𝗧𝗵𝗲 𝗵𝗮𝗿𝗱𝗲𝘀𝘁 𝗽𝗮𝗿𝘁 𝗼𝗳 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗶𝘀𝗻’𝘁 𝘀𝗶𝗴𝗻𝗶𝗻𝗴 𝗮 𝗱𝗲𝗮𝗹 — 𝗶𝘁’𝘀 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗶𝗻𝗴 𝗼𝗻𝗲. In most biotech and pharma companies, #B𝘶𝘴𝘪𝘯𝘦𝘴𝘴D𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 usually means 𝗹𝗶𝗰𝗲𝗻𝘀𝗶𝗻𝗴 — collaborations, royalties, valuation models. That’s essential work, but it’s only half the story. #𝗖𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹 𝗕𝗗 — what happens as a product nears approval or enters the market — is a different discipline. It’s where assumptions give way to execution. In #𝘭𝘪𝘤𝘦𝘯𝘴𝘪𝘯𝘨, we 𝘥𝘦𝘢𝘭 𝘸𝘪𝘵𝘩 𝘰𝘱𝘵𝘪𝘰𝘯𝘢𝘭𝘪𝘵𝘪𝘦𝘴: forecasts, discount rates, scenarios. In 𝘤𝘰𝘮𝘮𝘦𝘳𝘤𝘪𝘢𝘭 𝘉𝘋, we 𝘥𝘦𝘢𝘭 𝘸𝘪𝘵𝘩 𝘳𝘦𝘢𝘭𝘪𝘵𝘪𝘦𝘴: supply chains, pricing, launch timing, payor access, distribution. It’s no longer about how to split value but how to #𝘥𝘦𝘭𝘪𝘷𝘦𝘳 it. 🔍 𝗧𝗵𝗲 “𝗦𝗲𝗰𝗼𝗻𝗱 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗣𝗿𝗼𝗯𝗹𝗲𝗺” Health Advances once wrote a piece that still resonates: “𝗢𝗻𝗲-𝗛𝗶𝘁 𝗪𝗼𝗻𝗱𝗲𝗿𝘀 — 𝗧𝗵𝗲 𝗦𝗲𝗰𝗼𝗻𝗱 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗣𝗿𝗼𝗯𝗹𝗲𝗺 𝗶𝗻 𝗕𝗶𝗼𝘁𝗲𝗰𝗵.” Many biotechs succeed once but stumble on the second product because they stay optimized for 𝘥𝘦𝘢𝘭-𝘮𝘢𝘬𝘪𝘯𝘨, not 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴-𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨. They master partnerships but not launches--didn't bridge strategy and execution. That’s where the partnership between the 𝗖𝗵𝗶𝗲𝗳 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗢𝗳𝗳𝗶𝗰𝗲𝗿 and 𝗖𝗵𝗶𝗲𝗳 𝗖𝗼𝗺𝗺𝗲𝗿𝗰𝗶𝗮𝗹 𝗢𝗳𝗳𝗶𝗰𝗲𝗿 becomes defining. The CBO brings the 𝘰𝘶𝘵𝘴𝘪𝘥𝘦 𝘸𝘰𝘳𝘭𝘥 𝘪𝘯 — anticipating what partners and payors need. The CCO brings the 𝘪𝘯𝘴𝘪𝘥𝘦 𝘸𝘰𝘳𝘭𝘥 𝘰𝘶𝘵 — ensuring science and strategy reach patients. When they work in sync, 𝘀𝗰𝗶𝗲𝗻𝗰𝗲 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 impactful 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀. When they don’t, companies risk confusing activity for progress. The best organizations share one lens — 𝘵𝘩𝘦 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘱𝘦𝘳𝘴𝘱𝘦𝘤𝘵𝘪𝘷𝘦. Because at the end of the day, the product is where science, strategy, and patient value meet. 🚀 𝗧𝗵𝗲 𝗕𝗗 𝗦𝗵𝗶𝗳𝘁 𝗧𝗵𝗮𝘁 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 Commercial BD often begins two years before approval — during launch planning — when BD supports commercial teams on launch strategy and readiness, access, ITM (in-the-market) vs. TTM (to-the-market) pathways, and real-time insights to shape future BD priorities. At that point, #BD becomes #operational, financial, and mission-critical. 🙏 𝗔 𝗡𝗼𝘁𝗲 𝗼𝗳 𝗧𝗵𝗮𝗻𝗸𝘀 I learned many of these lessons early from exceptional leaders who shaped how I think: Anthony C. Hooper (Tony) (𝗔𝗺𝗴𝗲𝗻) — every deal must serve patients, not spreadsheets; D. Mark McClung (𝗔𝗺𝗴𝗲𝗻) — connect strategy with field reality; Jeff Ajer (𝗕𝗶𝗼𝗠𝗮𝗿𝗶𝗻) — commercial discipline and compassion can coexist. Their #mentorship grounded my belief that in biotech, 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝘀𝗵𝗼𝘂𝗹𝗱 𝘁𝗵𝗶𝗻𝗸 𝗹𝗶𝗸𝗲 𝗮 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗽𝗲𝗿𝘀𝗼𝗻 — scientist, BD lead, or C-suite alike. Because a “deal” makes a headline. A “launch” builds a company. https://lnkd.in/etf5tfMt
Well-said Thaminda Ramanayake - love it.
So true.
Valuable insights! Thank you for sharing, Thaminda Ramanayake
Thanks for sharing. Great mindset.
Strategy & Business Development | Partnerships & Licensing I Negotiation & Deal Structuring
2wThanks for sharing Thaminda Ramanayake