The right acquirer, investor, or customer exists. The question is whether they see the value as clearly as you do.
The acquirer who pursues a technology, the investor who backs a company, the customer who changes their workflow. They all act for the same reason. They saw the value clearly, in terms specific enough to compare against everything else competing for their attention and capital, and it held up.
Making that happen is commercial translation. Grounding the value of what you've built in the way the people on the other side of the table actually evaluate these decisions, and getting it in front of the specific person whose need it fills.
- For a portfolio
- (A university's, a program's, a fund's.) Which assets should be prioritized, which pathway fits each, and which specific people should be hearing about them and why.
- For a company or a single asset at a decision point
- The business value articulated in a way the next evaluator will find compelling. Built so the recipient can put it in front of the people who need to act on it without translation.
I come at this from the evaluator's side.
15+ years of senior pharmaceutical, biotech, and healthtech commercial strategy and business development, including at the largest healthcare-dedicated agency network, learning how pharma companies, investors, and partners decide what to pursue across therapeutic areas and health technology categories. I know what makes them act and what makes them pass.
I apply that now to the companies and technologies they haven't seen yet. At universities. At early-stage biotechs. At startups building something the market needs. The work is making the value visible, specific, and credible enough to move the right person, and making sure it reaches them.
Retainers for ongoing portfolio work. Project-scoped engagements at a decision point. Success-based components where relevant. Scope shaped in conversation.
A conversation about what you're working with and whether there's a fit.