Start with the decision you need to make
You don’t need to arrive with a fully defined consulting project. Tell me what is happening, what you have tried, and what is at stake. We can work out the right scope from there.
Service 1: Development and operating performance
Get a clearer view of what needs to change.
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When a program is behind plan, the cause may sit across several functions. I review the development plan, team responsibilities, vendor and CRO/CDMO performance, data and quality processes, and budget assumptions together, so the real bottleneck is clear, not just the visible symptom.
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The work can include a focused operating review, CRO or CDMO oversight, development plan rebuild, or interim support through a leadership transition. The goal is practical priorities, clear accountability, and a plan the team can actually execute.
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A clear diagnosis of the main constraints and a prioritized action plan with owners and timelines, and where needed, hands-on support to get the plan moving. You leave with a program that is back under control.
Service 2: Investor and transaction diligence
Pressure-test the development plan before backing it.
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I bring an operating perspective to diligence on biotech, diagnostics, and health-technology opportunities. I assess clinical feasibility, regulatory assumptions, management capability, vendor dependencies, and the resources genuinely required to reach the next milestone.
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I pressure-test the development plan the way someone who has had to deliver it would. I identify where timelines and budgets are optimistic, where execution risk is hiding, and what has to be true for the investment thesis to hold.
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A clear-eyed operating assessment of the opportunity: what’s real, what’s at risk, and what it will take to succeed, so you can commit capital with confidence or walk away early.
Service 3: Technology and service-company advisory
Building something a life sciences customer can use.
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I advise AI, data, and service companies on the realities of selling to biotech and pharma. I examine the workflow you want to improve, the people involved in the buying decision, and the evidence a life sciences customer needs before adopting your offering.
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I help you see your product through your buyer’s eyes and how development, quality, and regulatory teams evaluate and adopt new tools, so you build and sell what they can genuinely use.
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A clear map of how your life sciences customers make adoption decisions, where your offering fits, and what evidence and positioning will move them from interest to commitment.
Service 4: Board and governance advisory
Help your board keep pace with the company.
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Whether you are forming a board or strengthening an existing one, I start with the decisions the company faces. I assess the experience the board needs, how responsibilities are divided between directors and management, and whether directors receive the information they need to provide effective oversight. The review can include board composition, committee responsibilities, reporting, and meeting practices. I look for gaps that could leave important assumptions unchallenged or risks insufficiently understood.
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I help define the capabilities your board needs, develop director profiles, and support candidate evaluation. I also recommend practical improvements to board reporting, agendas, committee responsibilities, and how matters are brought to the board’s attention.
My operating experience is particularly relevant to oversight of development plans, resource allocation, regulatory risk, and data governance. I help boards ask informed questions while keeping responsibility for execution with management. Where recommendations involve formal governance documents or legal requirements, I work alongside company counsel.
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You will receive a written assessment, prioritized recommendations, and a practical implementation plan tailored to the company’s stage.
The aim is a board that is better equipped to challenge assumptions, support management, and oversee the company’s next stage.