Your Biotech Journey
Every biotech leader we’ve worked with experiences similar realities.
Pre-IND through Phase 2: The focus is on raising capital, hitting technical and regulatory milestones, building lean teams, managing vendors, and putting out fires. It’s hard to
Phase 3 through launch: The same pressures remain, but they compound. You’re still running lean and capital constrained, while also starting the transition from a drug development company to a commercial business.
Maintaining options: All the while you are managing decisions and trade-offs to position for a launch, partnership or sale.
Early Stage Pressure
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Securing the next round is always urgent, and it consumes enormous executive time and attention.
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Designing studies, hitting milestones, and delivering data are constant focal points.
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Decks, updates, tough questions, and requests require continuous preparation.
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Leaders are building and scaling CMC, clinical, regulatory, finance, HR, IT, etc. — with people wearing multiple hats.
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CROs, CMOs, specialized consultants, IT platforms — every choice is high-stakes with limited resources.
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Back-to-back meetings, operational fires, and urgent asks crowd out time for deeper thinking.
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Leaders know market input will matter — but with cash tight and therapeutic development demanding focus, hiring or investing in Commercial feels premature.
Late Stage Pressure
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Now tied to late-stage study costs, launch prep, and investor expectations for commercial clarity.
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Large pivotal trials, regulatory interactions, data submission prep. No room for slip-ups.
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Investors, partners, and boards now expect a credible path to market — not just a molecule.
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Shift from clinical to commercial supply, quality systems, and distribution partners. Expanded medical engagement with KOLs, launch readiness planning, access and reimbursement are hot topics. IT scaling for new systems and headcount increases.
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CMOs, CPO, 3PLs, patient services providers, agencies, etc. — each requires onboarding, integration, and oversight.
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Everyone is still running hard in their lanes, but now the lanes need to merge. Misalignment here shows up painfully in missed timelines, budget blowouts, or regulatory surprises.
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Forecasting, market research, pricing and reimbursement strategy, payer engagement, and early field force planning.
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Key hires in Market Access, Medical, Marketing, Supply Chain, yet budgets are tight and the culture is shifting from “science shop” to “biotech company.”
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Leaders are managing late-stage science, capital raising, investor comms, and the first steps of commercialization — with more at stake and less margin for error.