The Ophthalmologist · December 2014
Translational Research: Innovate Horizontally
Relevant to development teams assessing whether an existing technology can answer an unmet clinical need.
Read at publisher ↗FOR OPHTHALMIC COMPANIES
Turn ophthalmic innovation into a product clinicians will adopt.
I help ophthalmic CEOs and R&D leaders decide what to build, which evidence matters, where adoption may fail and which commercialization milestone should come next.
01
Clinical differentiation
Define a patient or clinician benefit that matters compared with current alternatives.
02
Development priorities
Identify the technical, clinical and usability questions that need answers before the next commitment.
03
Partnerships
Clarify which capabilities, responsibilities and evidence each partner must contribute.
04
Adoption
Plan for delivery, training and repeat use alongside the product specification.
DECISIONS I HELP LEADERSHIP TEAMS MAKE
What should happen next?
- Which patient and clinical problem is worth solving?
- What evidence would change the development, regulatory or investment decision?
- What must be true for clinicians to adopt—and repeatedly use—the product?
- Which partner, market or milestone should come next?
Possible outputs: an independent decision memo, an evidence and adoption risk map, a milestone roadmap, or a focused leadership workshop.
A USEFUL STARTING POINT
Start with the development and commercialization decision.
Discuss an ophthalmic development or commercialization decisionDescribe the intended clinical use, the product or partnership question and the decision your team faces.
Focus the discussion on the strongest clinical proposition and the evidence needed to support it.
Scope and availability are agreed for each engagement.
CRST Europe · February 2016
From Workbench to Clinical Proof of Concept: Mirricon
Relevant to founders, R&D leaders and investors deciding which milestone should come next.
Read at publisher ↗A DEFINED ENGAGEMENT
A defined decision—not open-ended consulting.
A focused engagement begins with one decision: whether to develop, redesign, partner, invest, launch or pause.
Depending on the question, the work may produce:
- an independent decision memo;
- a clinical evidence and adoption-risk map;
- a prioritized development or commercialization roadmap;
- an assessment of partnership options; or
- a focused workshop with the leadership or R&D team.
The objective is not simply more analysis. It is a clearer decision, the evidence needed to support it and an agreed next milestone.
Relevant experience: View Michael’s selected work and leadership and board experience.
Discuss your next decision