MICHAEL MROCHEN, PhD SCIENTIST · ENTREPRENEUR · STRATEGIC ADVISOR
Independent judgment
for high-stakes
ophthalmic decisions.
I help investors, boards and ophthalmic teams determine what the evidence supports, which risks matter and what to do next.
A short, non-confidential overview is enough to begin. No commitment required.
START WITH YOUR DECISION
Where do you need
independent judgment?
Assess the evidence before your next ophthalmic investment.
A strong scientific result is only part of an investment case. I help examine the clinical need, evidence gaps and adoption assumptions that could change your decision.
Explore this perspective FOR TECHNOLOGY TEAMSDecide what to develop—and why clinicians would adopt it.
I help ophthalmic teams connect a specific clinical need with product differentiation, development priorities and partnership decisions.
Explore this perspective FOR CLINIC GROUPSIntroduce innovation your patients and teams can use with confidence.
A promising procedure needs more than a successful first case. I help clinic leaders examine patient selection, team readiness, workflow and outcomes before broader implementation.
Explore this perspective FOR BOARDS & LEADERSHIP TEAMSChallenge assumptions before major commitments.
I bring independent scientific, clinical and entrepreneurial judgment to board and leadership discussions in ophthalmic technology.
Explore this perspectiveJUDGMENT IN PRACTICE
Evidence matters.
So does what comes next.
These examples show the decision, my contribution, what the evidence established and what remained uncertain.
From optical measurement to individualized laser treatment.
Early results are useful when their limitations guide the next study or design decision.
See the decision case 02 / RESEARCH + TRANSLATIONFrom cross-linking research to clinical delivery.
Translation includes engineering, clinical evidence and a workable route to use.
See the decision case 03 / BIOLOGY + COMPANY BUILDINGDeveloping vision correction through tissue addition.
Technology, evidence generation and commercialization need to advance together.
See the decision caseA SIMPLE START
From first context
to defined work.
Knowing what happens next reduces unnecessary friction—for both sides.
- 01
Share the context.
Send a short, non-confidential overview of the decision and intended timing.
- 02
Test the fit.
An introductory discussion determines whether my experience is relevant.
- 03
Define the work.
Scope, outputs, timing and potential conflicts are agreed before any engagement.
THE WORK BEHIND THE JUDGMENT
Published. Invented.
Shared. Recognized.
ONE DECISION MODEL
Evidence can change
the investment case.
Explore how resolving a material uncertainty changes risk-adjusted project value in a simplified example.
Explore all three interactive modelsWhich uncertainty could
change the investment case?
Evidence can change the estimated chance of success. Move the assumption to see its effect in this simplified example.
project value
Change the assumed probability. The values of success and failure remain fixed.
Example only: €100m if successful and €0 if unsuccessful. This is a probability-weighted project illustration, not a company valuation.
Assumptions & valuation principle
This two-outcome illustration weights each assumed net present value by its probability. For example, a 45% chance of success gives 0.45 × €100m + 0.55 × €0 = €45m. Failure value is simplified to zero.
The outcome values are held fixed in today’s money, with costs and timing assumed to be included. The tool does not estimate evidence quality or infer a probability from a study. Real project values also depend on market opportunity, remaining costs and timing; company equity value additionally reflects financing and other assets and liabilities.
More research does not automatically increase value. New findings can raise or lower the estimated chance of success. No actual project, company or investment return is forecast.
Valuation principle: Aswath Damodaran, NYU Stern ↗Which clinical, technical or adoption uncertainty should you test before committing more capital?
Explore the investor perspective ↗BEYOND THE LABORATORY
Two wheels.
Two skis.
A different perspective.
Away from the laboratory and the boardroom, I enjoy riding my BMW R 1200 R and skiing. Both give me a good reason to step away from a screen, spend time outdoors and enjoy the view. There is a person behind the publications—and I do occasionally close the laptop.