Background

A large pharmaceutical company sought to rationalize its CNS and rare-disease pipeline, including discontinued and early research programs. The company lacked clarity on whether past setbacks reflected scientific limitations or development missteps and engaged Larka for a focused six-week prioritization exercise to determine which assets should advance, be repositioned, or be discontinued.

Our approach

Larka conducted a comparative review of more advanced internal and external programs in similar indications to understand why certain compounds had succeeded or failed. This helped identify mechanistic patterns and development choices that could reveal repositioning or salvage opportunities for earlier assets.

In parallel, Larka assessed preclinical and early-clinical endpoints across the pipeline to distinguish true scientific dead-ends from programs hindered by poorly defined or misaligned endpoints.

The client provided baseline Target Product Profiles (TPPs), which Larka refined for external review to focus experts on clinical rationale, endpoints, and therapeutic positioning. These adapted TPPs were then tested through targeted KOL interviews conducted via compliant platforms, using client-approved screeners to ensure the right expertise. Expert input helped validate mechanistic logic, endpoint suitability, and real-world relevance.

All findings were integrated into a concise framework indicating which programs should be advanced, repositioned, or discontinued.

Outcome

The client adopted a refined pipeline strategy that focused internal efforts on the most strategically aligned and value-generating assets. By delaying lower-priority programs and exploring selective partnering options, they preserved optionality, reduced operational strain, and strengthened investor confidence through a disciplined, forward-looking resource allocation plan.