CEOs must accept the reality that the success of their company is largely dependent on segment dynamics, in addition to the technology or their management skills
Published in Life Science Leader, November 2019
Authors: Dr. Ellen Baron and Dr. Oded Ben-Joseph
Abstract:
Life sciences companies seeking to raise capital or form early partnerships with strategic players often make avoidable mistakes based on misconceptions stem- ming from management’s internal perspective or from overlooking segment dynamics and the importance of return on capital to investors. But there are some tips that can increase your probability of a successful transaction.
This article examines the quiet but profound reset underway in U.S. biotech, triggered by a rare combination of forces: delayed or reduced federal funding, large pharma cutting mid-stage partnerships, and venture capital pulling back as exits evaporate. Based on insights from Dr. Stanislav Glezer, it reveals a market splitting in two — with capital chasing late-stage and very early assets while Phase 1–2 companies are stranded in the middle. The piece also exposes how government uncertainty, shrinking NIH support, and overlooked patient-behavior realities are forcing founders to rethink their entire company lifecycle. In today’s environment, survival requires new strategies, new geographies, and a deeper understanding of human factors that no protocol can fix.
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