25.1. Example 1: Onboarding a New Controller at a Biotech Company
Michel Buffet
Polygon (names of companies and individuals have been disguised), a U.S.-based biotech company, contacted my consulting colleagues and me to help with the onboarding of its new controller. The company had recently been acquired by BioMed, a global diversified life-sciences holding company looking to expand its footprint in the biotech industry. Polygon had a history of rapid growth and breakthrough innovation, which BioMed was eager to leverage to counterbalance slowing growth in its other business units.
The new controller would face some challenges. For instance, Polygon was going through substantial business changes, in response to regulatory changes and greater ...
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