When we first encountered Hirotsu Bio Science (HBS), they had already achieved something remarkable: a low-cost, at-home urine-based cancer screening powered by the incredible olfactory power of nematodes . HBS had built a very strong commercial narrative back home – focused on direct-to-consumer success – and had their sights set on global expansion in the U.S.

Unfortunately, it had not yet built a strong clinical foundation setting the stage for FDA approval, and as a result, U.S. investor appetite was small. Internally, other key foundations were missing: IP strategy was reactive and lacked long-term vision, and their technical teams – incredibly talented but small – were stretched thin across many scattered initiatives.

Over the course of a year, we helped HBS rebuild from the inside out. We re-architected their IP portfolio and roadmap, bringing clarity to what needed protection and catalyzed new technology development – focusing resources on high-impact breakthroughs. On the commercial side, we initiated discussions with major U.S. diagnostics players, leveraging a compelling pitch deck that spoke directly to the concerns and language of U.S. investors – based on our own modeling of health economics.

By the end of our engagement, HBS had a focused IP strategy, an energized tech roadmap, a credible clinical story, and growing traction with some of the biggest players in diagnostics – on track to unlock billions in enterprise value. To date, HBS has sold over 700,000 units in Japan alone.