Selected Experience
Judgment carries more weight when it has been tested in the operating seat.
The examples below show the kinds of decisions SVI has supported, followed by the executive responsibility across pharmaceuticals, biotechnology, diagnostics, nuclear medicine, and medical devices that informs the judgment.
Representative SVI advisory work
Client work is confidential. The examples below describe the decision and type of work performed, not the client.
PE healthcare investment diligence
SVI has supported investors evaluating medical-device, radiopharma, specialty-pharmaceutical, diagnostics, and related healthcare opportunities, integrating market, reimbursement, competitive, clinical and regulatory, valuation, and execution questions around the investment thesis.
Radiopharma / nuclear medicine investment diligence
For a PE investor evaluating radiopharma and nuclear-medicine opportunities, SVI assessed investments across Lu-177 and other radioligand therapeutics, PSMA-related opportunities, radiopharmacies, isotope-production infrastructure, and cyclotrons. The work integrated market demand, clinical and regulatory considerations, reimbursement and site economics, isotope supply and logistics, competitive positioning, partnering, IP issue-spotting, operating economics, and valuation around the investment thesis.
NGS platform strategy, operating model, and value
For an emerging NGS company, SVI developed the business plan and integrated strategy from market definition through operating build-out. The work included target-market and physician segmentation, epidemiology, health-economic value, market access and reimbursement, operating specifications and build-out requirements, vendor selection, pro forma financials, eNPV, and IP issue-spotting, licensing strategy, and negotiations. The work connected the technical opportunity to the commercial, operating, and financial requirements needed to build and scale the business.
Reimbursement risk and enterprise value
For a specialty pharmaceutical product facing reimbursement and site-of-care changes, SVI quantified the projected revenue and enterprise-value implications and developed prioritized market-access and health-economic actions intended to mitigate the exposure.
Loss of exclusivity and lifecycle value
For a global pharmaceutical company facing a major loss of exclusivity, SVI evaluated the commercial impact, country-level investment requirements, and potential lifecycle-extension opportunities. Alternatives were compared using expected economic value and capital-prioritization logic.
Global biologics / biosimilar portfolio strategy
For an international company evaluating expansion through biologics and biosimilars, SVI assessed global assets and manufacturers, manufacturing and regulatory feasibility, expected cost and timing, licensing and acquisition options, and the path to U.S. commercialization.
Operating experience behind the work
Transaction and portfolio leadership
$10B+ in acquisitions and portfolio activity
Senior corporate development leadership at a global specialty pharmaceutical company, across strategic assessments, acquisitions, divestitures, partnerships, alliances, and portfolio transformation.
Oncology
From strategy through development and commercialization
Experience building oncology growth platforms, advancing development programs and clinical trials, leading cross-functional teams of 90+, developing companion diagnostic strategies, and forming external alliances.
Radiopharmaceuticals and nuclear medicine
Experience across development, operations, supply, and commercialization
Experience includes nuclear medicine and radiopharmaceutical R&D, manufacturing considerations, supply and logistics, regulatory compliance, commercialization, portfolio strategy, and operating economics. This experience provides a perspective that extends beyond clinical opportunity into the practical requirements needed to deliver that opportunity reliably and at scale.
Medical devices
Strategy translated into transaction and operating value
Senior corporate-strategy leadership for a $1.2B pharmaceutical and medical device business, including origination of the strategic case behind a $2.6B peripheral vascular medical device transaction.
Diagnostics
Commercial growth, market access, and transaction experience
At a point-of-care diagnostics company, commercial restructuring preceded significant revenue growth and a successful sale process. At a global in vitro diagnostics company, commercial-model and distributor changes supported renewed growth and profitability across North and Latin America. Created and implemented healthcare economics programs to support reimbursement and adoption.
Market access
Payer strategy with operating consequences
Earlier diagnostics leadership included integrated-health-system, GPO, and disease-management programs associated with more than $100M of new revenue.
CEO leadership
Responsibility beyond the recommendation
As CEO of an early-stage immuno-oncology company, led corporate strategy, R&D and clinical direction, regulatory planning, and partnerships.