Former Alexion · Chief of Staff to CEO
Good science doesn't die in the lab. It dies in commercial diligence: endpoints regulators love but payers won't reimburse, partnership terms that look standard but strangle you later, and trial designs that please the FDA but make your drug commercially worthless. I spent five years inside Alexion watching how billion-dollar decisions actually get made. Now I help founders pressure-test decisions before pharma does.
What I Do
I tell you the reasons pharma will pass—before you waste six months trying to impress them.
When you need this: You’re making commercial decisions with no commercial team and you’re not sure what you’re getting wrong.
What you get:
→ “What Matters Now” memo
→ BD Kill List
→ 30-day action list
When you need this: You’re making commercial decisions every month and you need documentation, not just conversation.
What you get:
→ Monthly Decision Brief
→ Quarterly Readiness Snapshot
→ Async access with 48-hour turnaround
When you need this: Your board is asking commercial questions you can’t confidently answer.
What you get:
→ Board Q&A Brief
→ Talking Points
→ Rehearsal Call
When you need this: Pharma reached out — or you’re about to reach out to them.
What you get:
→ Deal Attractiveness Assessment
→ Diligence Risk Map
→ Negotiation Leverage Brief
Market sizing. Pricing models. Launch planning. Commercial org design. KOL mapping. Payer research. 100-slide strategy decks.
These are real jobs that require dedicated specialists. I won't pretend otherwise. What I offer is the judgment to know which decisions matter now—and the perspective that comes from watching how pharma actually decides.
Every engagement produces a written deliverable. Memos, not decks. Documents you can hand to your board, investors, or future CCO.
Who This Is For
You're Series A or B, Phase 1 or 2. You have zero commercial headcount. The big consulting firms won't take your call—and even if they did, you'd get their junior team. You need someone senior who can translate, not a team that delivers slides.
$20-75M raised · Rare disease (genetic, metabolic, neurological) · US-headquartered · CEO background is scientific, clinical, or BD—not commercial pharma
You're further along—Series C+, Phase 3. You've just hired a CCO or they're in their first six months. You don't need comprehensive strategy. You need a sounding board for a discrete, time-bound problem: a partnership eval, board prep, or a second opinion.
Has commercial leadership · Discrete scope · Not looking for someone to own strategy
You already have a CCO and full commercial team. You want someone to own and build your commercial strategy. You're looking for a deliverable you can hand to your board without discussion. You're pre-Series A or haven't raised at least $20M. You're a platform company without a lead asset.
I also advise patient-founders building what pharma won't: registries, diagnostics, n-of-1 platforms, and programs that shouldn't have to wait. I've watched a parent navigate rare disease. I know exactly where the system breaks.
Five questions about the commercial decisions you're already making.
Why I Do This
I've seen how big pharma evaluates innovation. I've also seen how often it suffocates it—long before a trial ever fails.
This isn't a career pivot. It's personal. I've watched a parent navigate rare disease. I know exactly where the system breaks—and who it fails.
Paul Schmidt
Founder, Viventi Advisors
I keep my client roster small. That's intentional. Most conversations start with a 20-minute call. You tell me what's going on; I'll tell you if I can help.