Background

A top-tier pharmaceutical company with a broad oncology portfolio sought to sharpen its R&D focus on programs with stronger differentiation and clearer long-term value. Several early-stage assets remained scientifically sound but offered limited strategic or competitive distinction, creating uncertainty about their future role. Larka was engaged for a three-month review to determine which programs should continue, be prepared for partnering, or be discontinued.

Our approach

Larka began by consolidating scattered internal information and developing consistent profiles for each asset. These profiles captured the fundamentals needed for fair comparison: mechanism of action, intended indication, the underlying biological rationale supporting patient or tumor selection, and any early evidence suggesting the program behaved as expected. High-level CMC and regulatory considerations were included only to flag material feasibility issues, and initial commercial signals were assessed directionally to understand whether an asset might offer meaningful differentiation or niche value.

Using these profiles, Larka applied a structured evaluation aligned with the client’s evolving oncology strategy. The assessment focused on directional clinical potential, competitive differentiation, technical feasibility, and overall strategic fit, supported by scientific literature, regulatory and clinical intelligence, expert interviews, and internal documentation. Findings were distilled into clear, decision-oriented summaries outlining the strengths, limitations, and strategic implications of each asset, enabling informed advance / pause / partner recommendations.

Outcome

The review led the company to pause or prepare several early-stage programs for potential out-licensing, supported by concise evidence packages integrating scientific, clinical, and strategic rationale. Remaining assets were confirmed as aligned with long-term priorities, reinforcing confidence in their continued development. The exercise enabled more targeted resource allocation and strengthened cross-functional, evidence-based decision-making across the early oncology pipeline.