Boyd Biomedical

Healthcare is going through a period of disruption. Product lifecycles have shrunk, product portfolios have exploded in size and diversity, and fragmented markets have disrupted traditional business operations. Brands must accommodate and adapt to these changes. Brands must commercialize products faster to maximize time in the market. Achieving this requires rapid multidisciplinary innovation that delivers more complex products in less time. But, there are significant obstacles in the way. The path to faster innovation requires deep expertise across multiple disciplines, and it involves enabling networks to access non-core capabilities. Our team at Boyd Biomedical brings together the essential commercialization skillsets - the technique of designing, the craft of producing, and the art of marketing. Our combined expertise informs and improves the value we provide in each domain. Weather we deploy one or all of our services, our work always delivers the insight and expertise of the whole. We deliver innovation best to market.

Invest in what you know. But also, we need more investors to get to know Life Sciences. Carmichael Roberts, co-founder of Arsenal Medical explains.

92% of design and engineering professionals report that products are increasing in complexity. - Mechanical designs are becoming more intricate to account for smaller more technically advanced components. - The total number of electrical components are increasing to support connectivity. - New materials are being used more frequently to support new functionality. Yet, only 15% of design and engineering professionals report having access to tools to help manage that complexity. - One of those tools is your supplier network. Strategic relationships with suppliers who have deep vertically integrated technical expertise in your non-core capabilities. The supply chain isn’t about scale and efficiency anymore. And resilience and business continuity are good - but they only maintain the status quo under changing circumstances. Strategic supplier relationship should enhance innovation and agility. It's an additive relationship, not reductive, or at least for the winners it will be.

Can biomedical innovators actually be patient-centric? Does it require an altogether more pateint-centric ecosystem? Clinical trials, regulatory, care settings...supply chains? Michael Chiu outlines the approach to a more patient-centric manufacturing ecosystem as envisioned by Erbi Biosystems, a part of MilliporeSigma.

How are you managing the value capture shift? The availability of new technologies has led us into a period of extraordinary market fragmentation. How biomedical companies capture value is shifting from product-centric (mass-market) to customer-centric (masses of markets). Mass market = companies focused on patient populations. Masses of markets = companies focused on patient life cycles. This fragmentation has disrupted traditional operations which now require agility and adaptability more than efficiency. Read more about it here: https://bit.ly/4cJjK4n

Check out our walk and talk tour with the team at Sherlock Biosciences. Sherlock is enabling the democratization and decentralization of testing to personalize healthcare and make an impact on global health.

The potential for accurate, affordable, and accessible diagnostic tests is enormous. Test more people, more often, prevent or diagnose, change the prevalence of disease. It’s that simple and this is how Sherlock Biosciences plans to bend the curve on population health.

Is the transition from volume-based to value-based care good or bad for innovation? - Value-based care models, if not well-structured, can potentially limit patient choice and impede access to innovative treatments by promoting a one-size-fits-all approach to healthcare. This heads in the opposite direction of patient centric personalized care. - The shift to value-based care necessitates innovations in healthcare, requiring a focus on outcomes and patient-led solutions versus technology-led solutions. This drives us towards more real world evidence and patient engagement. New technologies are enabling more patient-centric solutions but can they survive the path to commercialization? We talk about this with Access Vascular, Inc. CEO Jim Biggins.

Solve complexity with simplicity. Lisa Anderson, CEO of Paragonix Technologies, Inc. elaborates, Every procedure is a logistical masterpiece – everything has to work. Teams that have never met before have to collaborate. We knew we could not overcomplicate this and that we had to provide a simple solution. Our products are very intuitive. They have 6 simple steps to put together and take apart. And you can do it at three o’clock in the morning when the majority of transplantations take place.

Our mission is – to provide the industry-leading growth platform to biomedical innovators commercializing breakthrough devices. We do this by bringing together the essential commercialization skillsets - the technique of designing, the craft of producing, and the art of marketing. We help you bring your biomedical innovation best to market.