- 20+ years hands-on and strategic experience in EU and U.S. life science environment: managing positions in pharmaceutical companies, startup technology enterprises and academic research.
- Specializes in partnering therapeutics, biomarkers and companion diagnostics, e.g. in CNS, ENT and ophthalmology; provides strategic management consulting for pharmaceutical and biotech companies, including turn-around situations and situations that call for change management.
- Clients have included: academic labs on the verge of spinning out a service-providing or technological entity; tech transfer offices of academic research organizations; entrepreneurial start-ups; biotech companies at various R&D stages; pharma companies in temporary need of strategy assessment or with a gap in alliance management; chemical companies expanding their strategic portfolios to API for the therapeutic life science industry; patient adherence program specialists.
- Geography of clients: Germany, Spain, The Netherlands, Israel, USA, Australia, New Zealand.
- Expert Reviewer to the European Commission, reviewing grant applications in Life Science/SME-relevant fields.
- All 7 Best Practices
- Pre-Meeting Discovery Process
- One-on-One Call with Expert
- Meeting Summary Report
- Post-Meeting Engagement
Business Development and Out-Licensing for Life Sciences Companies
Risks & Opportunities
Pursued haphazardly, with insufficient attention given to establishing clear and realistic goals, an operable negotiating strategy and defining what is and is not ultimately acceptable, an ill-defined and unstructured BD&L initiative exposes an SME/biotech to:
- The prospect of signing a lopsided deal that falls far short of attainable and realistic expectations.
- The risk of prematurely upending negotiations that encounter inevitable bumps, yet show early promise of an eventual mutually beneficial agreement.
- Burning carefully constructed and vital bridges with prospective partners.
- Misinterpreting and misreading key signals from the other party at critical junctures in negotiations.
- Not being fully ready for positive turns in negotiations, key inflection points such as due diligence that can determine whether talks proceed.
- Missing a chance to fully exploit a deal for all that a partnership can offer in terms of broader asset application and development, future collaboration and longer-term agreements.
- Failure to develop a team and a strategy that can match that of the other party in preparation, consistent messaging, knowledge and firmness.
By putting BD&L efforts on a par with those committed to developing the asset itself – understanding cause and effect; investigating different approaches; having a clear end in mind; being diligent and disciplined – an SME/biotech is better positioned to:
- Realize the full and fair market value for an asset, and attain more certainty that a good deal was achieved in the end.
- Bring the asset to market at the most optimal time, limiting downside risk and maximizing upside gains.
- Gain competitive intelligence that will enable a better and fuller understanding of the market realities that will ultimately determine the asset’s fair value.
- Negotiate as fully as possible as an equal to the potential licensee.
- Gain more flexibility to enter into collaborative consortium agreements that spread the risks associated with further asset development.
- Get a fuller picture of the full spectrum of BD&L opportunities for the asset, and better ensure the best choice of potential partners.
- Fully explore all of the opportunities that a potential partnership might bring to current and future assets.