Between the seed round and the pivotal trial, a biotech needs a chief business officer, a chief medical officer and an intelligence function, and can afford about one of them. I hold the seats fractionally and run the intelligence as a service, so a team of six operates like a team of twenty.
Take one or both. They are built to work together: the seat makes the decisions, the intelligence tells it what changed.
A modern biotech doesn't need a department for every function. It needs the right senior judgment, applied when it matters, with the tooling to make it fast. I built BioAlma, an AI intelligence platform for biotech, because I needed it in my own seat: a landscape that took a consulting team a quarter now takes a week, and it stays current after the slide is done. Fractional leadership is the model that turns that into a company.
A two-person neuroscience company asked what its market looked like. Within the week it had a landscape of the 141 companies in its field, tiered by fit, with the 13 to call first; a map of the researchers driving the science; the competitive field and the pricing economics behind its raise; and a CRM loaded with the first targets. That is the intelligence function, delivered before the first hire.
Where you are, what the next twelve months need, and whether it is a fit. No deck required.
The seat, the modules, days per week, the monthly fee, and a 30-day exit either way.
First deliverables inside the first month: the landscape, the plan, the model.
I take a small number of companies at a time, so I can be in the room when it matters. If the fit isn't there, I say so on the first call.
Tell me the company and the next milestone. I'll come back within a day.