The Challenge
SingleStar had a problem most founders would kill for: three viable markets, all interested in their product.
They’d built single-use containers for freezing and thawing biologics during transport. Pre-seed stage. Five-person team. 12–18 months of runway.
Three options:
- Large biopharma (huge budgets, recurring revenue, brand credibility)
- Emerging biotechs (fast-growing, less risk-averse, willing to experiment)
- Non-GMP CDMOs (capacity-constrained, immediate pain, faster sales cycles)
Most founders freeze at this point. Or worse—they try to target all three at once.
SingleStar took a different approach. They used the ICP framework to make the call systematically.
Here’s how they did it, what they learned, and what you can steal for your own startup.
The Decision Matrix (How They Evaluated Each Option)
Option 1: Large Biopharma
Why it looked good:
- $100K+ annual contracts
- Predictable recurring revenue
- One reference customer = instant credibility
Why it wouldn't work:
❌ 18–24 month sales cycles
❌ Extreme risk aversion (won’t bet millions on unproven vendors)
❌ High validation requirements (pilot programs, extensive data, references they didn’t have)
The math didn't work:
18-month sales cycle + 12-month runway = you’re out of money before you close your first deal.
Option 2: Emerging Biotechs
Why it looked good:
- Growing fast (scaling creates urgent needs)
- More willing to experiment than big pharma
- Could grow with them as they expand
Why it wouldn't work:
⚠️ Still somewhat risk-averse (moderate validation needed)
⚠️ Budget-constrained (watching every dollar)
⚠️ Pain exists but not urgent
Decision:
Co-target as secondary ICP. Not the beachhead.
Option 3: Non-GMP CDMOs
Why it looked good:
✅ 3–6 month sales cycles (fast enough for runway constraints)
✅ Immediate pain (top suppliers capacity-constrained, causing delivery delays)
✅ Lower barrier to entry (fewer stakeholders, faster decisions)
✅ Would provide testimonials for expansion into biotechs later
Why it wouldn't work:
- Lower revenue per customer ($30–50K vs. $100K+ with biopharma)
- Price-sensitive segment
They chose it anyway.
Why This Choice Made Sense (Constraints Beat Opportunity)
Here’s what most founders miss: you don’t choose your ICP based on opportunity alone. You choose based on constraints.
SingleStar’s constraints:
- 12–18 month runway (need revenue fast)
- No market reputation (need reference customers)
- 5-person team (can’t support long, complex sales processes)
- MVP product (not ready for high-stakes validation with biopharma)
The strategy:
Win CDMOs → Build proof points → Expand to biotechs → Eventually target biopharma
Sequential, not simultaneous. This is how you build a beachhead.
Common Mistake: Targeting Everyone at Once
I see this constantly with technical founders. You have three viable markets, so you create three versions of your pitch deck, three case studies, three messaging frameworks.
Result: confused sales team, diluted positioning, scattered marketing budget.
The key to market success: Pick one. Dominate it. Expand later.
The Documented ICP (What They Actually Wrote Down)
Once SingleStar made the call, they used the ICP template to document everything.
Demographics:
Job title:
Operations Manager (primary)
QC Director (key influencer)
Procurement (gatekeeper)
Team size: Managing 10–50 production runs monthly
Key metrics: On-time delivery rate, contamination incidents, COGS per run
Firmographics:
Company size: 50–500 employees
Industry: Contract manufacturing (non-GMP biologics)
Geography: Offshore manufacturing facilities
Regulatory: Non-GMP (pre-clinical and early clinical testing)
Buying Signals:
Current status: Using competitors but experiencing supply constraints
Technology adoption: Fast follower (needs 2–3 proof points)
Purchase timeline: 1–3 months from awareness to first order
TOP 3 NEEDS (Ranked)
Need #1: Product Safety
Description: Transport biologics without leakage, contamination, or loss
Why it matters: Single contamination event costs $50K–$200K in lost product + potential customer relationship damage
What’s failing: Seeing 2–5% contamination rates with existing solutions
Success looks like: Zero contamination across 100+ runs
Need #2: Reliability
Description: Consistent supply with no delays that impact customer timelines
Why it matters: Customer contract renewals depend on meeting delivery timelines
What’s failing: 3–4 week lead times from top suppliers, frequent last-minute delays
Success looks like: 48-hour guaranteed delivery, 98%+ on-time rate
Need #3: Cost Efficiency
Description: Lower logistics costs to preserve budget for capacity expansion
Why it matters: Logistics = 15–20% of COGS; every dollar saved funds equipment upgrades
What’s failing: Paying premium prices to top suppliers, forced to maintain large safety stock
Success looks like: 20–30% cost reduction while maintaining quality standards
What Makes These Needs Actionable
Notice what’s NOT here: vague statements like “wants better solutions” or “needs reliability.”
Each need includes:
- Specific business impact (dollars, percentages, timelines)
- Current pain with existing solutions
- Measurable success criteria
This is what separates a real ICP from a wishlist.
TOP 4 ROADBLOCKS
Barrier #1: Supply Constraints
Top suppliers often capacity-constrained → Production scheduling nightmares, missed customer commitments
Barrier #2: Safety Concerns
Budget alternatives have poor track record → Risk aversion even when price is attractive
Barrier #3: High Stakes
Each production run = $20K–$100K in materials + labor → Reluctance to try new suppliers
Barrier #4: Trust Gap
“How do I trust a new player without market reputation?” → Requests for extensive validation, references, pilots
BUYING PROCESS
Timeline: 1–3 months (awareness → first order)
Triggers: Supply chain issues, contamination events, customer complaints
Decision criteria: Safety (40%), reliability (30%), price (20%), service (10%)
How This ICP Shaped Everything Else
Once SingleStar documented their ICP, every other decision became clearer.
Messaging:
“Reliable logistics for CDMOs who can’t afford contamination risks”
→ Speaks directly to Need #1 (safety) and Roadblock #1 (supply constraints)
Pricing:
$30–50 per bag
→ Competitive with budget alternatives, cheaper than Sartorius/Thermo, addresses Need #3
Sales Approach:
Direct outreach to Operations Managers at offshore CDMOs
→ No 6-month procurement cycles, faster validation
Product Roadmap:
Focus on safety validation data and fast delivery logistics
→ Addresses Needs #1 and #2
Marketing Channels:
Industry conferences (where CDMOs gather), LinkedIn targeting Operations Managers
→ Efficient spend, high intent audience
This is the power of a clearly defined ICP. One decision cascades into alignment across your entire go-to-market strategy.
Dos and Don'ts From This Case Study
What to Steal, What to Avoid
DO's
Choose based on constraints, not just opportunity
SingleStar passed on the biggest contracts (biopharma) because their runway couldn’t support 18-month sales cycles. Smart.
Be specific about who, not just what industry
“Non-GMP CDMOs producing biologics for pre-clinical testing at offshore facilities” tells your sales team exactly who to call. “CDMOs” doesn’t.
Document context for every need
“Product safety” is generic. “Zero contamination because events cost $50K–$200K” is actionable.
Plan your expansion from day one
SingleStar’s strategy: CDMOs → biotechs → biopharma. Sequential markets, not simultaneous.
Use the ICP to prioritize everything
Product roadmap? Build for Need #1. Marketing channels? Target where your ICP gathers. Messaging? Speak to their top roadblock.
DON'Ts
Target multiple ICPs simultaneously (especially at pre-seed)
You’ll dilute your positioning and confuse your team. Pick one beachhead.
Choose the biggest opportunity without considering constraints
If you can’t close deals before you run out of money, opportunity doesn’t matter.
Write vague needs like “wants better solutions”
Add dollar impacts, timelines, and measurable success criteria. Otherwise it’s just a wishlist.
Forget to rank your needs
Need #1 drives your primary messaging. Need #2 is next. The ranking matters.
Skip the roadblocks section
Roadblocks reveal your competitive differentiation. If you solve a problem competitors can’t, that’s your story.
What Happened Next
I can’t share specific revenue numbers (SingleStar is still in-market), but here’s what this ICP decision enabled:
- First customer signed in 6 weeks (not 6 months)
- Three reference customers within 4 months
- Now expanding into emerging biotechs (as planned)
- Using CDMO testimonials in biotech conversations
The beachhead strategy worked.
Apply This Framework to Your Life Sciences Startup
Start here:
Download the ICP template and fill it out for your top 2–3 market segments.
Then:
- Evaluate each segment against your constraints (runway, team, product readiness)
- Choose your beachhead based on fastest path to proof points
- Document your ICP with the same specificity SingleStar used
- Use it to drive every GTM decision (messaging, pricing, channels)
The complete series:
- The 6-Step Customer Discovery Process
- ICP Template Framework (start here if you haven’t)
- Life Sciences ICP Example (you’re here)
- B2B SaaS ICP Example (see how this plays out for tech solutions)
External Resources
Want to go deeper on life sciences GTM strategy?
- BioEnterprise: Life Sciences Market Access Strategies — Industry benchmarks for sales cycles and customer acquisition costs in biotech
- Science Exchange Network — Platform connecting life sciences startups with potential customers for early validation
- Bioprocessing Industry Resource Guide — Technical specs and buyer behavior for bioprocessing equipment markets
Need Help Choosing Your ICP?
If you’re facing a similar choice—multiple viable markets, limited runway, unclear which to prioritize—I can help.
My Customer Discovery Package includes:
- Market evaluation across your top 2–3 segments
- 12–15 customer interviews to validate assumptions
- Documented ICP using this framework
- Strategic roadmap for beachhead → expansion
I’ve walked 20+ life sciences founders through this exact process. I know where technical founders get stuck (everywhere), and I know how to unstick them (systematic frameworks, not generic advice).
Book a free 20-minute consultation →
No sales pitch. Just a conversation about whether I can actually help.