Most clinical-stage companies have a development plan, a runway forecast, and a fundraising thesis. The hard work is making sure all three say the same thing.
We build a single integrated timeline — clinical milestones, cash burn, and capital events on one canvas — and use it as the operating model for the engagement.
When the science slips a quarter, the financing strategy adjusts in the same conversation, not three weeks later. When the market cools, the development plan adjusts in the same conversation, not three months later. The integrated view turns “we should align these three things” from a meeting topic into the operating cadence.
Whether the engagement is 90 days or multiple years, the work moves through the same four stages.
Read in: existing materials, current model, recent investor conversations. One-hour kickoff with the executive sponsor to validate findings and shared priorities.
Align on objectives, construct a tailored plan, set up project tooling that minimizes operational drag. Kick-off with the broader team.
Run the plan with regular check-ins. Surface risks early. Bring in external specialists where needed. Course-correct as data lands.
Train and hand off deliverables. Stay close as the company moves through the next inflection point — the context already exists.
A development plan that doesn't account for cash burn is a wish. A fundraise that doesn't reflect the clinical timeline is a coincidence. We build them as one document so they move together.
The financial model is the artifact the board, the CFO, and the investors all reason from. We build it to be defensible under scrutiny — not to look good in a deck.
Most companies have strategy meetings, finance meetings, and investor meetings. We help our clients have one meeting that does all three — because the team that runs the company has to.
Let's talk about how we could help. A 30-minute intro call is the fastest way to see if there's a fit.
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