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Business Development

Team profile: Stephanie Mattsson

By | Business Development, Company update | No Comments

Our now Associate Stephanie Mattsson joined us in January and has quickly convinced us that she’s a keeper. With her curiosity and can-do attitude, she never fails to inspire the rest of us. Thanks to her previous industry experience and relentless energy in solving client problems through different projects, we asked her to introduce herself and tell more about her journey to MSC.

My name is Stephanie Mattsson, and I’m a new member of the MSC team since January. I joined as an Associate after the CEO Tobias contacted me about the position. I first came in contact with MSC during my master’s studies in Business Development and Entrepreneurship through a student lead consultancy organization, which I chaired, where we were tasked with a project for MSC. After completing an internship in venture capital, the position at MSC felt like a good opportunity to gain experience in the life science industry as well as gaining valuable experience from the field of management consulting.

During my B.Sc. in Chemistry, I felt like I was missing out on understanding the bigger picture even though I enjoyed the science. I realized that I wanted to become more business oriented. I, therefore, applied for an M.Sc. in Business Development and Entrepreneurship at Chalmers University of Technology. I got accepted and enrolled in the track focused on Intellectual Capital Management. I haven’t come to regret my decision to become more business focused one bit. It opened up opportunities for me to work with start-ups in many different industries, big companies like Ericsson, and traveling abroad to work for companies like Xerox and PARC (Palo Alto Research Center). Together with a solid education, those experiences made it possible for me start my career in the cross section between technology and business in venture capital at Industrifonden. Now, I’m enjoying the experience I gain in the cross section between life science and business in my position at MSC.

I like my position at MSC since I thrive on challenging myself, whether that’s in taking a job outside my comfort zone or signing up for a half marathon. Now I get the intellectual challenge from interesting projects at work and, in my spare time, from interests such as training Thai boxing and dining out with friends.

“I think that the intersection between science and business is a place where I can make a difference for society by being a part of enabling new technology and pharmaceuticals available to the public.”

I have a lot to learn about processes in life science and about management consulting in general and, here at MSC, I feel that I can grow within a team full of energy and expertise. What I enjoy most about MSC so far is working with smart, knowledgeable, and open-minded people as well as working with companies that are in a stage of development where our services can make a huge impact. At the end of the day, I think that the intersection between science and business is a place where I can make a difference for society by being a part of enabling new technology and pharmaceuticals available to the public. By working for MSC, I contribute to society, develop as a professional, and at the same time, enjoy my everyday life with family, friends, and colleagues. What more can I ask for?

Best,

Stephanie Mattsson
Associate at MSC
LinkedIn

Readiness for a licensing deal? Opportune time to direct your focus during uncertain times

By | Business Development, Communication, Valuation | No Comments

Let’s look at our current situation from a half glass full kind of perspective. Without the possibility to travel and less meetings due to the current COVID-19 virus outbreak, we’re sure that your days look rather different than usual. Time at home and more time at your workstation should at least mean more quality time for focused work. So, let’s ensure we leverage this to strengthen the company position. These uncertain times will pass and for the companies not having utilized this period well will likely be left behind.

For all life science companies that do not have to weather the storm ‘out there’, in terms of managing sales decline or raising capital for example but instead are faced with external projects halted. This is an opportune moment to get your head down and focus on increasing your readiness levels for a potential partnering or licensing deal. We have put together a list of essentials in your licensing-package and outreach activities, because striking a deal doesn’t happen overnight or by pure luck.

First off, your asset must provide a value.

Importantly, you need to be able to succinctly articulate the value tailored to the potential licensee. Ensure that proof of how you have developed the asset is included in this. This is one of the steps in setting your sharp out-licensing strategy and building your action plan, but more on that further down.

Ace the digital interaction to get an edge

First impression is everything. Even more so important in a digital space. Before you start contacting potential partners or licensees you need to have done your homework, both in preparing your pitch but also understanding what the counterpart is in the market for. The better prepared you are, the higher the chances to better position yourself for a next meeting and later, hopefully, in negotiations.

It’s not only due to the COVID-19 outbreak that the world is turning more digital and virtual. Increasing environmental pressure, especially on business travel also plays a part. That is only one reason of why it will pay off acing digital interactions and tailoring your materials for a digital medium. No time like the present to start with outreach to potential licensees when many sits isolated and deprived of the normal ‘water cooler’ social interaction and are likely glad for the interruption.

Key consideration for an impactful licensing strategy

We have helped many biotech companies in the Nordics to develop their licensing strategy over the years. We usually start the project asking the client to consider the following areas:

  • How involved will you be in the continued development? There are several options and it will depend upon who you out-license the asset to and what your internal resources are and your long-term strategy.
  • What kind of deal type would best suit your company and assets? You need to understand your indication in detail. This includes, but is not limited to, the market, competition and other deals struck in the indication for benchmark purposes. This then informs the decision on what an ideal deal structure looks like for you; options include co-development to letting the licensee take the full responsibility as well as you keeping certain rights or a solely exclusive deal.
  • Who would the ideal partner be? Many clients only look at big pharma and larger biotech’s, but they may not always be the best partners. It’s important that you have define what your ideal partner would look like; key considerations should be what skills are you looking for, what other in-licensing deals has this company done before, how skillful are they in bringing products to the market, how attractive is the company for investors and also as an employer. Hopefully, you will end up in a situation where you negotiate with more than one potential partner or licensee. It’s then important that you also can do a proper due diligence to assess and define the scientific and commercial viability of each potential strategic partner.
  • When is the asset ready to be out-licensed? There are trends regarding the ideal timing of the out-licensing. Irrespective, it needs to align with the company’s overall business strategy. But you should consider several things such as the indication you are aiming for and what type of assets is it. It also depends on the quality and perceived value of the assets and how ‘well prepared’ the company is to hand off the assets. At this time, it’s important to have done your own asset valuation to understand how the value would change if you keep developing your assets yourself compared to out-licensing it at different stages. Doing a comprehensive valuation on the assets will also help when negotiating the deals structure and value.

If we at this point have identified a few areas where more work is needed to be able to take a decision on one of these key questions – now’s the time to look into it.

“We’d argue that it’s never too early to start working on your out-licensing action plan. Working towards a clear goal provides motivation for team, Board and shareholders.”

– Okee Williams, Sr Management Consultant and former VC, analyst and IR manager.

Develop your out-licensing action plan

With a set strategy that’ll guide your activities completed, next steps are to develop your action plan. Depending on the project, we play different roles at this stage but most often we’re the objective lynch pin pulling it all together.

  • Who should be involved in the project team? It is not a one man show, many parts of your organization need to be involved to ensure that we’re bringing our competitive edge to the table.
  • What kind of material is needed? Having the right communication materials that immediately speaks to the recipient is crucial. Sloppy or unfished presentations scare away potential licensees but great material leaving the recipient wanting more has the opposite effect. At minimum, we recommend having in place:
    • Face-to-face (whether online or in-person): Confidential prospectus and company presentation
    • Send outs: Non-confidential, short, company presentation
    • Online presence: Update homepage to align with your material
  • What should be included in the due diligence material? Start structure and assemble material for the upcoming due diligence. Also, prepare with setting up a data room with functionality to time limit and restrict access to keep leverage on your side. Examples of information that should be included are:
    • Preclinical data, safety results and regulatory material
    • Clinical studies and plans
    • Publications
  • Are your legal documents up to date? You should have confidentiality agreements (CDAs) prepared, in an easy to update template format, to be able to quickly respond to interest. Based on your ideal deal structure outlined in the licensing strategy, you should have a Term Sheet and other associated document already drafted.

Following these steps, you would be well positioned to start outreach to your targeted list of contacts. A targeted contact list is most likely to bring fruitful results if curated and identified based on criteria aligned with the strategy.

There’s of course only so much time in a day, even if you’re following social distancing, self-isolation or are quarantined. So, if we can help you get ahead with a competitive edge over the next few months, get in touch.

We have experience in providing support in all steps from taking the lead in strategy development, doing an asset valuation and developing marketing materials. Our team can also be helpful in identifying potential partners or licensees, providing direct contact details and targeted emails, alternatively support you in managing the outreach and keeping the leads warm. But also, simply provide guidance on the right timing of an ideal out-licensing.