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Biotech and pharma are no strangers to understanding the risks associated with innovation. In fact, their very existences are defined by feeding rich pipelines of developing new targets and thus, birthing new breeds of therapeutic classes and competitors.

Over the past several years, I’ve watched early-stage companies embrace win/loss analysis not as a “nice to have,” but as one of the most powerful growth levers they can pull. Startups operate in an environment defined by speed, ambiguity, and constant pressure to make the right decisions with limited data. Win/loss brings clarity where there usually isn’t any.

Today’s business environment, markets shifts happen almost daily. New competitors appear out of nowhere, and customer expectations change overnight. For leaders, making smart decisions isn’t just beneficial—it’s make-or-break. That’s where competitive intelligence (CI) becomes a strategic advantage.