Cid4  presentation for 2014 meyers class
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Cid4 presentation for 2014 meyers class



How to finance your life science venture. Thanks to Kevin Smith, CEO of

How to finance your life science venture. Thanks to Kevin Smith, CEO of



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Cid4  presentation for 2014 meyers class Cid4 presentation for 2014 meyers class Presentation Transcript

  • How Are Life Science Companies Funded Presentation for Building Biotechnology Course Spring 2014
  • Agenda – Financing your discovery  Environment for funding life science entities  State of Colorado initiatives  Friends  Angels  Venture Capital  What do investors really want  One group’s viewpoint  Attributes of Success
  • Why is this guy here? Kevin M. Smith, President and CEO Colorado Institute for Drug, Device and Diagnostic Development Former President of Gambro Inc., the US Holding company of Gambro AB – a publicly-traded, Swedish multinational, medical device and healthcare services company  Strategy, acquisition analysis, integration, investor relations Partner in Ernst & Young; initiated the Colorado Life Science Practice and started the Colorado Entrepreneur of the Year program  VC and IPO financings, new business formation, managing entrepreneurs, Serves on NFP and commercial Boards; seen success and failure; believe that helping patients is laudable and can be profitable
  • What is a CID4? CID4 is a 501(c)(3) not-for-profit organization whose mission is to: Accelerate Colorado bioscience company and job growth via select capital infusions and active management designed to bridge the gap between life science discovery and product commercialization
  • CID4 Mission CID4 $ Economic Development through Innovation Advancement CID4 Sponsors Funders Project-directed philanthropy IP Economic Development through Innovation Advancement
  • The Need • Research dollars are becoming scarce • Cost to bring life science products to market is getting higher • Regulatory • Intellectual property protection • Angel investors are oriented to later stage developments – expansion capital • Colorado venture capital is very limited
  • The Need
  • The Solution State is trying to fill part of the VC gap • “Valley of Death” between discovery & commercialization is widening! • State of Colorado created BDEG (Bioscience Discovery Evaluation Grant) Program • ~ $5 million per year, 2006 – 2018, must be matched • Non-fixed asset infrastructure GRANT GRANTEE # FUNDED PER YEAR MAX GRANT BUDGET Proof of Concept Research institutions 20-25 $200k Early Stage Company Early stage companies 8-10 $500k
  • Colorado is encouraging entrepreneurism • Bioscience Discovery Evaluation Grant Program (Approx. $5.5 million per year from 2006 – 2024; must be matched): • $1.65 million in POC grants to research institutions; funds 15-20 projects per year; maximum $200k • $1.65 million in Early Stage Company grants; funds 6-8 start-up companies per year; maximum $500K • $2.2 million in Bioscience Infrastructure grants to address pre- and post-POC research, development, entrepreneurship and management gaps
  • CID4: Helping to Grow the BioScience Sector • Accelerate discovery-to-commercialization process • Work with research institutions & private businesses • Bridge the Valley-of-Death financially • Connect companies with potential partners/investors (BIO, C21, GUST, „open our rolodex‟) • Access to FreeMind (non-dilutive funding), oHours, etc • Fine-tune business plans, financial models, regulatory strategy, budgets, etc • Actively manage or bring in management - People, people and people • Catalyze high-quality job growth • Save money - No allocation of resources to physical infrastructure
  • CID4 Team • Kevin M. Smith, President and CEO • Partner, Ernst and Young • President, Gambro (medical device) • Focus: Medical devices and operations • Richard C. Duke, Ph.D., Founder and CSO • Tenured in Medical Oncology at UC-SOM (Immunology & Apoptosis) • Serial Entrepreneur: Seven companies in Colorado (GlobeImmune; Newellink; Sierra; ApopLogic; PeptiVir; MenoGeniX; Aurora Oncology) • Focus: Cancer therapeutics, infectious disease vaccines and diagnostics • Lauren Costantini, Ph.D., VP-Therapeutics & Device Development • Former Harvard faculty (Neurosciences) • Executive with several biotech companies (Titan; Accera; Sierra) • Focus: Product development, clinical trials, regulatory across platforms
  • CID4 History  Founded in late 2009  Initial funding  State  Local  Federal
  • Governance  Board of Directors  Technical and Business Advisory Committee • Individuals with relative industry experience:  Venture capitalists; serial entrepreneurs; pharmaceutical company scouts, medical device company executives, regulatory consultants; reimbursement consultants • Advisory role on investment selection • Specific domain-expertise on an as needed basis
  • Our Reach • Portfolio Companies • Client Companies • Introductions to investors/partners; pitch at BIO; fine tuning programs, bus plan, financial models, regulatory strategy, executives in residence • Collaborations • Rockies Venture Club –angel network • oHours –provides unique one-on-one setting to ‘dig into the details’ (20-min slots over 2 hours • Formal – RMI, TTOs (CU; CSU; Mines) • “Informal collaborations” with CBSA, Innovation Center of the Rockies, other angel groups
  • CID4 Organizational Progression Dates Events Spring 2009 Formation/Submission of BDEGP grant February 2010 First Technology Solicitation July 2010 First and second project fundings Summer 2011 Second solicitation/third and fourth project fundings May 2012 Third solicitation/fifth project funding Summer 2012 Sophono raises $7M; CID4 repaid $350k Summer 2012 Fourth Technology Solicitation Fall/Winter 2012 Sixth company funding Summer 2013 Seventh company funding as part of a $2 million total Fall 2013 CID4 receives follow on grant from State Spring 2014 Actively soliciting newest technology
  • The Results Since commencing operations in November 2009 Over 85 direct jobs created as a result of CID4’s investment of time and money Follow on funding >$25,000,000 CID4 Project funding commitment - $2,500,000 Screened ~120 technologies, selected eight
  • The Results THE RESULTS 8 Portfolio companies created/funded $6.4M Annual revenues of current Portfolio companies 85 New or retained jobs 4 Number of companies that have raised significant follow on capital $25M Total capital raised by portfolio companies $12.6M Portfolio companies spend in calendar 2013
  • Investment Activities – 2010 • PeptiVir: Company created by CID4 and UC-Denver-AMC inventors. Novel vaccine platform for unmet viral indications: universal influenza; RSV; SARS-CoV; parainfluenza; HIV; Ebola. In lock-up: $15M A round • Sophono: Private company. Non- percutaneous bone conduction hearing device. FDA clearance and CE mark. Product on the market in U.S., Europe, Latin America and Africa. Graduation Date: Aug. 2012, $7M
  • Investment Activities – 2011 • VetDC: Company created by CSU Ventures. Repositioning in-licensed human drugs for companion animals. Seeking FDA MUMS approval for canine oncology product Graduation Date: November 2012, $3M • Flashback Technologies: Company created by faculty from CU-Boulder and Children’s Hospital. Software algorithms and machine- learning techniques to analyze large sets of complex physiological data; first product is platform technology for the real-time analysis of human vital signs Graduation Date: January 2013, $1M
  • Investment Activities – 2012 • KromaTiD: Company created by CSU ventures, advancing knowledge of genetic abnormalities and diseases by developing the next generation of molecular cytogenetics assays, reagents and kits for use in research and clinical laboratories. First product launched in 2013. • Aurora Oncology: Company created by CID4 and UC-Denver-AMC faculty inventors. Novel therapeutics for bladder cancer entering clinical development in 2014.
  • Investment Activities – 2013 • AktiVax: All-in-one vaccine and drug delivery device that is highly useful for biologic products. Working with several corporate entities. Syndicated Investment with High Country Venture - $800K • Fitbionic: Prosthetic foot company and life style management targeting diabetic amputees Syndicated Deal with multiple investors - $2M
  • The Process • Rolling solicitation • Rigorous review process & advisory panel (TBAC) • Deep due diligence and development plan • Final decision to BOD • Select promising post-proof-of-concept CO technologies from research institutions and startups • Technologies MUST have clear pathway to commercialization – we do not fund research GOAL: Augment the value of these innovations, and position our companies to attract Series A financing and/or partners
  • State of Venture Capital • 2012 performance was better than 2011 • Up rounds – 52% (47%); • Down rounds – 17% (25%) • Round to round increases up 23% vs 14% • Medical devices outperformed bio pharma • However, the trend for life sciences continues downward • VC fundraising allocated to life sciences was down to 12.5% from 19% in 2009 • Actual dollar decrease is substantial • 2008 funds - $7.8 billion • 2012 funds - $2.5 billion Source – Fenwick & West LLP report
  • Implications of Funding Crisis • VCs making fewer investments with less technology/development risk and which requre less capital to commercialize - i.e. later stage, device, digital health • Large established life science companies are looking for new technology – increases in JVs; licenses • IPOs are making a comeback – but generally below their initial pricing range • All players are looking for earlier exit strategies than in the past
  • Capital Sources in Colorado • BioScience Discovery Evaluation Grant Program • Proof of Concept • Emerging Company • Infrastructure • OEDIT Advanced Industries Initiative– expanded program; significant changes to BDGEP • Angels – Rockies Venture Club; independent investment groups • Venture capital funds – High Country Ventures; Boulder Ventures; ???
  • Advanced Industries Initiative  Bill passed in 2013 session  Repealed BDEG, but bioscience industry will have a $5.5 MM per annum funding carve out.  The significant changes are reflected below The amounts are not subject to the indicated caps if the award is to a project that bridges multiple industries/organizations BDEGP AI BDEGP AI BDEGP AI Percent allocation 30% 15% 30% 15% 40% 15% Amount $150,000 $150,000 $250,000 $250,000 N/A $500,000 Match 1 to 1 1 to 3 1 to 1 2 to 1 None 2 to 1 Proof of Concept EmergingCompany Infrastructure
  • Why are you watching this video? • Believe that the entrepreneurial path may be yours? • Desire to make a difference in the health of patients? • Expect that increased knowledge improves the odds of success? • Want to get rich?
  • Are you Ready? • Stage of Technology • Stage of Business Plan • Status of Management Team
  • Are you Realistic? • Who will invest in your project? • Philanthropy – science grants • Philanthropy – economic development grants • Friends and family • Angels • Venture Capital • Strategic Partner • How much to you really need? • What do you think your business is worth?
  • Crowdfunding – The Good News • Globally raised $2.7 billion in 2012; up from $1.5 billion in 2011 and headed towards $5.1 billion in 2013 * • There are a growing number of websites to assist entrepreneurs in raising funds • Investors can make very small investments – increase in the number of potential investors • Early trends – charities; creative projects; consumer products • Kaufmann Foundation cites a study estimating the market for equity crowdfunding at $4 billion* Source – Massolution 4/8/13 per Life Science Nation
  • Crowdfunding – The Bad News • Life science technologies are complex and will be difficult to tell to an inexperienced investor group • The amounts available are limited – $1 million is not enough to get to the finish line • The complex capital structures that result will be detriments to ongoing angel or venture rounds. • The SEC still has not formulated the regulations needed for equity fundraising – maybe 2014? • Summary – Crowdfunding will not solve the ongoing capital challenges of life science
  • Angel Investors – A Starting Point • Entrepreneur • Intellectual Property • Needs cash • Has equity to sell • Angel Investor • Has money to burn • Likes the idea • Wants ROI
  • Starting Point – Alignment • Entrepreneur • Extremely Valuable Intellectual Property • Desperately Needs cash • Has equity to sell but it‟s “my baby” • LIKES TO BE IN CHARGE • Angel Investor • Has money to burn but it‟s my money • Likes the idea but not all angels are “angels” • Wants ROI • LIKES TO BE IN CHARGE
  • The deal should be pretty straightforward • How much money does the entrepreneur want to raise? • How much equity is the entrepreneur willing to give up? • Who is going to control the company after the investment is made?
  • The Basic Deal • Amount of financing being sought • Valuation • Control
  • The Basic Deal • Amount of financing being sought • Entrepreneur vs. investor • How much money do you need to get to the next milestone if things don‟t go smoothly? • How much do you need in the next round? • Can your investors fund the next round • It‟s all about mitigating risk?
  • The Basic Deal • Valuation • Who are the investors? • Family vs. friends vs. angels vs. professionals • Individuals vs. syndicates or clubs • Type of security • Common • Preferred stock • Convertible debt
  • Preparing for Armageddon •Common stock (low transaction costs) •We‟re all in the boat and there are no life preservers •Convertible Debt (low transaction costs) •Let the next investors be the bad guys •Preferred Shares (high transaction costs) •We need a pre-nuptial agreement •Dividends •Liquidation Preference •Reverse Vesting •Voting Rights •Anti-dilution •Drag along rights
  • Preparing for the Negotiation • Dilution of company ownership • Loss of managerial control • Adequacy of financing • Future capital requirements • Alliance with investors that have helpful industry connections • Get help to close the deal • Don‟t be afraid to ask dumb questions. They‟re easier to handle than dumb mistakes.
  • Due Diligence – You want what by when? • Business • Market • Financial forecasts • Capitalization Table • Scientific • Research • Clinical • Regulatory • Legal • Intellectual property protection • Corporate • Contracts
  • KMG – Seven Step Process STEPS DECISION 1. Initial review of the business opportunity and business plan GO – NO GO 2. In-depth presentation by the management team in person GO – NO GO 3. Preliminary validation of the management team and assessment of key assumptions, market opportunity, technology/service concept, and the business model GO – NO GO 4. Preliminary investment case (terms, valuation, and IRR) GO – NO GO 5. Presentation of investment proposal to the company/owners GO – NO GO 6. Final due diligence, including final validation of management, legal, intellectual property rights, and validation of the investment case GO – NO GO 7. Negotiate the final deal and invest GO – NO GO
  • KMG- Investment Assessment INDUSTRY • Market size • Market growth (historic & next five years) • Market participants and relative share • Historical behaviors by market participants – Acquisitions – Innovation – Price competition – Promotion activities • Expected behaviors towards new entrants • Vendor concentration • Customer concentration • Barriers to entry • Potential substitutes STRATEGIC BUSINESS OBJECTIVES • Management team’s 4-6 key strategic objectives TARGET MARKET • Market segments • Segment size • Segment growth • Market shares • Geographic scope • Product categories • Barriers for rapid adoption rate VALUE PROPOSITION • Differentiatedproducts & services • Disruptive technology • Intellectual property rights • Relative cost position • Superior clinical value VALUE CHAIN • Vertical integration • Strategic partners
  • KMG – InvestmentAssessment KEY PEOPLE • Who are they and why MANAGEMENT SYSTEMS • Organization • Incentive structure • KPIs • Cash management controls • Financial reporting • Sales reporting • Manufacturing reporting • Quality systems & reporting • Customer satisfaction tracking • Project management process • Sales training • IT systems MANAGEMENT TEAM • Background and experience • Capabilities • Team dynamics • Compensation structure CRITICAL CAPABILITIES TO WIN IN THIS BUSINESS • Management team’s identification of key capabilities for competitive advantage • Capability GAP analysis ACCESS TO CAPITAL • Capital needs to reach the next value inflection point • Ability to attract new investors with sufficient capital at the right time
  • KMG – Value Drivers COMPANY • Market size and growth • Market penetration • Sales volume • ASP • COGS/unit • Revenues/Reimbursement • Revenue Growth • Gross profit margin % • R&D expenses • Sales & marketing expenses • Operating income margin % • Working capital % of revenues • Capital expenditures % of revenues INDUSTRY • Gross profit margin % • Operating income margin % • Working capital % of revenues • Capital expenditures % of revenues • Trading P/E ratios • Acquisition P/E ratios • Trading EV/EBITDA ratios • Acquisition EV/EBITDA ratios
  • Attributes of Success Passion Perspective PridePersistence Patience
  • Passion  For the product  Convince others of its value  Persevere in the face of technical and financial challenges  For the journey  The growth comes from the process; not the destination  For the people  It is the team that drives success  Help others to succeed  Pay it forward  For the patients  The reason you are doing this  The ones whose lives you are improving  The creators of your market and therefore all the value you will get from your product
  • Perspective  What do others see that I can’t or won’t?  Why don’t you agree with me?  How hard could it be?  Filters
  • Pride  Wait – isn’t this one of the seven deadly sins?  Quality, quality, quality  Self satisfaction  Competition
  • Persistence  Learn from your failures - There are more of them than successes  Our industry demands data and performance - Accept the challenge and get the answers  Use Perspective to understand when Persistence becomes PITA
  • Patience  Pathway to success is longer than in other industries  Be honest with yourself - Patience versus facing reality  A sense of urgency is dependent on one’s Perspective - Patience versus indifference