The well-worn adage “good companies are bought, not sold” suggests that top-tier businesses, especially in high-growth industries like life sciences, do not need to seek buyers; instead, buyers pursue them. While some high-profile examples grab headlines, they are the exception, not the norm — especially in life sciences. As specialists in life science transactions, we advise management and boards to challenge this myth. Believing “good companies are bought, not sold” can be dangerously misleading and does not reflect the reality of the overwhelming majority of acquisitions in this sector.
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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