Life Sciences — Mergers and Acquisitions
Overview
If you are with a life sciences company contemplating a strategic deal, you need a team of lawyers who are experienced in combining their business acumen with rigorous attention to legal detail, and an appreciation for the time-sensitive nature of your opportunity.
We have an M&A team of senior lawyers with deep experience in stock-based and asset-based acquisitions. We also have significant experience in partnering transactions for technology platforms and product candidates. Their experience can be critical if your transaction will include structure – that is, earn-out contingent payments based on technology development and commercialization milestones.
Experience
We have managed hundreds of M&A transactions and can leverage this experience to help you design and negotiate a deal that:
- Recognizes your company’s present and future worth;
- Ensures your appropriate participation in future product development and commercialization; and
- Obtains fair treatment for your management and employees.
A senior lawyer will spearhead your deal. Where appropriate, they will call upon colleagues in our licensing and collaboration practice to leverage their skills and experience.
Our senior lawyers will put their industry insights to work for you, collaborating closely with your scientific and business leaders on all aspects of your deal — from preliminary discussions through due diligence, bidding, and documentation.
Having focused staffing eliminates time-consuming handoffs, is cost-effective, and provides the judgment needed for successful transactions. And we have the depth and breadth to support multiple parallel negotiations if you have an active auction process.
A Unique Understanding
In addition to traditional M&A, we also have the experience to appropriately and successfully use option-based and staged deal structures. Our clients rely on us to provide sound business judgment, as well as legal advice, to manage or mitigate specific risks and challenges in these structures, such as a change of control or shifts in business and scientific priorities during the full deal lifecycle. And then we design, draft, and negotiate appropriate provisions in the definitive agreement.
If the strategic transaction would trigger a change of control of your company, you may need help managing complicated deal processes and coordinating investment bankers, accountants, and regulatory consultants, as well as current investors. If the strategic transaction involves one of your company’s key programs, you’ll need counsel with an intrinsic understanding of your underlying business to help structure a deal that aligns with your strategic priorities.
