Teaming with leaders to create sustainable value.

A Global big pharma was planning for the launch of a new vaccine in a highly competitive situation. Centerline Consulting was hired to provide ongoing launch management support across a more than two-year engagement spanning from initial launch team creation, through strategy development, tactical planning and launch. We were specifically selected due to our broad launch experience across therapeutic areas and companies to provide strategic advice and best practices. The complex competitive dynamic required us to plan for a range of scenarios and adapt quickly as our base case assumptions changed. The product was launched successfully, generating over $400M in revenue in the first year on the market.

An oncology-focused small pharma was preparing for the launch of its lead compound and the transformation from an R&D organization to a fully integrated commercial enterprise. With Centerline Consulting’s support, the company developed a commercial organization vision and design to more than quadrupled the size of the home office and built multiple new field teams across Sales and Market Access. We provided ongoing consulting and centralized program management for both the scale-up and the new therapeutic launch. In addition to hiring and vendor onboarding, we managed the implementation of a commercial IT infrastructure, expanded core business processes and implemented governance committees. As a result, the product was successfully launched on-time with year one revenue almost double the forecast.

The CEO of an early-stage pharma was seeking funding for Phase 3 development of its flagship compound. Centerline Consulting was brought in to support with financial analysis and the creation of the investor story and pitch deck. We conducted a robust analysis to estimate future revenue and then developed asset and company level cash flow and financial valuation models. We synthesized the investor narrative based on the key commercial value drivers, differentiators and associated costs and risks. As a result, the client raised over $100M to fund the late-stage development program. The project evolved to include the ongoing strategic and financial analysis in support of corporate growth, M&A and fundraising activities.

An early-stage biotech was looking to create a clinical development strategy for its portfolio of CNS assets. We supported the organization by analyzing and prioritizing potential programs across three assets and a much large number of indications and geographies. We assessed the trade-offs between scientific feasibility, commercial potential, costs, and time to market via both qualitative and quantitative approaches. Through this exercise, the company defined a clear development plan and R&D budget for the upcoming year as well as long-term priorities for development and partnering opportunities.