for research and development. The secondary line was used as the route for the development of non-core-business projects that were still of clear interest to the market.
We created a preliminary business case and thereafter defined a five-year finance plan for the department.
We defined the department’s main financing model based on the company’s core projects and we aligned the department’s strategy.
We defined a supplementary finance model by setting up a new outward-looking workflow that was capable of identifying needs arising from the main line of work.