Focus areas
I focus on life-sciences decisions where demand, timing, access, capacity, competition, and execution interact strongly enough that a simple base case becomes risky.
Launch
Model demand by indication, geography, and channel before launch assumptions become commitments.
Patient and procedure populations, eligibility, access, pricing, adoption, competitive entry, launch timing, field capacity, and persistence all interact. I turn those drivers into a scenario system leadership can question before launch, not after.
See how I approach thisScale
Put field capacity where the marginal return supports it, before headcount hardens into cost.
I model where field capacity should grow, shrink, or shift across geographies, therapeutic areas, practices, and accounts, connecting commercial potential to workload, rep capacity, ramp, productivity, and marginal return.
See how I approach thisTransact
Test the commercial forecast before it becomes the number the valuation rests on.
For product, product-line, geographic, or company acquisitions, I independently rebuild the commercial drivers that could change the valuation, the capital required, the integration plan, or the recommendation itself.
See how I approach thisTransact
See how deal value moves when timing, uptake, or partner performance moves.
I model the commercial and economic assumptions behind licensing, BD&L, joint ventures, regional rights, and co-commercialization, including how value shifts when timing, uptake, partner contribution, or milestones move.
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Put the next dollar behind the product, indication, or market that earns it.
I compare competing uses of commercial capital across products, indications, line extensions, geographies, launch acceleration, and lifecycle investments, so leadership can see the assumptions and opportunity costs behind each choice.
See how I approach thisThe short version
New product, new indication, new geography. Build the demand and execution model before the launch plan becomes the forecast.
Sales force, portfolio, lifecycle, and capital allocation. Put capacity and investment where the incremental economics support it.
Acquisitions, licensing, BD&L, joint ventures, co-commercialization. Test whether the commercial economics justify the structure and the price.
Next step
Send me a few non-confidential sentences about the decision and when it lands. I’ll reply personally with an honest read on whether I can help, and the smallest scope that would.
