search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
OUTSOURCING


funds and, during early development, relied heavily on non-dilutive funding. This approach is one of the few viable options for early stage biotechs, as valuation and time to liquidation are often concerns for early angel investors. One way to help alleviate this is to issue convertible notes, the valuation of which is determined by the valuation at a subsequent large round of investment. The other problem with taking investor capital is the timing and extent of ROI. Angels are typically diluted on subsequent funding rounds and have to wait the longest for a return. Even when there is a return, it’s usually in the form of milestones and royalties many years after the investment. Therefore, it’s important to have regular communication with your investors concerning the allocation of capital and the success in achieving company objectives.


A word of warning These authors have been inundated with ‘offers’ to introduce themselves to investors for a fee. These offers range from introductions to being present at regional angel group meetings,


26 | Outsourcing in Clinical Trials Handbook


which can only cost the price of an airfare and hotel, to large upfront payments to attend national and international conferences with introductions to relevant venture groups and family offices. The angel group presentations are relatively harmless and can lead to productive connections but, more often than not, the requests for large deposits for introductions are completely unproductive. The authors have experience in multiple


rounds of putting together virtual teams of the above-mentioned experts and achieving funding for early stage clinical trials in various indications. We have found it very helpful to outsource many aspects of the business in order to minimise expenses, but also to gain access to the best experience in the relevant fields. One purpose of this article is to outline an approach to funding that has been successful and to impart some experience and lessons- learned. We hope to stimulate questions and discussion of our experiences at the panel in the upcoming Outsourcing in Clinical Trials South East Conference, 30–31 March 2021. ●


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120