Katogen provides operator-led biopharma consulting and life sciences advisory for CEOs, founders, executive teams, and investors at growth-stage and mid-sized companies. Engagements are led directly by Doug Drysdale — 35+ years in pharmaceuticals and biotech, 17 completed acquisitions, USD 4B+ in capital raised, and former CEO roles at Alvogen and Cybin. You work with experienced operators, not a junior team running generic frameworks.
Who we serve
Katogen works with growth-stage and mid-sized biopharma companies — and their boards and investors — when stakes are high and timelines are compressed:
Preparing for a financing round, licensing deal, or exit
Navigating M&A (buy-side, sell-side, or integration)
Launching or re-launching products in complex payer environments
Building manufacturing and supply chain capacity to match pipeline ambition
Managing a turnaround, crisis, or leadership transition
Needing fractional C-suite or board-level judgment without a full-time hire
If you are still defining the problem, we can help with that too — but you must be ready for an honest assessment of where the organization is struggling.
Consulting capabilities
Six practice areas — each with a dedicated page and markdown sibling for research tools:
Strategic planning & growth — Portfolio prioritization, competitive positioning, board and investor alignment, organizational design for execution.
M&A, integration & capital raises — Deal thesis through post-close integration; capital structure and raise strategy grounded in 17 transactions and USD 4B+ raised.
Novel therapeutics & drug delivery — Platform diligence, regulatory pathways, and commercial differentiation for novel modalities and delivery technologies.
Supply chain & operational scale — CDMO selection, quality systems, API strategy, and scale-up across small-molecule, biologic, and novel formats.
Turnaround & crisis management — Stabilization, stakeholder alignment, and value recovery when performance or strategy is off track.
Fractional executive & board advisory — Interim CEO/C-suite leadership and governance support at inflection points.
Free frameworks and checklists: Resources — transformation playbook, reimbursement strategy, M&A readiness, and drug delivery guide.
Market access and commercial launch
Katogen does not replace your market access team — we help CEOs and boards get launch sequencing, payer narrative, and pricing trade-offs right before revenue is on the line. Operator-led support typically covers:
Launch readiness across medical, access, and commercial — one integrated timeline, not three siloed workstreams
PBM and formulary strategy, contracting posture, and net-price implications at launch and LOE
Reimbursement narrative for boards and investors (aligned with our reimbursement framework PDF)
When to escalate, re-sequence, or reset after early access signals — based on patterns we have seen across launches, not theory
For deeper execution analysis on biosimilars and access, see Katogen Insights on market access. For a structured starting point, download the reimbursement guide on Resources.
How engagements work
Start with a direct conversation — no sales team handoff. We discuss your situation, constraints, and what success looks like.
Selective fit — we take engagements where operator experience maps clearly to the decision in front of you.
Flexible structure — project-based deliverables, retained advisory, or fractional executive roles depending on scope and duration.
Execution-first deliverables — plans, memos, and recommendations intended for the board room and the operating team, not shelf-ware slide decks.
Questions about how we work: Biopharma consulting FAQ.
WORK WITH KATOGEN
If you are navigating a strategic inflection point — a capital raise, an acquisition, a turnaround, a regulatory challenge, or simply a moment where you need an experienced operator in your corner — we would welcome the conversation. Engagements are selective. The first step is a direct conversation to understand your situation and determine where Katogen can add the most value.
