Commercial Due Diligence
Operator judgement. For the investment decision.
Most pharma and biotech diligence answers the wrong question. It tells the committee what the literature says — not whether the asset will launch, at what revenue, and against which competitive threat. Those are operator questions. They deserve an operator answer.
We work with VC and PE investment committees on senior-led, time-boxed commercial due diligence — across Asia and globally — grounded in launch experience, not desk research.
Outcomes
• Launchability call — built for the IC decision
• Revenue potential framed in market-grade scenarios
• Access, pricing, and competitive risks surfaced early
• Red flags a desk-research team would miss
Who we work with
Healthcare VCs · Growth equity · PE sponsors · Strategic acquirers evaluating pharma or biotech assets with an Asian launch component
The problem
Where diligence gets it wrong
Diligence fails when the process answers a research question instead of the investment question.
Desk research as a substitute for judgement
Secondary reports, KOL interviews, and analyst consensus tell you what the market thinks. They do not tell you whether this asset will launch — which is the only question the IC actually needs answered.
Peak-sales math built on optimism
Most revenue models compound assumptions that no operator would sign off on — penetration curves, access timelines, and price holds that have not happened in this market in a decade.
Access and competitive risk underweighted
By the time diligence reaches access and competitive dynamics, budget is gone. The two risks that most often break the thesis are the two the process tends to rush.
Detailed service breakdown
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