AI is not a strategy. It is a tool and a lever.

Make better strategy decisions that position tech and AI where they belong.

Talon Group Consulting helps senior life science leaders decide where AI and technology belong in their strategies, portfolios and roadmaps, and which bets to fund, reshape or stop.

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Organizations we've worked with

Global pharma, biotech, medtech and life science tools leaders.

What we do

Three kinds of decisions

Talon Group Consulting helps leadership get the what, where, when and why right. Digital and IT teams own the how. Our work is organized around three kinds of decisions: where to grow, how the organization should run and invest, and whether and how to partner.

Growth and Portfolio Decisions

For decisions about which markets, indications, and launches to fund. Talon Group Consulting tests the opportunity and its assumptions, and whether digital and AI belong in the plan.

Operating Model and Investment Priorities

For decisions about how functions are organized and governed, and which investments the strategy depends on. Talon Group Consulting sets out what to fund, stop, or sequence, and in what order.

Partnership and Collaboration Decisions

For decisions about whether and how to partner, and which pilots deserve further investment. Talon Group Consulting tests each option and defines what it must prove before it scales.

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Our point of view

Strategy first. Tech-informed from the start.

Technology, data and AI are inputs to the decision, including whether they belong in the answer at all. We test them inside the same business case as everything else, for what they do to the outcome.

Every engagement starts with a decision you need to make soon. We begin with a focused first phase with a clear scope and deliverable. We expand only when the results justify it.

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Selected engagements

Decisions we have helped leaders make

Each engagement tests the assumptions behind a decision, compares the realistic options, and sets out what has to be true for the chosen plan to work.

Growth and Portfolio Decisions

Testing an Aggressive Growth Target Before Funding It

Leadership had committed to growing an established brand several times over, after promotional cuts and with a similar competitor product moving toward approval. We tested which growth levers, including new indications and digital health partnerships, could credibly close a gap of several hundred million dollars.

Identified a new revenue opportunity of over $300 million a year and exposed well over $500 million in revenue at risk before the next budget was committed.

Read the case Operating Model and Investment Priorities

Knowing When to Stop a Flagship Technology Investment

Well into a flagship content automation program for regulatory submissions, the promised time savings were still undefined. We tested the vendor's claims against actual performance and organizational readiness, then compared three paths forward.

Gave leadership a clear case to avoid an estimated $2 million to $6 million in first-year costs by stopping before further commitment.

Read the case Growth and Portfolio Decisions

Sequencing Global Launch Markets for a Novel Medical Device

With limited physician training capacity and little published market data, prioritizing one market for a novel device meant deferring another. We built the market prioritization model to decide where to launch first.

Concentrated limited training capacity on the highest-value markets from a broad candidate list, and built the commercial foundation for the next-generation device.

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When to bring us in

Before the commitment, not after it.

The most useful moment is while the decision is still open, when the options can still be reshaped.

Before you fund a growth ambition or a new indication
Before an AI program earns its next round of investment
Before you reshape how a function is organized and governed
Before you commit to a strategic partnership

Talon Catalyst

Executive analysis for life science leaders

Talon Catalyst is our executive analysis of where technology changes strategy in the life sciences, and where it doesn't.

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Facing a consequential strategy decision?

Bring the decision in front of you. We will help you frame it, test it and decide where technology belongs in the answer.

Discuss a strategic decision