Innovation, Commercialization, and Start-Ups in Life Sciences
- Available for pre-order. Item will ship after September 17, 2021
This book provides the reader the methodologies necessary to create a successful life sciences start-up from initiation to exit. Written by an expert who has worked with more than 400 life sciences start-ups, the book discusses specific processes and investor milestones that must be navigated to align customer, funder, and acquirer needs. Successful commercialization requires attention to multiple constituents such as investors, regulators and customers. Investors require liquidity for their return, which is achieved through selling their stock in a public or private sale. The readers gain an appreciation for the necessary data, partnerships and skills needed to create a competitive and sustainable company. The author discusses the specific issues such as customer problems, demonstrating sales access, and making sure that intellectual property is impervious to competitive advancement. This book is intended to be suitable for entrepreneurs, venture capitalists, investors in both a business and academic setting. Inside of these organizations are specific departments such as R&D, operations, business development, legal, regulatory and marketing that would also benefit from this book.
Table of Contents
Section I – Innovation is a Process of Connected Steps. 1. Investment Uses a Translation Process to Deliver Innovation. 2. Invest Is Critical to A Nation’s Prosperity. 3. The Journey of Innovation Begins with Investment. 4. The United States Helps Small Companies Conduct R&D. 5. Commercialization Is Primarily Executed Through Two Organization Types. Section II – Investment Must Be Connected to Exit. 6. Angels and Venture Capitalists Invest on Commercialization. 7. Create Liquidity for Your Investors. 8. A Liquidity Event Is Not Consummated Without Due Diligence. 9. Due Diligence Reputation Is A Critical Business Process. Section III – Align with Industry Norms. 10. Find the Industry Norms. 11. Solve an Important Customer Problem. 12. Demonstrate the Ability to Access the Sales Channel. 13. Gather Domain-Experienced Personnel to Reduce Risk. 14. Determine the Acquirer’s Strategic Future and Purchase Triggers. 15. Align an Investor’s Fundable Milestones and an Acquirer’s Exit Points. 16. Create an IP Pyramid for Impervious Positioning. Section IV – A Start-Up Must Tell a Compelling Story. 17. Address Your Story to The Needs of All Constituencies. 18. Deliver to Your Plan. 19. Tell A Compelling Story with The Investor Pitch. 20. Continuously Improve Your Message with the Plan-Do-Check-Act Cycle.
Jim Jordan, a Distinguished Service Professor of Healthcare & Biotechnology Management and Senior Director of Healthcare and Biotechnology Programs at Carnegie Mellon University’s Heinz College, serves as the Chief Investment Officer of the Pittsburgh Life Sciences Greenhouse, a public-private economic and venture fund owned by Carnegie Mellon University and the University of Pittsburgh.