Case Studies

Advancing a stalled therapeutic out-licensing agreement

Early-stage antibody platform company had an in-process out-license deal that stalled in the later stages of the process. The out-license agreement was the CEO's first licensing agreement, and the company's next round of capital was dependent on the deal closing.

Assessed the possible factors behind why the deal may have stalled and worked with the CEO to analyze the company's approach to the licensing agreement. Uncovered that cultural differences between the company and the in-licenser were the likely source of the majority of the issues. Worked with the CEO to assess how the company and the in-licenser were approaching the potential agreement and how the differences may have resulted in the conflict.

With a more defined understanding of why the deal had stalled and a new approach to discussing the licensing arrangement that aligned with the perspective of the in-licenser, the agreement successfully closed and the company secured the round of investment.

Indication expansion for an existing asset

Early-stage company with a single asset for a highly competitive and oversaturated indication sought to expand on its technology's potential and pipeline.

Conducted scientific and strategic assessments of the company's technology, existing indication, potential indications for expansion, and the financial and strategic values of all potential pathways.

The project resulted in the company adding a second indication with minimal competition and a significantly increased market size compared to the initial indication. The company secured funding to develop this second indication and the asset's first clinical trial.

Investment due diligence

An investor had completed due diligence on a potential medical device investment and was preparing to finalize the investment. Everything appeared favorable, but something intangible caused the investor doubts, so they sought external confirmation.

Reviewed the due diligence package and conducted deep dives into confirming that the information base they were working from was robust. Identified new comparable products that had not succeeded and assessed the reasons behind the failures and the applicability of those reasons to the company under evaluation.

This new information resulted in enough concerns about the company's probability of success for the investor that they passed on the investment. The company raised the capital from other investors but has not significantly advanced its product in part due to one of the additional hurdles identified.