Occasional writing on what it takes to turn life science breakthroughs into businesses that last.
The three reasons strong companies stall on the way to revenue, and what the ones that break through do differently.
Read the paper →How I help investors and private equity firms read a deal the way an operator would, and the five things I look at first.
Read the note →Why the instrument, consumables, and service model decides who builds a durable business, and how to design for it early.
In progress