In life sciences M&A, teams rigorously audit scientific risk, clinical data, IP, regulatory pathway.
But operational capability? That's assessed through management interviews and site visits. Subjective. Incomplete.
The problem: Leadership instability, talent migration, and quality culture issues appear before they hit the P&L. These signals exist, but no one is systematically tracking them.
What we do:
We find the operational signals that traditional diligence misses:

Leadership gaps and turnover at site level
Talent migration to competitors
Quality team stability
Regulatory friction patterns

For whom:
PE firms, strategic acquirers, and biotech executives making high-stakes decisions about CDMOs, CROs, and manufacturing partners.

Riplex

Org chart

Teams

Offices