The Top 5 Priorities for Early-Stage and Scaling Life Science Companies – According to Investors and Non-Execs
As a talent search practice in life sciences and technology we worked with many organisations going through start up, scale up and exit and we’ve had a ring side seat when it comes to investors and non-executives and their views on what makes them sit up and take notice. Here’re some of the observations we’ve gleaned over the years from them.
The UK’s life science sector is bursting with innovation — from breakthrough therapeutics to enabling technologies that transform research and patient care. But great science alone isn’t enough to scale successfully.
If you ask seasoned non-executives and active investors what separates the companies that thrive from those that stall, they’ll often give the same answer: it’s about building the right commercial, operational, and strategic foundations early.
Here are the five priorities they consistently look for when judging whether a life science venture is on the right track.
1. A Clear and Credible Route to Market
It’s tempting to keep the focus on the science — after all, that’s your passion and your differentiator. But investors want to see exactly how you’ll translate the innovation into revenue.
That means:
- A well-defined target market and customer profile.
- A go-to-market strategy that accounts for regulatory requirements, adoption barriers, and procurement cycles.
- An understanding of the competitive landscape and how you’ll win share.
Investor perspective: A groundbreaking platform without a plan to monetise is just an academic project. Market access and adoption pathways should be embedded into the strategy from day one.
2. Strong, Commercially Minded Leadership
In early-stage science-led companies, the founding team is often deeply technical. That’s a strength — but scaling demands commercial experience at the top table.
Investors favour leadership teams that blend:
- Scientific authority with commercial acumen.
- Proven track records in sales, licensing, or partnerships.
- The ability to make difficult, market-driven decisions.
Investor perspective: A great CEO in life sciences is part scientist, part strategist, part dealmaker.
3. Evidence of Early Traction
Even pre-revenue, investors and non-execs look for proof points that your proposition works in the real world. This could be:
- Pilot studies or early clinical data.
- Letters of intent or MOUs from potential customers or partners.
- Strong inbound interest from key market players.
- Grant wins or funded collaborations.
Investor perspective: Traction is the bridge between the lab and the market. It signals demand and reduces perceived risk.
4. Robust Financial Discipline
Cash is oxygen. Scaling life science companies need a clear understanding of burn rate, runway, and funding strategy.
That means:
- Regular financial forecasting tied to strategic milestones.
- Understanding the link between cash spend and value creation.
- Clear, realistic fundraising plans.
Investor perspective: “Show me you can deploy capital efficiently, and I’ll show you I can help you raise more.”
5. A Scalable Operating Model
Scaling isn’t just about selling more — it’s about being ready to deliver at scale without breaking the business.
Investors look for:
- Early investment in quality systems and compliance.
- Repeatable processes for R&D, manufacturing, and customer delivery.
- The right people in the right seats, with gaps identified and plans to fill them.
Investor perspective: A company that can’t scale operations will see its growth stall, no matter how good the science or the market fit.
In Conclusion
In the high-stakes, capital-intensive world of life sciences, investors and non-executives want confidence that their capital and expertise will accelerate—not rescue—the business.
The most successful early-stage and scaling companies in the UK are the ones that:
- Know their market.
- Build balanced, capable leadership teams.
- Prove their proposition early.
- Run a tight financial ship.
- Lay the operational foundations for scale.
Get this right, and you won’t just attract investment—you’ll keep it.
Ewan Jardine is Managing Director of Kleboe Jardine Ltd, based in Edinburgh and has worked for 35 years building startups and scale ups in life Science and Technology.
