Spin a program into a company built to move.
PharmaSync forms independent entities around differentiated assets – carving them out cleanly, syndicating the right capital, and designing the governance a dedicated team needs to advance fast.
A formation plan a syndicate can diligence.
We treat company-building as an asset strategy, not a paperwork exercise. Every decision – perimeter, capital, board – is made in service of the program reaching its next inflection point.
Carve-out structuring
We define the asset, data, IP, materials, contracts, people, and sponsor services that must transfer cleanly – or remain available under contract.
Formation thesis
We translate the science and unmet need into a fundable development plan, a capital requirement, and a value-inflection roadmap investors can underwrite.
Capital syndication
We map and approach investors and strategic partners who understand the modality, the geography, and the financing horizon the asset demands.
Governance design
We architect board composition, voting and consent rights, sponsor services, and conflict pathways before the company takes its first board seat.
NewCos fail when formation is treated as a formality.
Asset-led design
The company is shaped around exactly what the program needs to clear its next milestone – nothing borrowed, nothing inherited.
Cross-border realism
We plan for data transfer, regulatory reuse, manufacturing control, and standing sponsor obligations from day one.
Investor readiness
The package answers the questions serious syndicates ask before they commit, not after they pass.
Governance discipline
Decision rights and transition services are settled while interests are aligned – long before tension can surface.
Screen
Validate asset quality, ownership, development path, and the rationale for an independent vehicle.
Design
Set the perimeter, services, leadership, governance, and capital need into a coherent structure.
Syndicate
Qualify investors and strategic partners under controlled, staged disclosure.
Launch
Support documentation, transition planning, and the operating cadence for the first quarters.
Asset package
Data depth, differentiation, and the credibility of the proposed development plan.
IP chain
Ownership, in-licenses, encumbrances, and future freedom to operate.
CMC readiness
Manufacturing control, materials access, quality systems, and the tech-transfer path.
Regulatory route
Agency strategy, bridging requirements, and submission dependencies.
Capital model
Runway, milestones, follow-on needs, and fit with the target syndicate.
Operating model
Leadership plan, board rights, sponsor services, and transition cadence.
| Structure | When it fits | Key terms |
|---|---|---|
| Single-asset NewCo | One program needs dedicated capital, focus, and management. | Asset transfer, retained economics, sponsor services, board seats. |
| Platform carve-out | A technology base can support multiple programs independently. | IP assignment, shared services, milestone economics, governance split. |
| Sponsor-backed spinout | The originator wants ongoing upside and a board voice. | Equity stake, consent rights, supply terms, transition services agreement. |
| Co-founded venture | Capital and a strategic partner build the company together. | Founding shares, tranche financing, IP contribution, decision rights. |
Asia and China-origin assets
We structure carve-outs and capital so programs originating in the East can stand as credible Western-development companies.
Europe and UK
We translate academic spinouts and specialty assets into governed entities ready for institutional syndication.
United States
We pair assets with the venture and strategic capital that competes fastest for differentiated, well-formed companies.
Oncology
ADCs, bispecifics, targeted small molecules.
Immunology
Autoimmune and inflammation programs.
Metabolic
Cardiometabolic and liver disease assets.
Cell & Gene
Autologous, allogeneic, and gene therapy platforms.
CNS
Neurodegeneration, psychiatry, rare neuro.
Rare Disease
Orphan and ultra-rare programs.
Devices & Dx
Device, diagnostic, and companion Dx assets.
Digital Health
AI discovery, trial tech, and DTx.
Single-asset spinout readiness
Built the carve-out perimeter, financing package, and staged outreach plan for a targeted-therapy program seeking independence.
Governance before syndication
Settled sponsor service rights and board controls in advance of any investor conversation, removing the friction that stalls raises.
China-to-West development reset
Rebuilt the clinical and regulatory plan around a global buyer’s evidence expectations before forming the entity.