Suggestions
Sara Nayeem
Venture Investor
Sara Nayeem is a Partner at Avoro Ventures, a venture capital firm focusing on biopharma investments. Prior to Avoro Ventures, Sara was associated with NEA. Sara is actively engaged in sharing advice for biopharma executives and advocates for innovation, drug pricing and access, as well as promoting diversity in venture capital.
Sara Nayeem holds an MBA and MD degrees from Yale University and an undergraduate degree in Biological Sciences from Harvard University. Her educational background provides her with a strong foundation in both healthcare and business.
With an impressive professional journey, Sara Nayeem has held key positions in various organizations. She served as EVP of Investments at Enavate Sciences, Partner at Avoro Ventures at Avoro Capital Advisors (formerly venBio Select Advisor), and as a Partner at New Enterprise Associates (NEA). Prior to these roles, Sara gained extensive experience as Principal, Senior Associate, and Investment Banking Associate at NEA and worked as an Investment Banking Analyst at Morgan Stanley.
Highlights
Emotional resiliency is critically important in biotech, where the probability of success for any one program is so low, and the outcomes are so binary / stochastic. When trials do work, and a drug is approved and helps thousands of patients, the emotional payoff is enormous. And pharma often picks up programs after proof-of-concept – contributing to a critical cycle of biotech teeing up innovative programs for larger co’s. But even when a company is acquired, or stock is sold, producing a good exit for investors and management, the programs themselves often fail later. How do we keep ourselves going in the face of discouraging odds, not to mention all the other complexities (regulatory, CMC, political) intrinsic to drug development? Here are a few suggestions for helping us wear our successes AND failures lightly (and I would love to hear others):
- Adopt a growth mindset. See every role / investment as an opportunity to learn how to be a better drug developer or a better investor. If you’ve had some successes, it’s even more important to think this way; if you don’t, you stand to crash hard with your first failure.
- Mark your experiences along the way – the “wins among the losses” – things you are proud of or ways you grew even if the drug doesn’t work. It’s important to do this along the way because often after a failed trial or disappointing launch, it can be painful to look back. Keeping a written log of these will help you take your learnings to the next opportunity.
- Value the science for itself. Even when it doesn’t play out the way we hope, even when a preclinical model disappoints or a placebo group “outperforms”, we can feel good about having advanced scientific knowledge in the space.
- Lean into your relationships. Biotech is populated by such excellent people – smart, committed, creative, caring, interesting, dynamic people. Work to learn from others and also to support the upcoming generation of drug developers. What you contribute to others’ growth will outlast you and your career. Leave a legacy.
- Practice self-care. This is more than just getting your yearly physicals and hitting the gym; it also means not becoming your work. Even more than in most careers, we need to find ways to disconnect from the job. You are more than your list of approved drugs or your investing track record.
- Practice self-compassion. Try talking to yourself after a disappointment the way you’d talk to a friend. When we beat ourselves up, it actually makes us less able to see the big picture. Self-compassion helps us recognize the ways in which we could have done better so we can change, rather than just doggedly moving forward in old patterns with twice the level of effort.
To move a financing process along, aim to increase mind share as well as urgency.
Mind share can be thought of as where your deal falls on the hierarchy of deals a VC is considering and generally is reflected by how much time they're spending on your company. Mind share derives from a few things:
- Clarity of pitch and investment rationale
- Overlap of technology / approach / lead indication / stage with investor’s areas of interest
- Overlap with fund imperatives, timing, and preferred portfolio construction (this may be a different set of considerations than 2)
- Personal / relational factors (e.g., previous work with founder or exec)
- Deal factors – attractiveness of valuation, strength of / familiarity with syndicate, does financing get company to a meaningful inflection point, likelihood of strategic (M&A) interest
- Everything else going on for the person, both in terms of new deals and portfolio company developments, as well as firm initiatives such as fundraising
Urgency can be driven by the company or by investors. Contributing factors, in addition to overall enthusiasm for the deal, include:
- Whether a term sheet is already on the table or expected soon (a fast-moving process can also dampen excitement for a deal - e.g., if an investor needs to lead / needs more time to do work and they feel they are too late – so don’t overstate how far along your process is)
- Degree of buy-in from an investor’s broader team (e.g., if an investor is doing a lot of work but they never seem to move the ball forward to an IC meeting, it may be that they are still trying to convince their colleagues)
- Fund imperatives – e.g., if there’s a new fund to deploy a group may work faster than if they are closing out a fund and circling in on the last deal or so
- Macro – investors take cues from one another and when things slow down, they tend to slow down across the board. E.g., in some environments there’s more FOMO that drives processes forward and valuations up; in others, investors resist being rushed and demand more concessions such as down rounds.
Management teams can’t control many of these factors. But you should be aware of them and seek (directly or through your existing investors / board members) to determine where you stand with a given investor in terms of both mind share and urgency. E.g., “are you interested in moving to the next phase of diligence?”, “what questions remain for you?”, "what else could we do to help you in your diligence?", “what are the next steps in your process and what would be your overall timeline to get to an answer?” If the VC is well-known to one of your current investors, they can simply ask, "how excited are you about this deal?"
