A Forced Transition

A Forced Transition


Running a healthy efficient business is a full-time task for senior management during normal times. The unprecedented transition into a world of uncertainty, paired with unclear timing and nature of recovery, present not only new challenges to navigate but also an unprecedented volume of forced “restructuring” in our industry.

Business fundamentals, transitioned to “crisis management”

Near-term priorities for business leaders include to ensure continuity, stability and optimal preparation for recovery. There is also a pressing need to re-assess fundamental building blocks.

Human capital

  • Talent and retain
  • Capabilities – leverage the organisation
  • Promotions – consider those who meet new challenges head-on 
  • Compassion and loyalty – demonstrate and elicit
  • Flexibility – adapting the organisation to uncertainty
  • Reliability – deliver on agreed timelines
  • Expectations – manage within a “real world” context
  • Data generation – plan ahead
  • Value creation – driving forward for investors and stakeholders
    Sustained relevance, in a world where COVID is devouring mindshare
  • Keeping true to core value proposition
  • Continuing to progress
    Keeping the lights on
  • Managing cash flow
  • Pressure testing allocation of time and capital
    Collaborating and transacting in periods of transition
    Times are far from normal. In periods of transition, clients should critically review whether their advisor meets the following criteria: 
  • Experience in doing the task at hand
  • Track record of successful delivery
  • Operational experience that allows “seeing what the client sees” rather than advising from the side-lines
  • Technical expertise to understand the business and its assets, strengths and weaknesses
  • Knowing how to transact in markets of change
    COVID-19 Case study
    As a relevant example of our capabilities, we outline a recent situation: Client had retained us to help raise capital and asked us to evaluate the feasibility and merits of refocusing their lead compound into COVID-19 during a capital raising process. Within a 2-week timeframe we worked hand in glove with Client on:
    Strategy & Positioning
  • Scientific merits for such pivot – submitted recommendation to the board
  • White paper on COVID-19 – submitted to the NIH
  • Tech Watch meeting request – submitted to BARDA
    Clinical Development
  • Analysing other announced COVID-19 clinical studies
  • Reviewing and digesting applicable WHO and NIH guidelines
  • Drafting the phase Ib/IIa clinical study protocol
  • Identifying and securing two US clinical trial sites willing to conduct the study
  • Engaging a PI for the study
  • Engaging a CRO for the company with experience in other COVID-19 projects
  • Identifying and retaining a regulatory advisor with relevant experience
    IP & Regulatory
  • Filing new patents and claims
  • Commenced an expedited IND submission process
    Capital Raising
  • Redrafting the value proposition
  • Produced a new business plan and use of proceeds
  • Managing the stakeholder interaction, interaction of the investors throughout this process, who were very supportive of this transition.
    As the company’s capital raising advisor, it has been our pleasure to be given the opportunity to join the fight against COVID-19.

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