Background. Two researchers at Vanderbilt University had discovered a link between certain diseases and a frequently-undetected type of infection. They had also developed proprietary technology for diagnosing and treating that infection, and had presented this information to a Boston-based entrepreneur. The entrepreneur had become enamored of the technology and had licensed it from Vanderbilt. We were hired to form, manage, and finance the company which received the license.

Activities. We sized the market opportunity and competitive environment, prepared investor materials, and raised $350,000 from Angels and more than $600,000 from Vanderbilt to support continued development of the technology. We worked closely with the inventors to focus their efforts in ways which would enhance the investability of the company. We also hired and worked closely with patent counsel to create and enhance a large and broad IP base. Finally, we successfully recruited seasoned senior management for the company and arranged a joint-development agreement with the Mayo Clinic. As a result of our work, the company was positioned to close a $3M round of financing from a small private equity fund.

Status. The company raised more than $30M from private equity but closed after its Phase II trial failed.

Background. Founder of a OTC drug marketing services company learned through his customer interactions that there would be a demand for better DTC marketing over the web by providing local pharmacies with private-labeled information and ordering sites. We were engaged to develop the business model and assemble elements of the business necessary to gain funding from investors or strategic partners.

Activities. We developed the detailed economic model for the business, assembled the management team, prepared investor and customer marketing presentations, assisted in developing partnerships with distributors like McKesson, managed the assembly and organization of consumer content on treatments for common ailments, created the branding strategy, and managed the design and development of the web site.

Status. The business was sold to a major health automation software company, providing a > 50X return to the original investment.

Background. A major New England Children’s Hospital had a substantial portfolio of pediatric devices and inventions, and an active IP licensing program. The Hospital’s IP leadership recognized that several devices and inventions could produce substantial independent companies, and initiated a first-ever program to commercialize them. We were hired to help identify the right devices; build an investor constituency for the program and devices; develop business overviews; build a network for prototype, business plan, and leadership development; and work closely with the IP staff.

Activities. We vetted approximately 20 device opportunities and selected 5-8 for initial review and inclusion in the program. We also organized Children's Angels, a membership organization of approximately 35 qualified angel and early stage venture investors. We organized two successful meetings of the group; and members of Children's Angels decided to license three of the identified technologies. We also completed organization of the prototype development, business plan, and leadership networks, and oversaw development of the first four Executive Summaries.

Status. After a change in licensing office management, we ceased our supporting activities. They were not able to maintain the Angel network on their own and none of the identified technologies were ever brought to market.

Background. A regional logistics company with a history of rapid growth had reached the limits of its founding investors’ ability to fund its future. A private equity syndicate was interested in taking the company forward, but knew the existing team lacked the depth needed to upgrade systems and drive down costs while expanding within a highly competitive marketplace.

Activities. Venzyme was engaged to implement short-term systems enhancements and to recruit new members to the team. Working both on-site and remotely, Venzyme executives dedicated significant time to work with the CEO and coach him through the process of transforming his company. Over the course of four months, Venzyme implemented new cash and debt-management systems, instituted weekly operations reviews based on a new, daily operations score card, designed a new pipeline-tracking system, and developed a roadmap for low-cost software upgrades designed to give the company long-term operational advantage. In that same period, Venzyme found superior executives to fill roles as COO, CFO, IT Director, and sales professionals.