Insights That Move the GPCR Field Forward

👉 Most biotech founders  do not realize they are in trouble when the money runs out. By then, the situation is already decided. 👉 The real issue begins earlier, at a point where the company is still operating, the science is progressing, and milestones are being met. On paper, things look fine. In reality, something more subtle starts to shift. 👉 Decision-making changes. Plans that once felt flexible start to feel constrained. Conversations move from options to assumption

👉 Strong biotech startups do not fail because the science is weak or the team is incapable. They fail when the pressure of fundraising slowly starts reshaping how decisions are made , long before anyone notices that strategy has begun to drift. In early-stage biotech, fundraising rarely feels like a strategic threat. It feels like a necessary distraction. Founders tell themselves that certain compromises are temporary, that clarity will return after the round closes. 👉 What

👉 Most founders look back at the end of the year and try to make sense of the results. They analyze numbers, milestones, missed goals, and unexpected outcomes. 👉 It feels logical to evaluate success where it is most visible . Yet that moment is usually the worst place to look for answers. What if the most important part of the year already passed long before those results showed up? 👉 What if the real leverage was never in the metrics but in the choices made when everythi

Biotech startups rarely fail all at once. They fail while everyone is still working hard. Experiments continue. Meetings happen. Progress is reported. Yet alignment fades and decisions lose clarity. This is not a motivation problem. It is structural. When complexity grows faster than strategy, biotech companies drift. Survival depends less on science and more on whether clarity scales with complexity.