BD Strategies for Emerging Biotechs

Sarah Sink
Jul 14
5 min read

In the ever-evolving biotech landscape, small biotech firms are facing both unprecedented opportunities and unique challenges. As a Business Development professional in the CDMO space, understanding these challenges and tailoring your approach to meet their specific needs is crucial for building long-term partnerships. These companies often require a high level of personalized service, flexibility, and expertise to navigate the complexities of drug development, from preclinical to early-stage clinical trials and beyond.

Here’s how you can align your BD approach to serve small biotech firms, offering them the support they need without feeling like a hard sell.

1. Understand Their Mission and Vision Beyond the Product

Startups are fueled by passion, innovation, and a strong sense of purpose. They’re not just looking for a manufacturing partner; they’re searching for a collaborator who understands the end goal: improving patient lives.

Best Practice: Instead of diving straight into “what we offer,” take the time to understand their mission. Ask insightful questions about their vision for the future and how they want to disrupt the market. For example, during your initial meetings, don’t just focus on their product pipeline. Explore the “why” behind their innovation.

Tactical Example: In a recent conversation with a small biotech, I asked, “What is the patient population that you’re targeting, and how does your solution improve their quality of life?” This question sparked a deep conversation that helped me position the CDMO services I offered in a way that aligned with their vision. The more you understand about their end goal, the better you can tailor your offerings to their needs.

2. Position Yourself as a Strategic Partner, Not Just a Vendor

For small biotech firms, every partnership counts. They often need a partner who is not just reliable but also knowledgeable about the complexities of drug development. This is where you, as a CDMO BD professional, can stand out.

Best Practice: Shift the mindset from a transactional “vendor relationship” to a collaborative “strategic partnership.” Show that you are invested in their success by offering solutions tailored to their specific challenges. Small biotech companies often lack in-house manufacturing expertise and can benefit greatly from guidance on navigating regulatory pathways, scale-up processes, and tech transfer.

Tactical Example: Offer guidance even when it’s outside the typical scope of your proposal. For instance, I once worked with a biotech that was struggling with the complexities of filling and finishing for biologics. Although this wasn’t the direct service they were seeking, I connected them with a subject matter expert who helped them assess their production needs and navigate early regulatory hurdles. This gesture went beyond the scope of the contract but solidified a long-term relationship built on trust and collaboration.

3. Be Flexible with Timelines and Expectations

Unlike larger, more established companies, small biotech firms often work with limited resources and tighter timelines. Their funding may be dependent on the progress of their product, making delays particularly painful.

Best Practice: Be proactive in offering flexibility where possible, whether in timelines, scope, or payment terms. Be transparent about what is and isn’t feasible and manage their expectations early in the process.

Tactical Example: I worked with a small biotech that was under pressure to meet a Phase I clinical trial deadline but lacked the funding upfront to commit to a long-term manufacturing agreement. We structured a flexible, milestone-based payment plan, which alleviated some of their financial strain and allowed us to kick off the project without delay. The company appreciated this level of support and has since expanded the partnership to other stages of development.

4. Empathize with Their Resource Constraints

Startups typically operate with lean teams, and resource constraints are a major concern. Understanding this reality and adapting your BD approach accordingly is crucial. Small biotech firms often lack internal experts for certain aspects of drug development and rely heavily on their CDMO partners for advice and guidance.

Best Practice: Offer more than just operational support; position yourself as a resource they can lean on for expert advice. Provide strategic guidance during the early stages of drug development, especially when it comes to regulatory compliance and manufacturing processes.

Tactical Example: In my experience, it’s crucial to communicate the value of your expertise beyond manufacturing. Once, I supported a small biotech in assessing their pre-clinical manufacturing readiness. They didn’t have the bandwidth to thoroughly vet regulatory requirements but needed a partner who could guide them through the process. By stepping in with recommendations that included regulatory considerations, I helped them avoid costly mistakes down the road, which positioned me as more than just a supplier of services.

5. Be Transparent About Costs and Risks

Small biotech firms are often navigating the delicate balance of limited funding and ambitious development goals. Cost is always a factor, but so is risk management. These companies need clarity, not just in terms of what they will pay but in understanding the risks involved.

Best Practice: Provide clear, honest information about potential risks and challenges in the manufacturing process. Help them plan for potential setbacks by discussing issues such as timelines, raw material procurement, regulatory delays, or scale-up complications.

Tactical Example: Early in the conversation with one biotech startup, I openly discussed potential delays in raw material supply chains that could affect their timelines. This transparency allowed them to adjust their planning early on, and we worked together to mitigate the risk of unexpected costs later on. By proactively addressing potential risks, you gain credibility and demonstrate that you're committed to long-term success.

6. Communicate Regularly and Build Trust

Trust is everything for small biotech companies. Unlike large pharma companies, which have established vendor relationships, smaller firms are often starting from scratch and looking for partners who will prioritize their success.

Best Practice: Build trust through consistent, transparent communication. Whether it’s a quick check-in or a more formal status update, keep them in the loop and show that you are invested in their progress. It’s not about waiting for them to reach out to you; instead, it’s about staying ahead of potential issues and offering support along the way.

Tactical Example: I make it a point to reach out to my small biotech clients every month for a brief check-in, even if there’s nothing pressing to discuss. Just knowing that someone is looking out for them can go a long way in building a strong, long-term partnership. Regular updates about their project, even if it’s just to check in on progress, help reassure them that their project is in good hands.

Final Thoughts

Working with small biotech firms offers both challenges and rewards. These companies need more than just technical expertise; they need a partner who is invested in their success, flexible with timelines, and willing to offer personalized guidance. The key to success is empathy and adaptability. By understanding their challenges, offering tailored solutions, and being transparent about costs and risks, you can build lasting partnerships that go far beyond a simple transactional relationship.

For more insights and personalized support in navigating the biotech-CDMO landscape, visit my website: Your Pharma Girl and follow Your Pharma Girl on LinkedIn. Whether you need strategic guidance, tailored BD solutions, or expert advice on building lasting partnerships, I'm here to help you and your team succeed at every stage of development.

Let’s turn your challenges into opportunities together!