Challenge

An early stage biotech sought competitive insight and a business development narrative to support fund-raising and the consideration of suitable partnership deals to enable expansion

The biotech’s technology was highly innovative with a corresponding recent rapid growth in the number of companies and pipeline products that were either precedents or competitors

Solution

We carried out a thorough competitor analysis based on the mechanism of action of the technology and the phase of development of companies that were active in the target therapeutic area as well as the specific indication for the company’s lead asset

We analysed comparable deals and companies in terms of upfronts, funding rounds, initial public offerings and pipeline progress

We developed clear and succinct board and investor materials for the CEO to use in ongoing discussions

Result
  • Confirmation and a depth of evidence behind the CEO’s initial instinct regarding positioning the biotech optimally for fund-raising
  • Confidence and tangible evidence to drive further fund-raising for the company
Challenge

An early-stage biotech with a highly innovative new technology that had multiple therapeutic area and indication possibilities sought a focus for its further product and technology developments

The management team and board did not have an evidence-based view on which opportunities were the best ones to pursue for further corporate growth

Solution

Analysed and clarified the corporate ambition and risk appetite, previous growth ideas that had been considered, and the key technology advantages, issues, priorities and challenges

Qualitatively triaged and evaluated the wealth of growth options, with illustrative financial and risk projections driven by market opportunities and comparable partnership and M&A deals

Created an implementation roadmap to convert the strategic choices to a tangible reality including critical path activities, resource requirements and risks to manage

Result
  • An evidence backed strategic roadmap and compelling value propositions to take to potential partners that could further advance the technology and create novel products
  • Engaged in a highly valuable partnership with a major pharma based on the board’s and management team’s clarity in strategic focus and confidence to transact
Challenge

A multi-product biotech with a newly established commercial footprint in the US was not getting the speed of uptake that was expected prior to launch

The specialty product was not straightforward to commercialise as it required a procedure, an associated device and a relationship approach with key centres spread across the US

Solution

Analysed the situation through primary and secondary research to identify drivers and barriers to product adoption, usage and leakage points after the initial positive uptake

Identified two opportunities for improved commercialisation, through accounts that did not modify logistics to accommodate the product and high rates of equipment failure during procedures

Developed an account start-up process to systematically support accounts with pathway logistics, and created a ‘Surgical Executive’ role to provide on-site support

Result
  • Clarity of action for the US commercial team that was aligned with headquarters and addressed the most important growth constraints
  • Product growth accelerated to >100% and remained in excess of 40% year on year after two years
Challenge

Shareholders were pressurising the board of a MidPharma to prioritise its investments either regionally or therapeutically to drive short-term growth

The board were split between doubling down on a successful product franchise and investing in new paths to grow, and incremental NPV analyses on each new opportunity were not helping

Solution

Clarified and focused the feasible strategic alternatives for the company, evaluated each from a strategic and financial perspective, and established the full value and risk implications of creative paths to grow

Facilitated evidence-based discussions with the executive team to narrow down the alternatives to a dominant strategic framework that clearly prioritised where and what to buy, build or disinvest

Result
  • A strategic framework that required a refreshed therapeutic and geographic focus and a ruling out of other options
  • Fast-tracking and investment in the launch of a complementary product with the knowledge that it fitted well with the strategic framework that the company had aligned on
Challenge

Corporate management changes and profitability pressures in a MidPharma led to a new focus on the value that R&D was creating, and how productivity could be significantly improved

The company had a multi-site fully integrated R&D organisation that had not delivered any new products to market for decades

Solution

Thoroughly and critically analysed the R&D portfolio and organisation from discovery through to registration across small molecules and biologics and several therapeutic areas

Developed a pipeline evolution model to explore what kind of output could be expected from the existing portfolio supplemented by business development

Comprehensively benchmarked the R&D organisations and performance of relevant peers, in order to highlight areas for improvement in strategy, structure and outsourcing

Result
  • A new and more focused strategy with new goals and a significant change to the focus, size and footprint of the R&D organisation
  • A more productive basis for enriching the pipeline and increasing the ROI of R&D

Challenge

A large MidPharma with an attractive late-stage pipeline sought to strengthen its commercial footprint in an important region for one of its therapeutic areas

Key stakeholders were not aligned on whether to self-build, acquire or partner in order to best create value, as there was insufficient insight into how feasible each option was
 

Solution

Assessed the corporate ambition and the current portfolio and capabilities from a potential partner’s perspective through structured interviews and analysis

Thoroughly screened and anonymously approached selected CEOs and key stakeholders of potential partners or M&A candidates to explore the nature of feasible deals with the company

Narrowed down the options for commercial footprint expansion with key stakeholders using a decision-making framework and facilitated workshops
 

Result
  • Clear alignment that partnering was not the right approach for the company and identification of the most promising M&A candidates to support self-build
  • A focus for internal resources to be deployed effectively for commercial expansion in a core region and therapeutic area for the company