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JJL B&W picJack J. Luchese, BA, MBA – Advisor: Finance, M&A, Corporate Development

If you are an emerging growth company you may be considering a strategic partnering strategy to optimize the value of a product opportunity or technology.

BioAlliance Strategies’ Advisor for M&A, Licensing and Finance Jack J. Luchese, MBA shares his insight and experience on the whys and hows of strategic partnerships. See our Slideshare Post on Strategic Partnerships.


• Why a Strategic Partnership?
• Selling Your Opportunity
• Presenting Your Opportunity
• Management Matters
• Due Diligence Process
• Internal Resources / Project Reviews
• Negotiating the Deal
• Living the partnership


• Brings talent and experience to the opportunity
• Brings investor credibility to the opportunity, the management and the company
• Brings direct and/or indirect funding
• Reduces execution risk
• May bring other tactical and strategic assets to the opportunity
• May eliminate the need to immediately raise capital at low valuations and enable capital raises at a later time, at more favorable valuations

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2016 BD Budget Ready?

“Fractionalized BD” Reduces Costs and Increases BD-ROI.
Business Development is a necessary but costly endeavor and the BioAlliance model allows you to benefit from the BD activities at a fraction of the cost. Your company only pays for activities focused on identifying targets, communicating capabilities and facilitating interactions with over 18K industry contacts that include C-Level, VP, Operations and Outsourcing roles.

25K Life Science Contacts Need To Learn About You
Keep your BD team client facing and allow BioAlliance Strategies to communicate your capabilities via our Integrated BD/Marketing Model. We’ll then report who “Opens and Clicks” on the information. Your team will receive a monthly report for their follow up activity from people who have read about your company.

200K+ People Reading Your General Capabilities
Over the course of a 12 month engagement, BioAlliance will communicate your value with more than 200,000 emails to life science contacts through multiple channels of direct and social media efforts.

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Why hire a full time BD employee?  Salary, taxes, healthcare costs … instead think “Fractionalized BD”. 

BioAlliance Strategies uses an Integrated BD/Marketing model that performs the grunt work such as daily Twitter, weekly LinkedIn and monthly Newsletters and Slideshare presentations to educate your target audience about your capabilities … to thousands of validated contacts at the C-Level, VP Level, Outsourcing and R&D. By doing so, we save high-dollar BD costs and you can then reduce your BD team size and increase your BD team database for each member. This translates into more opportunities for the individuals, more RFPs for each and reduced costly turn over and training.

This strategy creates a consistent message to your market and touches everyone in your BD team’s database each month …. How powerful is that?

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Slide1VCs And The Challenges Of A Transition

In early February of this year, the BIO (Biotechnology Industry Organization) Report addressed significant venture capital changes by stating that “VCs will pull back from areas that are seen as having unforeseeable or unpredictable regulatory and reimbursement hurdles”.

The bottom line is that half of the VCs involved in biotechnology funding will go to biologic drugs developers away of the customary R&D in order to seek larger populations, rare diseases and specialty drugs with higher prices. At first that would appear as a rather draconian move against the research and development of new pharmaceutical solutions for the selection and treatment of specific diseases.

After selecting three recent media reports dealing with those VCs changes, I came across a year-old article by Igor Stenmark, a contributor.His Forbes interview with William Janeway of Warburg-Pincus is well worth-reading, but it was the first question and Dr. Janeway’s answer which struck me for its description of the changes facing all VCs at large, not just those involved in the biotechnology field.  More

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About two years ago, Tom Peters felt as if he were falling behind. In response, he cleared out his calendar and spent much of the next 18 months reading recent business books. The result? “I’m more confused than when I started,” he quips.


The remark is vintage Peters—a stimulating mix of provocation, sloganeering, down-home wisdom, and self-deprecation. In a world that’s anything but straightforward and simple, Peters refuses to reduce business and management to an orderly set of bullet-point prescriptions. This is, after all, the man who famously declared that “If you’re not confused, you’re not paying attention.”

Across the nearly 40 years Peters has been writing about business, he has remained a remarkably consistent champion of what might be called the “softer” side of management. His many books and articles have, as much as anything, beaten the drum for the personal meaning and significance that workers, managers, and executives can draw from the hours, days, and years they spend working for a living. A hint: it’s not about accumulating wealth or getting promoted to the top.  More

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Slide1Michael Kaiser, MA – Advisor: Executive Management of BioAlliance Strategies, LLC is keenly aware of the threat and opportunities in the biopharmaceutical and medical devices sectors. Few companies in today’s business environment develop a therapy, technology, or medical device from the bench to the market. Strategic relationships are utilized to enhance scientific expertise, geographic reach, and sharing of financial risk.

Mr. Kaiser believes this recent article is well worth keeping for reference. Its author, Sreekanth Ravi, identifies himself as a serial entrepreneur that has negotiated the flotsam and jetsam experienced by startups. He describes 5 risks he encountered, and offers the solutions that minimize or prevent them. His descriptions apply to many industries, including the life sciences.

BioAlliance assists its clients through Corporate Development strategies through its team expertise in market penetration and/or product commercialization in the following areas:

  • Mergers & Acquisitions
  • Capital Sourcing
  • Licensing, Co-Development and Joint Ventures
  • Interim Executives
  • Scientific Advisory and Board of Director Memberships
  • Financial Modeling
  • Forecasting and Budgeting
  • Target Identification and Evaluation
  • Project Specific Financial Analyses

For more information, please Contact Us.