Biotech Risk Consulting

The question

An early-stage biotech needed a practical way to understand its most consequential risks without losing the signal in a long register of possible exposures.

What I did

• Separated pure risks into hazard risks (property and freezer failure, auto and general liability, D&O, inland marine, EPLI, employee dishonesty, fiduciary liability) and operational risks.
• Flagged the operational risks that grow with scale: cyber and electronic data, supply-chain and contingent business interruption, legal and regulatory exposure, human capital, grant-payment failure, and future M&A.
• Organized the assessment into priorities and mitigation recommendations presented to the company’s executives.

What it showed

A risk register becomes a management tool when prioritization, ownership, and the next action are visible at a glance.

I completed this biotech startup case with master's students in UW–Madison's Risk Management & Insurance program. We identified and prioritized exposures, developed insurance and mitigation recommendations, and presented the work to company leadership. It was a useful early experience working with a more advanced team on a real-world risk problem.