From breakthrough science to clinical success.
I build and fix the operations. You hit your milestones.
Early-stage biotech does not usually fail at the science. It fails in the years between the bench and the clinic — the CDMO that slips two quarters, the operations nobody stood up, the program plan that was never written. I embed as the operator who builds that machine, so the science gets its shot.
Where BEDROCCS sits on your program. Three ways in, one operator.
Where programs stall
Every one of these has been the reason a company called. They cluster by stage, and they are rarely scientific problems.
Discovery & lead opt
- Program selection
- Project plans & budgets
- Fundraising strategy
- Company organisation
IND-enabling
- Underperforming CDMO relationships
- MSA negotiation & drafting
- Contract negotiation
- CMC & manufacturing strategy
Standing up
- Standing up operations
- Interim executive gaps
- Team buildup
- Employee compensation
Clinical & partnered
- Alliance management
- Partner governance
- Re-structuring
- Scale for growth
Everything above this line is preclinical. The work is yours, the timeline is yours, and the mistakes are cheap.
Everything below it is a clinical program with a regulator watching, a partner waiting, and a burn rate that no longer forgives a slipped quarter.
The BEDROCCS framework
Every letter of the name is a step in how a company gets built and de-risked. It is the method and the mark at once.
Experience. Execution. Impact.
What I do
Three ways to work together. They differ by how much of the program I carry and for how long — not by tier.
Advisory
Pre-launch & fundraise · starts with the free diagnostic
I meet early-stage companies getting ready to launch or raise. It starts with a diagnostic: a few hours on the business model, the IP position, the strategy, and the pitch deck — read the way a VC is going to read them. Then we sit down. I take you through what I found, give you recommendations, and where it helps, draft new slides and content with you. All of it runs under a CDA and a contract.
The first conversation is the free 30-minute diagnostic. It exists so I can understand what you actually need and whether I can genuinely help. If I can, we keep going. If I can't, I will point you to someone who can.
Fractional COO
Lead optimisation → Phase II · continuous
Embedded operating leadership for a company that needs day-to-day execution, not a recommendation deck. I run operations alongside you: hiring, systems, budgets, vendors, the weekly cadence that keeps a program moving. This is the deepest version of the engagement and the one that changes the most.
Program management
IND-enabling → Phase II · program-length
Complex, cross-functional programs run end to end — tech transfer through clinical milestones. Governance that actually meets, plans that survive contact with a CDMO, and a single person accountable for the critical path. Where a pharma partnership exists, this includes standing up the alliance and the team that services it.
Who I work with
Three situations, three different first conversations. Find yours.
Before the company exists
You are still in the lab, and there is no company yet.
You are a principal investigator or researcher with something worth commercialising, and the questions in front of you are not scientific ones: whether to spin out at all, what the IP position needs to look like, how a first raise actually works, and who does the operational work once it does. I have been on the founding side of exactly this. For some spinouts the right answer is a part-time partner rather than a vendor — that conversation is open.
- Spin-out strategy
- IP assignment from university
- First-raise readiness
- Founding operations
- Part-time partner
Funded, no operator
You have raised, and you are running it alone.
You are a scientific founder or CEO who just closed a round and discovered that manufacturing, hiring, contracts, and program execution all land on your desk at once. You need someone who has done it to take the operational half so you can keep the science and the investors. I also know the Canadian life-science funding landscape well enough to help you build a raise strategy that fits it.
- Fractional COO
- Operations from zero
- Fundraising strategy
- CDMO & vendor management
- Interim executive cover
Scaling, seams showing
You are past seed, and the seams are showing.
The team has grown past the point where the founders can hold it in their heads. Programs are competing for the same people, the plan lives in six documents, and something important is slipping quietly. This is program management and operational structure: one critical path, one owner, and a cadence that surfaces problems while they are still cheap.
- Program management
- Team buildup
- Compensation structure
- Re-structuring
- Alliance management
Selected engagements
IND-enabling
Recovering a stalled CDMO relationship
A pre-clinical biotech's manufacturing timeline had slipped two quarters through manufacturing errors and communication breakdowns with their CDMO partner. I negotiated revised service level agreements, implemented quality oversight protocols, and established weekly governance checkpoints — recovering the timeline and securing committed delivery dates for GMP manufacturing.
Post-seed, pre-Series A
Setting up operations for a university spinout
A university spinout needed a fully functioning operations plan after closing its seed round. I built the systems, tools, and documentation required to establish the lab, recruit and onboard staff, and start experimentation — giving the company the infrastructure it needed to scale efficiently.
Clinical, partnered
Standing up an alliance and a Phase II program team
A clinical-stage company signed a pharma partnership and needed a program team to manage the alliance and execute a Phase II clinical development program. I structured the alliance management framework, recruited key personnel, established governance protocols with the partner, and created the operational dashboards the program ran on.
Anonymised to protect client confidentiality. Named references can be arranged at the right point in a conversation.
Companies I have worked with
Named individually as each company approves being listed. Nothing appears here without that approval.
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Odi Israel
MBA, MScPrincipal · and the person you would actually be working with
BEDROCCS is one operator, deliberately. You are not being sold a bench of consultants or handed to a junior after the pitch — the person who scopes the work is the person who does it. That is the constraint and the whole point: I take on a small number of companies at a time and go deep in each.
Background
Companies
- Specific Biologics — Co-Founder & COO
- CCRM — Project Management Consultant
- Thermo Fisher Scientific — Commercial Business Manager
- Patheon — Clinical Project Manager
Education
- MSc, Biochemistry / Chemistry — University of Waterloo
- MBA — Lazaridis School of Business & Economics, Wilfrid Laurier University
Patent
Lipid-encapsulated dual-cleaving endonuclease for DNA and gene editing
US20220195404A1
Let's talk
Tell me where your program is and what is in the way. Thirty minutes is usually enough to know whether I am useful to you.