Could the next 12 months transform your business?
Your company is at a pivotal stage of growth. Maybe you have data and traction, but potential partners don't respond to your emails, and funding is short. Or, you may have superior technology and need a confident path to adoption. Perhaps your existing revenue lines are threatened, leaving you needing to fill a portfolio gap quickly.
OG Advisors (OGA) has a unique agency model for business development support for biotech, pharma and medical device firms. We enable executive teams to focus on core growth while leveraging our multidisciplinary expertise and global network. Beyond advice, we do the work of partnering, out-licensing, fundraising and commercialization.
Companies we've worked with
DTx Pharma (opens in a new tab)
Blackrock Neurotech (opens in a new tab)
BioStem Technologies (opens in a new tab)
Deep Blue Medical Advances (opens in a new tab)
OCMS Bio (opens in a new tab)
Hillhurst Bio (opens in a new tab)
LexBio (opens in a new tab)
Bound Therapeutics (opens in a new tab)
Wellumio (opens in a new tab)
AegirBio (now Magnasense) (opens in a new tab)
ENDRA Life Sciences (opens in a new tab)
Esperto Medical (opens in a new tab)
Celanese (opens in a new tab)
Biolinq (opens in a new tab)
NuFund Venture Group (opens in a new tab)
Gard Partners (opens in a new tab)
Case Western Reserve University (opens in a new tab)
Sanford Burnham Prebys (opens in a new tab)
HTL Biotechnology (opens in a new tab)
Nytricx (opens in a new tab)
Senzime (opens in a new tab)
Tillacare (opens in a new tab)
AivoCode (opens in a new tab)
By the numbers
Your future faces long odds.
Fewer than 1 in 30 drug developers raised a seed or Series A round in 2025, fewer than 2 in 100 U.S. medical device companies did, and fewer than 1 in 100 preclinical assets were partnered. Strong science isn't enough on its own.
Only 236 seed and Series A rounds went to 7,000+ drug developers in 2025
Only 113 seed and Series A rounds went to 6,500+ U.S. medical device companies in 2025
of preclinical assets in active development were partnered in 2025
Inside one big pharma's funnel
opportunities screened a year
became deals
Fewer than 2 in 100 opportunities Roche screened became deals.6
3 out of 4 OGA retained clients got a deal within 6–12 months.7
Don't leave your deal to the odds. See how we work
1. Cortellis (Clarivate), drugs in active development, snapshot as of Sept 2026; counts include assets held by large companies, not only those available to partner.
2. Pullan Consulting, Pullan's Pieces: licenses and partnerships with highest stage preclinical, 2025 (issue; issue).
3. J.P. Morgan, Q4 2025 Medtech Licensing and Venture Report: 113 seed and Series A rounds in 2025; SelectUSA (U.S. Department of Commerce): more than 6,500 U.S. medical device companies (a 2015 count, so today's rate is likely lower).
4. Citeline, Pharma R&D Annual Review 2026: companies with at least one drug in active development.
5. J.P. Morgan biopharma licensing and venture data: 236 seed and Series A rounds in 2025, via N. P. Taylor, "Early-stage funding slumps toward post-pandemic low," Fierce Biotech, Apr. 16, 2026. Rounds and companies are counted in different datasets.
6. Head of Roche Partnering, interviewed in R. Wright, "What Makes Roche's Approach To Partnering Unusual," Life Science Leader, Nov. 8, 2017; the screening figure is an estimate from the interview; 44 deals closed in 2016.
7. OG Advisors client records: retained clients that secured funding, a partnership or a signed term sheet within 6–12 months of engagement.
What we solve
How we solve your most urgent problems
Potential partners do not respond, return your calls or move a conversation forward.
We expand access to business partners.
We sharpen the story, identify and prioritize the right counterparties, build an outreach sequence and prepare the meetings. Then we flex our connections to make sure you have a fair shot at fundraising, research collaborations and out-licensing. We treat every outreach as a complex sales transaction with multiple touchpoints, awareness campaigns and individualized attention.
Client success · DTx Pharma
You have a superior product and need a confident path to physician adoption.
We build cost-effective commercialization strategies for double-digit growth.
Our team includes some of the only advisors in the industry with operating experience on both the technology side and the health system side. By combining seller and buyer perspectives, we build commercialization strategies that marry direct sales and partnering, with exit potential in three to four years.
Client success · Esperto Medical
“OGA helped us understand the market better, faster (and cheaper,) than any other consultant.” Aditya Rajagopal, CEO
A pivotal deal is looming and you need to move forward with confidence.
We deploy the experience of more than 100 transactions to build successful deals for the long term.
This deal can change your life. You have pressure from all sides, including existing investors, board members, co-founders and family. We optimize diligence periods and commitments, identify hidden adverse terms and build a business case to maximize value, favoring upfronts over milestones.
Client success · Deep Blue Medical
You want to capture and monetize the full value of your unique platform.
We work as a commercial extension of your team, turning your platform into a revenue-generating asset that brings in customers for immediate revenue.
We formulate your capability into a buyer outcome, communicating your platform's differentiation. Next, we identify and target companies with urgent problems that you can solve, and run a disciplined commercial funnel to execute. We price it right, while protecting economics, rights and capacity. Then we use each deal to win the next one.
Client success · OCMS
Your business is changing and you need to add value quickly through inorganic growth.
As corporate operators, we bring more than $5B in corporate buy-side deal experience.
We have a combined 60 years of buy-side experience. Unlike investment bankers, for us the work begins when the deal is signed: we create buy-side deals that last, and value is measured 12 to 24 months after close. We help leaders work through sequence, structure, incentives and communication when a transaction crosses markets, cultures, technologies or competing stakeholder priorities.
Client success · BioStem
Client success stories
Become our next success story
DTx Pharma
We brought Eli Lilly into DTx Pharma's early funding. A $100M Series B followed, then the Novartis acquisition in 2023 ($500M upfront plus milestones).
Blackrock Neurotech
We built the target list, ran parallel conversations, negotiated terms and prepared the board materials.
AegirBio
We built the one-year operating plan, five-year strategy and valuation. The company closed its bridge financing and listed on Nasdaq First North in June 2020.
"OGA assisted the scientific founder of Abreos in closing the transaction. I would not hesitate to hire them again."
"OGA helped us understand the market better, faster (and cheaper,) than any other consultant."
Our advantage
How OG Advisors compares
| Comparison | OG Advisors | Full-time corporate development executive | Investment bank advisory | Do-it-Yourself and “accelerators” |
|---|---|---|---|---|
| Upfront cost | Fixed-fee packages or fractional retainer | ~$300K a year | Retainer fees comparable to FTE | Considerable founder time |
| Scientific & business review | Extensive | Limited | Varies | Limited |
| Knowledge retention | Yes | Yes | No | Yes |
| Partnering network | Diverse | Varies | Diverse | Narrow |
| Financial network | Diverse | Varies | Usually private capital raises out of scope | Usually none |
| Due diligence & negotiation support | Extensive | Varies | Limited | Usually none |
| Time to transact | 3 of 4 clients within 6–12 months | Varies | Varies | Improbable (0.9% of preclinical assets partnered) |
| Registered broker | Through affiliation | No | Yes | No |
Costs are typical market ranges, not quotes.
OG Advisors' unique model embeds our team with yours. We are not brokers, hired to advance a specific campaign. We work alongside your team to provide the partnerships, credibility, support and funding your organization needs to clear its next hurdle and endure to its next milestone: fixed-fee packages or a fractional retainer, knowledge that stays with your company, and a diverse partnering and financial network. For transactions that require a registered broker, we partner with Locust Walk.
We've been the buyer
The people on your side
The people across the table from you are running a process our team has run from their side more than 100 times.
Onne Ganel
Founder & Principal
$500M+ in acquisitions led as the corporate buyer for Fortune 500 companies, and 50+ joint ventures, partnerships and divestitures. Has served as a CEO, general manager and corporate buyer.
David Hoffman
Corporate Development & Strategy, Medical Devices
in healthcare corporate development and M&A at Boston Scientific, Smith & Nephew, Integra and Scripps Health, with over $5B in deal value.
Daniela Matson
Market Positioning & Strategy, Biopharma
$100M+ biopharma portfolios managed, with blockbuster launches at Bristol Myers Squibb and Amgen.
Alexandria Schraibman, PhD
Strategy & Business Development, Biopharma
across immunology, infectious disease, metabolism and neuroscience. PhD, UC San Diego; research at The Salk Institute.
Sean Zeng, PhD
Head of Business Development, APAC
in life sciences licensing and business development, leading in-licensing and out-licensing deals and term negotiations in senior biotech roles across the US and China.
What do your next 12 months look like?
Become our next success story.
Tell us where you are. If we can help, we'll tell you how. If we can't, we'll tell you that too, and we'll usually know inside one call.
Core issues
What you struggle with, and what we solve
Five questions for each problem, answered the way we would answer them on a call.
01 · Partnering & Fundraising
We expand access to business partners.
Are you confident that your milestones to date are attractive enough?
Most pharma deals don't mature before toxicology results are available. Focusing on out-licensing can mean spinning your wheels. We explore co-development, platform and other creative funding structures while you build the evidence the asset needs.
Are you talking to the right people?
In large pharma, many professionals with partnering or business development titles do not evaluate external assets. Search and Evaluation teams are also often segmented by therapeutic area and geography. An unanswered email may mean the opportunity reached the wrong person, not that the asset lacks interest.
Does your asset match the counterparty's priorities?
We separate theoretically relevant organizations from targets likely to act. A company developing the same mechanism of action may understand your target product profile, but it may already have placed its bet. You may think there's strategic overlap, but that may not translate into a partnering fit.
Do your materials make the problem, evidence, strategic fit and next step clear to the partner?
OGA builds bespoke decks for each prospective partner, built around their specific problem, helping your opportunity stand out from the roughly 250 generic opportunities a Search and Evaluation professional may screen each month.
Where in the process do conversations lose momentum?
We analyze the process stage by stage. A stall before a CDA is signed, after a screening call or before data-room access points to different issues. We then refine targeting, positioning, evidence or follow-up to address the specific bottleneck.
Positioning, partnering, fundraising strategy and US market entry services
- Aligning science with commercial strategy: Match the scientific story with a commercially compelling case to accelerate value creation
- Opportunity prioritization: Integrate unmet need, competitive intensity, clinical development feasibility and payer landscape to guide portfolio and pipeline investment decisions
- Value proposition development: Define and articulate a differentiated value proposition rooted in data and grounded in market insight
- Platform and asset branding: Give platforms and programs a distinct identity that sharpens messaging and raises perceived value
- Target product profile (TPP) optimization: Align clinical goals with commercial reality, with endpoints that resonate with payers, regulators and partners
- Objective data assessment: Evaluate the strength of your data from the viewpoint of a prospective licensee
- Commercial landscape and competitive assessment: Identify key threats, differentiators and trends that could shape your program's positioning over time
- Technical and clinical landscape analysis: Benchmark against competing programs, modalities and alternative platforms
- Market sizing and revenue potential: TAM/SAM/SOM models built on epidemiology, patient segmentation, treatment pathways and pricing analogs, tailored to your stage and investor needs
- Commercial-ready clinical development strategy: Design trials for market impact, from endpoint relevance to inclusion criteria to label expansion potential
- Investor and partner readiness: Pitch decks customized for pharma, VCs and strategic investors, plus fundraising strategy
- Partner identification: Proprietary database of pharma partners segmented by disease area, target and stage, tracking shifting priorities and executive movements
- Targeted outreach: Bespoke outreach packages matched to each partner's priorities, delivered to the right search and evaluation, BD or therapeutic-area decision-makers
- Process cadence: A structured, CRM-driven partnering process so no inquiry, follow-up or referral is missed
- Research collaborations and non-dilutive partnerships: Connections with patient foundations and research organizations for funding and validation
- Global partnering: Conference strategy (BIO, JPM, BIO-Europe) and international networks for regional licensing, including ex-US and ex-China rights
02 · Medical Device Commercialization
We build cost-effective commercialization strategies for double-digit growth.
Who will use your product, who will buy it, who controls the budget and who can stop adoption?
In the complex US healthcare system, patient benefit is almost never enough for adoption. We bring decades of experience inside US hospital systems to tailor a different message for each value analysis committee stakeholder. We think of biomed, IT, revenue cycle and quality not as gatekeepers, but as equal contributors to the procurement decision. So we build total-cost-of-care ROI arguments that strengthen the clinical case and create urgency for change.
How do pricing, reimbursement, procurement and implementation affect one another?
Ready reimbursement, reasonable pricing and superior clinical outcomes may secure a value analysis screening, but installation, integration and implementation determine whether the product advances. We work with your internal teams, including engineering, to make your opportunity a light lift for the customer.
What should our priorities be 12 to 18 months before launch?
Better clinical outcomes alone rarely persuade a health system to change its protocols, as buyers may view the problem you are solving as non-urgent or believe alternatives already exist. As we prepare for launch, we build relationships with the right key opinion leaders, identify the initial wedge patient segments and apply a field-tested commercialization blueprint designed to shorten adoption curves.
What level of evidence do you need to grow the market?
Different hospitals have different cultures. Some are early adopters and can accept FDA results or individual case studies. Others may need publications, or evidence from KOLs they trust. We tailor the evidence and materials to each audience and equip your internal champion to carry the case when you are not in the room.
Have you planned the steps required for EHR integration?
The saying goes that there isn't a deal so good that lawyers can't stop it. In the US healthcare system, there's no product so good that IT can't stop it. EHR integration planning should begin 18 to 24 months before launch and include dedicated pilots. Evidence of a straightforward integration process can be as important as clinical evidence.
Medtech commercialization, clinical adoption and market access strategy services
- US market entry strategy: For domestic and international device companies
- Regulatory pathway assessment: 510(k), De Novo or PMA, and its implications for commercial timing
- Clinical champion and buyer mapping: Across hospital stakeholders and care settings
- Wedge-market prioritization: Identify the care settings and segments where adoption will be fastest
- Reimbursement and value-analysis readiness: Coding, coverage and the economic case for hospital committees
- GPO and IDN access strategy: Contracting pathways with group purchasing organizations and integrated delivery networks
- EMR integration planning: Address workflow and IT requirements early
- Strategic partnerships: Distribution, co-marketing and technology partnerships with established medtech companies
- Launch planning and leadership: Commercial launch execution, including fractional or interim Chief Commercial Officer support
03 · Deal Strategy & Negotiation
We deploy the experience of more than 100 transactions to build successful deals for the long term.
How should we structure the deal to preserve value and optionality?
Across three decades of dealmaking, we have worked with structures ranging from Type C reorganization acquisitions and tranched licenses to contractual joint ventures and multiple-option agreements. We use that experience to match structure to leverage, risk, capital and future options.
Which terms are essential, tradable or less important than they appear?
Nuanced definitions can create major downstream problems. We identify the terms that protect core value, distinguish them from negotiating currency, and know when to hold firm or let a term go.
How do budget cycles, portfolio priorities and internal politics affect timing?
Having negotiated on both sides, we understand formal approvals and informal conversations. We help address hesitation, speak to personal motivations and equip your internal champion with the evidence needed to move the deal forward when you are not in the room.
Which risks matter most to the buyer?
Corporate buyers usually focus first on risk: whether a failed deal damages the dealmaker, creates too much administrative work or is too small to matter. We identify those perceived risks and build mitigation plans into the story and structure.
Who should lead the next difficult conversation, and how will we respond if priorities shift?
David and Onne have personally overseen domestic and international integrations, including leading acquired franchises. They use that experience to plan communications, accountability and responses when evidence, milestones or priorities change.
Transaction services, negotiation strategy and execution
- Sell-side advisory: Identify potential acquirers or licensees, structure and negotiate terms, and manage the transaction process
- Valuation services: Independent asset and company valuation, supported by our proprietary pharma asset valuation tool
- Joint ventures and strategic alliances: Structure JVs and alliances, including operating plans and multi-year strategy
- Due diligence management: Data room creation and maintenance, coordination of IP, regulatory, quality and HR counterparts, and timely management of Q&A
- Deal structuring: Collaborate with legal and financial partners to optimize structure, mitigate risk and maximize value
- Negotiation support: Represent client interests in transaction-related negotiations
- Definitive documents: Work alongside legal teams to draft and finalize agreements
- Board materials: Valuation and transaction materials for board review and alignment
- Integration planning: Post-transaction integration plans that align client and partner priorities
04 · Platform Monetization
We work as a commercial extension of your team, turning your platform into a revenue-generating asset that brings in customers for immediate revenue.
Should I monetize my platform? Won't it be a distraction?
Yes, providing a service for other companies can definitely be a distraction. It can also sour would-be investors if done as a central strategy, as CDMOs are valued at lower multiples than therapeutics companies. However, monetizing the platform can provide valuable non-dilutive funding, gain experience to make the platform more robust, and build experience that can be applied to your internal assets.
How should I price my services? How much is my platform worth? Should I ask for royalties?
Platforms generally fall into one of two categories: those that make discovery cheaper or faster, and those that enable brand-new possibilities. Together with you, we build models from the viewpoint of the customer, understanding the perceived value to them, and price accordingly. Future royalties are nice, but cash fees are table stakes.
Can you help me find customers for my platform?
We will productize and commodify your platform, with dedicated branding and collateral. We will then identify which organizations have an urgent problem your platform can solve, and reach out to the people who own that problem. We will serve as your de facto commercial and sales organization and create a sales pipeline with multiple opportunities we will advance in parallel.
How do I distinguish my platform when other companies claim to do the same?
A huge advantage you have is that you already have an asset developed using the platform. Regardless of the level of data you have assembled so far, you can compare its discovery and progress using your platform to its alternative development using other methods. We will help you articulate why that difference matters, and instill a sense of urgency in your prospective customer's mind.
How do I respond if my client demands exclusivity?
Counterintuitively, some exclusivity demands are reasonable. A client may want to avoid future regulatory complications they cannot control if your platform is used in third-party submissions. We help founders craft mutually beneficial exclusivity clauses that protect the buyer while still providing you with attractive economics and the optionality to continue benefiting from the platform.
Outsourced enterprise-level sales services
- Late-stage pipeline acceleration: Take ownership of advanced opportunities already in your funnel and drive them toward MSAs, proposals and signed contracts
- Targeted prospect outreach: Engage client-approved prospects and source new qualified opportunities through our network
- Introductions and scientific discussions: Facilitate meetings between your technical team and decision-makers at prospective customers
- Technical sales materials: Prepare proposals, technical presentations and project-specific materials that support purchasing decisions
- Deal negotiation and closing: Negotiate terms and close sales, paid studies, evaluations and collaborations on your behalf
- Opportunity follow-through: Manage the follow-up that moves interested prospects from first conversation to evaluation, purchase or partnership
- Procurement navigation: Identify and address procurement requirements, vendor qualification and contracting steps
- Shared opportunity tracking: Document customer questions, objections, requirements, responsibilities and next actions in a shared commercial tracker for full visibility
- Performance-based engagement: Defined meeting cadence, pipeline value and revenue targets, with progress reported against agreed KPIs
- Prospecting expansion: Scale from late-stage deal closing to higher-volume early-stage prospecting as your pipeline matures
- Go-to-market strategy: Ideal customer profiles, decision-maker mapping and sales messaging for health systems, payers, pharma and research customers
- Trade show and meeting representation: Represent your company in calls, trade shows and virtual meetings
- Global and international networking: Introductions to enterprise buyers and channel partners worldwide
05 · Buy-Side Corporate Development
As corporate operators, we bring more than $5B in corporate buy-side deal experience.
How do we map and prioritize the target landscape?
In medtech, our buy-side philosophy is that a deal should be immediately accretive; otherwise, it adds risk rather than value. We build a balanced scorecard across market, technology and policy (regulatory and reimbursement) factors to create a target shortlist we can approach discreetly, advancing conversations in parallel.
What value should the deal create 12 to 24 months after close?
We define the operating and financial value the deal must create after close. As corporate operators responsible for more than $5 billion in deals, we measure success in the 12 to 24 months after closing, not at signing.
Which transaction structure best supports the value-creation plan?
We match the structure (equity, asset purchase or license) to the value-creation plan, risk profile and desired optionality. The right structure is one of the first integration decisions.
How should we approach our first major integration?
We use an integration blueprint built over decades of operating experience. It addresses common failure points: underestimating or underfunding the integration, failing to retain the acquired team and confusing customers. David and Onne have lived through more than 100 transactions and guide teams toward practices that work.
How do we build board confidence when the alternatives are to wait, build, buy elsewhere or do nothing?
We combine scenario planning with risk assessment: what could go wrong if we proceed, and what could happen if we do not. We combine team input, market evidence and our forecasts in financial models that make the tradeoffs explicit.
Buy-side corporate development services
- Acquisition and in-licensing strategy: Aligned to your portfolio or investment thesis
- Capability gap analysis: Identify where acquiring technology or talent beats building it
- Market mapping and target sourcing: Proprietary identification of targets, including healthcare services businesses for private equity and strategic buyers
- Target evaluation: Screening, prioritization and strategic fit assessment
- Due diligence: Commercial, clinical, technical and operational review of targets
- Valuation and board materials: Models and materials to support investment decisions
- Negotiation and execution: Run parallel discussions and interface with attorneys and target executives, from initial approach and LOI through close
- Integration planning: Post-acquisition strategy to capture deal value
Start with your situation
Which steps are critical at your stage?
There are windows where we change outcomes, and windows where you shouldn't be paying anyone. Every raise, readout, partnership and launch has its own critical 12 months. We'll tell you which window you're in.
More than 24 months out
Learn
You shouldn't be paying an advisor yet. Learn how dealmaking works before you need it.
Start Dealmaking 60112 to 24 months out
Prepare
Your window opens soon. Know what your asset is worth and what buyers will ask.
Value your assetThe next 12 months
Engage
This is where we change the outcome. We run the raise or partnership from first call to signed deal.
Book a 25-minute callIf a deal or round stalls
Reset
Didn't land the partner or the round? Let's work out what has to change before the next attempt.
Talk it through