Portfolio, Program & Alliance Management
Program management in biotech is not status meetings. It is the discipline that sequences CMC, nonclinical, regulatory, and clinical work, names the critical path, and surfaces risk while there is still time to act. Teams that wait until 'we are bigger' usually discover the gap in diligence or at IND.
BioVertex embeds as Head of Program Management or as an operating partner: integrated Gantt charts, stage-gate reviews, KPI packs for executives and boards, and alliance management when CROs, CDMOs, or academic partners are on the critical path.
We have run this function inside large pharma and CRISPR-era biotech. The frameworks are fit-for-purpose: enough structure to keep a Seed company honest, not an enterprise PMO that burns runway.
What you get
- Integrated portfolio or program timeline (CMC, nonclinical, regulatory, clinical) with dependencies and critical path
- Stage-gate governance, decision rights, and a review cadence the board can trust
- KPI monitoring and executive / board reporting that flags slippage early
- Alliance and vendor management (CRO, CDMO, academic, pharma partner)
- Risk register and mitigation tied to the next value inflection, not a generic RAID log
Who this is for
Pre-Seed to Series B companies layering external vendors, programs heading toward IND or a first-in-human study, and VC-backed teams that need operational muscle without a full-time senior hire yet.
Related reading: Why Early-Stage Startups Need Program Management Sooner Than They Think. VC diligence and portfolio buildout live on For VC Firms.