Case Study: Mentorship of a Colombian women-founded Biotech Startup (Sciphage)

Abstract

This case study explores how an integrated approach combining intellectual property (IP) strategy, technology transfer, corporate governance, and third-party negotiation frameworks can enhance the investment readiness of early-stage biotechnology startups.

The mentorship process with Sciphage, a Colombian biotech startup developing phage-based solutions to antimicrobial resistance, demonstrates how aligning IP assets with business strategy significantly improves attractiveness to venture capital and strategic partners.

The case highlights practical tools and approaches applicable to deep tech startups operating in emerging markets.

1. Background

Biotechnology startups face structural challenges when transitioning from scientific research to investable business models. These challenges are particularly relevant in emerging innovation ecosystems, where access to specialized venture capital and IP commercialization expertise may be limited.

Sciphage, a Colombia-based startup, operates in the field of bacteriophage technology targeting antimicrobial resistance. Despite strong scientific foundations, the company initially faced barriers in:

  • Translating technology into an investable business narrative
  • Structuring intellectual property as a commercial asset
  • Establishing governance frameworks aligned with investor expectations
  • Managing early-stage collaborations with research institutions
  • Defining international IP protection pathways

2. Mentorship Approach

The mentorship program I offered focused on bridging the gap between scientific innovation and investment readiness through four integrated pillars:

2.1 Corporate Governance for Investment Readiness

A key focus was strengthening internal governance structures to improve transparency and investor confidence.

Key interventions included:

    • Defining clear founder roles and decision-making structures
    • Introducing basic governance and reporting practices
    • Preparing equity structure (cap table) for future investment rounds
    • Aligning scientific and business decision-making processes

Outcome: Improved organizational clarity and reduced perceived investment risk.

2.2 Intellectual Property as a Core Business Asset

IP was repositioned from a legal formality to a strategic business asset central to valuation and fundraising.

Key actions included:

    • Identification of protectable intangible assets
    • Alignment of IP strategy with target markets and commercialization pathways
    • Preliminary assessment of freedom to operate (FTO) considerations
    • Integration of IP positioning into investor-facing materials

Key insight: In biotech, IP is not only protection—it is a primary driver of company valuation.

2.3 Structuring Third-Party Collaboration and Negotiation

Given the collaborative nature of biotech innovation, particular attention was given to managing external relationships.

The mentorship addressed:

    • Structuring agreements with academic and research institutions
    • Defining ownership of jointly developed IP
    • Establishing frameworks for licensing and co-development agreements
    • Protecting early-stage value creation in partnerships

Outcome: Increased ability to negotiate value-retaining agreements with third parties.

2.4 IP Internationalization Strategy

To support long-term scalability, the company developed an early-stage international IP roadmap.

This included:

    • Identification of priority jurisdictions for IP protection
    • Cost-benefit analysis of international filings
    • Alignment of IP strategy with regulatory and market entry pathways
    • Preparation for global partnership and licensing opportunities

Key insight: Early IP internationalization improves strategic optionality and investor confidence.

3. Outcomes and Impact

The mentorship process resulted in measurable improvements in investment readiness, including:

  • Stronger and more transparent governance structure
  • Clearer IP strategy aligned with commercial objectives
  • Improved negotiation capacity with external stakeholders
  • Enhanced investor-facing narrative and positioning
  • Increased perception of scalability and defensibility

Overall, the startup transitioned from a science-driven project to a more structured deep tech venture aligned with venture capital expectations.

4. Practical Lessons for Entrepreneurs and IP Professionals

This case highlights several transferable lessons for IP-driven startups:

  • IP strategy must be integrated into the business model from early stages
  • Corporate governance is a critical factor in investor decision-making
  • Early structuring of collaborations prevents long-term value leakage
  • International IP planning should be considered before market expansion
  • Investors evaluate not only technology, but also execution infrastructure

5. Conclusion

The case of Sciphage demonstrates how strategic alignment of intellectual property, governance, and commercialization structures can significantly enhance the investment readiness of biotechnology startups.

For deep tech ventures, particularly in emerging markets, IP is not a downstream legal function but a foundational element of business strategy and capital formation.

This integrated approach is essential for transforming scientific innovation into scalable, investable ventures capable of competing in global markets.

About the author

Gina de Echeona is the founder and CEO of  Emprende Conmigo, EC Power, and  ECTVMedia, and has created three other technology-based ventures focused on innovation, intellectual property, and global purpose. She advises CEOs, investors, startups, and business leaders in Europe and Latin America, with a strategic vision that connects law, entrepreneurship, creativity, and social impact.