Buyer perception of business risk is a key determinant of successful medtech M&A, yet many companies fail to appreciate a potential acquirer’s perspective and how it perceives value. We outline the steps that leaders of earlier-stage companies can take to improve their understanding of what prospective acquirers truly want and thus increase the likelihood of a successful transaction.
Published in MedTech Strategist
Authors: Peter Meyer, PhD & Oded Ben-Joseph, PhD, MBA
Abstract:
Investors are motivated by the prospect of a timely return on their investment in the face of perceived risks. Sell-side CEOs attempt to create shareholder value through managing their business to a set of development milestones.
Strong leaders manage their teams to a set of carefully selected milestones that they believe will create value for their shareholders. However, it is the perceptions of the prospective acquirer that will have greater impact since it is their interest that will likely determine the timing and value of the future investor liquidity event. Buyer perception of business risk is a key determinant of overall transaction value, often incorporating complex analytical and emotional components that must be considered. Sell-side CEOs need to understand and judiciously mitigate buyer risk to maximize value for both parties. The savvy medtech leader will establish clear line-of-sight to their final liquidity event by defining their exit options, understanding what prospective acquirers truly want, building to those value inflecting milestones, and sharing their learnings with investors and acquirers alike.
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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