CEO @KYBORA | 100+ biotech deals closed across 5 continents | Guiding CEOs to enduring success globally | 1M+ miles flown, building KYBORA into a $1B company
Cross-border biotech deals often fail to deliver expected value. Over 15 years, we’ve closed 90+ deals on 5 continents despite being a boutique team. Here’s the framework that makes it work: Cross-border biotech deals often fail due to regulatory hurdles, pricing issues, and mismatched priorities. Here's how we avoid that fate: 1. Understand each market deeply Every region has its own commercial and regulatory frameworks, IP norms, and cultural context. We invest in learning that upfront because misalignment, not valuation, kills most deals. For instance, in China, most drugs are sold through hospital systems. If you don't know the distributors with hospital access, your product won't move. From volume-based pricing to the National Reimbursement Drug List (NRDL), every layer matters. Missing these details kills value before the deal is even discussed. 2. Surface hidden value others miss Our team has launched, manufactured, developed, and commercialized products in key global markets. That on-the-ground experience allows us to unearth hidden value. In Brazil, we generated additional gross margin by optimizing the global supply chain of our client's product. That gave the greenlight for the deal to proceed. In Japan, we understand the government's approach to drug loss and the policies addressing it. That lets us create favorable deal environments for Phase 2 companies. 1 in 3 cross-border deals only move forward after we reframe how value is understood on both sides. 3. Build strong trust-based personal relationships Teams that trust each other are more likely to collaborate, find solutions, and push internal alignment. Over 15 years, we've built relationships with decision-makers in every key market. That means we can speak directly to the people who matter. A quick yes mobilizes the org. A quick no saves months of useless conversations. 4. Once interest is real, move with precision Cross-border deals stall when teams lose focus. We act as deal leads: removing blockers, aligning terms, and setting the pace. Deals with clear cadence get done. 5. Keep teams lean and clear We run small, senior teams (3–4 core people) across all mandates. Big teams slow things down. Small teams close. In cross-border deals, clarity of purpose and focused execution beats headcount every time. Some quick metrics: • 90+ deals closed globally • Cross-border close rate >70% • Median close time: 6–9 months • Over 50% repeat clients Execution, not scale, is the differentiator. You don't need a big bank to close global biotech deals. You need clarity, follow-through, and credibility across borders. We've built that over hundreds of negotiations, through trust, not volume. If you're exploring global partnerships & want a partner who knows the path and the pitfalls, let's talk. At Kybora.com, we help leaders navigate cross border deals with clarity. Follow me for more on biotech M&A, strategy, global deals, and market shifts.
Have you seen any significant shifts in the Japan market recently? Their regulatory approach seems to be evolving.
The median close time of 6-9 months is telling. How do you manage client expectations when things inevitably take longer?
I'm curious how COVID changed your approach to cross-border deals?
What's been the most challenging market to break into?
The Brazil supply chain example is fascinating - would love to hear more specifics on how you optimized that.
How do you handle the language barriers across 5 continents?
Proud to be part of a team that leads with clarity, trust, and real-world experience. Cross-border biotech deals are complex, but with the right focus and local insight, we consistently turn that complexity into successful outcomes.
The lean team approach makes a lot of sense. Bureaucracy kills momentum.
Small teams close. Truth.
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3moDo you find regulatory harmonization efforts making any real difference yet?