This document summarizes strategic licensing transaction services including transaction management, scientific evaluation, finance, and alliance management. It describes partnering with commercial units to develop strategic plans by identifying business needs and determining if they can be met internally or through external deals. Business and financial analysis is also provided to support transactions through forecasting, business case development, competitive assessments, and term sheet impact assessments. Extensive deal experience is described from small agreements to acquisitions. Services can be provided on a project or ongoing basis.

1. Strategic Licensing Transactions
Capabilities
Strategy / Analysis / Transactions
Strategic Licensing Transactions

2. Successful track record, with pharmaceutical industry experience across a
range of BD & L functions, including:
 Transaction management
 Scientific evaluation
 Finance
 Alliance Management
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Strategy Analysis TransactionsBackground
Potential
Options
Strategy / Analysis / Transactions
Strategic Licensing Transactions

3. Partner with commercial units to develop Strategic Plans:
 Planning process identifies business gaps and determines whether those needs
can be met internally.
 If not, develop a proposal for how Business Development can meet those
needs through external deals.
 Scout for assets, make initial contacts with other companies, and run
transactions.
Can develop strategy, and whether Business Development can help meet any
needs that are identified. If so, then determine what type of Business
Development: Licensing; Partnership; Acquisition or Divestiture.
Alternatively, if you already have a strategy in place, can work to evaluate
how BD would fit into that existing strategy, and recommend a BD plan of
action.
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Strategy Analysis TransactionsBackground
Potential
Options
Strategy / Analysis / Transactions
Strategic Licensing Transactions

4. Business and Financial Analysis in support of transactions including:
 Forecasting sales for therapeutic areas and products.
 Developing business cases.
 Competitive assessment, including both on-market and pipeline products.
 Market Research.
 Term Sheet impact assessment (P&L impact, EPS impact, etc.)
While many advisory companies outsource or sub-contract these services, we
have all the expertise (and much of the data) in-house, so you don’t need to
manage multiple consultants, or pay a marked up management fee to your
advisor.
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Strategy Analysis TransactionsBackground
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Strategy / Analysis / Transactions
Strategic Licensing Transactions

5. Extensive deal experience from acquisitions to co-promotion partnerships.
From small agreements, to M&A.
 Understand complex deal structures, but equally comfortable working on
simple agreements, if that is what meets the business need.
 Develop new deal structures, when existing ones were not sufficient to get a
deal executed.
 Problem solve to overcome deal obstacles. Term Sheets are a good starting
point, but getting the deal closed requires the ability to solve a near endless list
of issues that arise during the contracting phase.
Can support any part of the BD continuum, from scouting for assets, to
running transactions, to assisting with post-deal integration. In addition, can
potentially tap into network of colleagues to put together a full cross-
functional team to run the entire transaction (Due Diligence, etc.) if desired.
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Strategy Analysis TransactionsBackground
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Strategy / Analysis / Transactions
Strategic Licensing Transactions

6. Any of the previously referenced services can be provided as required. While
the typical arrangement for work is time and expenses, other arrangements –
such as contingency fees – can be considered on occasion.
Projects can be one-time engagements, such as running a deal, or helping set
strategy, or an ongoing relationship, such as being a point of contact for your
BD inquiries on an ongoing basis.
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Strategy Analysis TransactionsBackground
Potential
Options
Strategy / Analysis / Transactions
Strategic Licensing Transactions