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Case Stories: Life Sciences:
BioTech, Nutraceuticals, Pharmaceuticals

The shine has gone off the life sciences sector. Investors are no longer prepared to pour money into a bottomless pit with the vague promise of 'jam tomorrow'. R&D costs are spiralling, especially in this post genome age, and yet, despite this, fewer drugs are making it to market.

The reasons that many biotech start-ups fail are partly external and partly internal. The science could not be 'proven', the diagnostic test was not more accurate (or faster, or cheaper, or easier) than the current market standard, the multi-centre, human clinical study was stopped because of an unacceptable safety profile, there was no 'next', etc.

The key success factors for BioTechs remain very similar to other startups:

EXTERNAL INVESTIGATION

Determine market segment dynamics

A company needed to have identified the key external factors that will affect future growth and profitability. We analysed the companies business from the client's perceptive and reported on gaps in perception between what the company believed their image to be to that of the what clients or end users saw, and suggested a plan to narrow the gap.

Buy or build analysis

Having determined the market potential and future volume demand, we worked with the client to assess the break even point for bringing production of a compound in-house.

Market opportunity analysis

Acquisition analysis. Analysed a specific market sector to find possible acquisition targets based on clients screening criteria. Initiated discussions with short list candidates. Conducted commercial due diligence to support valuation estimates. Reduced target acquisition price by $45m.

INTERNAL ANALYSIS

Stakeholder communication audit

We studied and reported on the legal structure of the company, issues related to shareholders, all aspects of financing. We reviewed past and current business and development plans and evaluated management and technical staff. We suggested actions to be taken by minority shareholders to protect their investment and to preserve opportunity options.

Intranet assessment

We worked with the sales department of a major multi-national pharmaceutical company to evaluate internal communications from field force to regional management. Regional and national sales managers were able to customize the summary information they received instead of having to sort thorough numerous documents, reports and forms used by the field force.

Writing Strategic Business Plans

We have worked with companies to either write their Strategic and Business plans or to review and then revise existing plans. The clients have used the plan to communicate their objectives and direction internally, with customers and with commercial partners such as suppliers.

IMPLIMENTATION SUPPORT

Establish Swiss companies for foreign clients

Technology and product licensing (in and out)

(pharmaceuticals, nutraceuticals, oncology therapy)
We assisted at all levels – from presentation of concept through to contract negotiations – in the transfer of innovative cancer detection systems to private clinics in PR China. We then worked with a second group of private Chinese clinics to deliver a new type of cancer therapy.

Company general management (General Manager, CEO)

Until the CEO could be identified and engaged, our team acted as CEO, COO of a start-up Biotech Company. Reporting directly to the Shareholders, we were responsible for the day-to-day operations of the company. We planned an investment funding strategy and directed implementation.

Coaching

We were engaged by a local governmental agency responsible for attracting and maintaining business, to coach start-up and early phase biotech companies in management, business development and HR.