01 / Context
The science is a starting point.
The engagements involved pre-clinical biotechnology startups and early-stage university innovations. My work combined project management, primary research and commercial analysis.
02 / Problem
Find a customer you can reach.
A broad market can look attractive without identifying a reachable customer. The recommendation needed to connect a specific use, buyer and competitive setting to the team's capabilities.
03 / What I did
Connect primary research to a market choice.
I developed market-entry and pivot recommendations for three biotechnology startups. The work included primary-research outreach, customer segmentation, pricing and positioning analysis, and market databases such as PitchBook.
I also contributed research for University of Michigan Coulter Partnership Program innovations. Across this work, the output was a recommendation leadership could examine, question and use—not a market-size number on its own.
04 / What mattered
Put a recommendation in front of leadership.
Recommendations connecting customers, positioning, and the capabilities of three early-stage teams.
We presented market-entry and pivot recommendations directly to leadership teams, including options for less saturated markets and better-aligned target segments.
05 / Reflection
A finding matters when it changes the action.
A finding earns its place in a recommendation when it changes the proposed action. I became more disciplined about making that connection explicit.
06 / Selected evidence
The record behind
the work.
Client work is summarized publicly; confidential deliverables are not shown.