The situation
Get a medical-device company from outside the US ready for a US entry funded by a $2 million to $3 million raise: diligence, the data room, the capital approach with Prince Capital, the go-to-market plan.
A founder who wanted the room built and outreach started the same week, a product whose right to be sold in the US had never been examined, advisors paid only while the deal kept moving.
A product whose right to be sold in the US had never been examined, and a founder who wanted outreach to start the same week the room was built.
Gate outreach on a fast, narrow diligence pass; build the room from what it found; hand the founder the findings straight; tier the buyers by disclosure. The decision I got wrong: the diligence ran before any fee was locked.
Five findings in under two weeks, before any investor saw a page: a trademark conflict, a royalty issue, an exclusivity problem, a third-party IP question, a dead distribution deal. The founder declined the remediation fee; the decision after the findings is his.
Read on
The decision and the reasoning
Why we did it this way, told first.
ReadWhat we did and what it produced
The work, decision by decision, and the result.
ReadA slice of the project list
A few related projects.
ReadPrivate side
The full report, the source files on record, the timeline and every figure with its source. Password.
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