Showing different case studies of how we work and the successess we have had over the past years.
A note on confidentiality. Many TYD Partners engagements are governed by non-disclosure agreements with our clients and their counterparties. The transactions and case studies below are presented either with the permission of the parties involved, or with details anonymised: therapeutic area, value range, geography, and structural type are accurate; counterparty names and proprietary asset details have been removed where required.
Here are examples of how successful projects at TYD Partners have run, from the first conversation to the signed agreement.
The original deck led with mechanism of action and clinical data. We rebuilt the narrative around competitive positioning, regulatory pathway, and commercial whitespace, the dimensions a BD lead at a specialist pharma actually weighs when defending an asset internally.
Rather than a broad outreach, we built a tight list of potential counterparties, pharma companies for whom the asset filled a strategic gap, or provided an attractive entry into a new market.
Live tracking of every conversation in a shared pipeline. Weekly review of feedback from initial discussions sharpened the positioning twice, turning early “wait and see” responses into deeper diligence requests from several serious counterparties.
Multiple credible term sheets in hand created the leverage needed for the negotiation that mattered. We led commercial-term negotiation alongside the client's CBO and external counsel, focused on upfront, milestone backloading, royalty structure, and territorial rights.
A €9-figure total deal with upfront, milestone payments structured to align with clinical inflection points, and royalty terms in the high single digits.
Before approaching the market, we work closely with our client to define what an ideal addition to their portfolio looks like. This starts with a thorough understanding of their current product offering and close conversations with the sales team to identify where the gaps and unmet needs lie. From these insights, we define the search field and establish the specific requirements that will guide the entire scouting process.
We took the defined criteria to market, conducting a broad evaluation of available opportunities. From this process, we compiled a targeted asset list, assessing each opportunity across a structured set of parameters for the client's review. Based on their feedback and priorities, we narrowed the field and initiated further discussions with a select number of companies.
We engaged with three serious counterparties and moved into deep due diligence. We coordinated scientific, regulatory, and operational workstreams across the client team and external advisors, kept process discipline tight, and advised on the initial head of terms on behalf of our client.
We conducted final negotiations with two parties in parallel. Ultimately, we secured a licensing agreement for an asset that sits squarely within our client's area of expertise, strengthening their market position in their territory while also opening the door to potential future collaboration with the counterparty on additional assets.
In the highly competitive European market, regional pharma companies often struggle to distinguish themselves from larger pan-European players. TYD Partners provided significant value by leveraging both a rapid, proactive approach and strong personal relationships within the industry. This enabled the team to negotiate effectively and secure assets ahead of competing firms, thereby delivering a clear advantage for the client.
When TYD joined the project, we worked with the client to define the key challenges and shape a pragmatic path forward. Early discussions were productive, but no formal proposal was on the table yet. Our priorities were to (1) leverage inbound interest, (2) understand preferred deal structures across likely counterparties, and (3) formalize the outreach and engagement process. With BD conferences approaching, we also sharpened the narrative and timeline to align expectations across parties ahead of one-to-one meetings.
One pharma counterparty had been in informal contact for years. Rather than running a broad competitive process, we structured a focused negotiation track with that party, while maintaining two parallel “back-pocket” conversations with alternative partners to preserve negotiating leverage.
After identifying interested parties, executing CDAs, and holding confidential discussions, we issued a guidance letter that clarified what the client expected from a collaboration, not only capital, but also governance and strategic alignment. We assessed each counterparty’s ability to advance the asset into the clinic and ultimately toward patients. Non-binding offers were received, counterproposals were submitted, and the leading options were presented to the board.
Final terms were negotiated directly with the client’s CEO and CFO. The agreed structure provided that the counterparty would fund additional research through a defined milestone, at which point it could trigger a licensing deal. The license included substantial milestone payments tied to key clinical and regulatory inflection points, alongside clear governance mechanisms to manage decision-making and resolve potential disagreements.
A co-development deal with an option to license with shared risk, joint governance designed to perform through (pre)clinical inflection points, and a partnership that preserved the work ethics of our client for the eighteen months that followed.
We work across all therapeutic areas, every stage of development, and the geographies where life-sciences capital and partnerships move.