Advisory service
Long-Range Planning & Valuation
Long-range planning and valuation builds one integrated financial model — commercial forecast, R&D investment, manufacturing, operating expense and cash flow — that a biotech leadership team uses to decide which programs to fund and what the portfolio is worth.
Long Range Advisory develops integrated long-range financial plans and valuation models that help biotechnology and pharmaceutical companies evaluate strategic investments, prioritize capital allocation, and make confident executive decisions. Our integrated financial models combine commercial forecasts, R&D investment planning, manufacturing assumptions, operating expenses, cash flow forecasting, and valuation analysis into a single executive planning model.
DCF, IRR & NPV investment analysis
We evaluate strategic investments using discounted cash flow (DCF), net present value (NPV), internal rate of return (IRR), sensitivity analysis, and scenario modeling. These analyses allow executive teams to compare competing investment opportunities, quantify financial risk, and allocate capital toward investments that maximize long-term shareholder value.
How we build long-range financial plans
Every engagement begins with a deep understanding of your commercial strategy, product pipeline, operating assumptions, and capital priorities. We build integrated long-range financial models that connect revenue, operating expenses, clinical development, manufacturing, and cash flow into a single executive planning model used to support strategic decisions.
Capital allocation & investment analysis
Our investment models allow leadership teams to evaluate acquisitions, internal investments, manufacturing expansion, commercialization strategies, and R&D initiatives using objective financial metrics. We help executives make confident capital allocation decisions backed by rigorous financial analysis.
Why long-range planning matters
Biotechnology companies operate in an environment where capital is limited and investment decisions have long-term consequences. Effective long-range planning provides executive teams with the visibility needed to balance growth opportunities, manage financial risk, and maximize enterprise value while preparing for commercialization, future financing events, strategic partnerships, and potential M&A opportunities.
Live model
Try it on your own numbers
Adjusted NPV
$4.08B
Unadjusted
$5.54B
Implied share price
$9.34
Discount rate
10.0%
Swipe the table
| Code | Indication | Status | Launch | Peak sales | PoS | Adjusted NPV |
|---|---|---|---|---|---|---|
| LRA-045 | Major Depressive DisorderNeuropsychiatry | Filed | 2027 | $1,460M | 80% | $1.88B |
| LRA-201 | Post-Traumatic Stress DisorderNeuropsychiatry | Phase 3 | 2028 | $1,120M | 68% | $0.98B |
| LRA-114 | Generalized Anxiety DisorderNeuroscience | Phase 3 | 2029 | $730M | 58% | $0.45B |
| LRA-330 | Social Anxiety DisorderNeuroscience | Phase 2b | 2031 | $480M | 42% | $0.11B |
| LRA-078 | Chronic InsomniaSleep Medicine | Marketed | 2026 | $390M | 93% | $0.66B |
Long Range Advisory gave us a financial model our executive team actually used to make investment decisions. The analysis brought clarity to our capital allocation process and significantly improved our long-range planning discussions.
VP Finance
Mid-Size Biotechnology Company
Attributed as supplied · anonymous
Answers
Questions about long-range planning
What is a long-range plan in biotech?
A long-range plan is a multi-year financial model — usually 5 to 10 years — that connects the product pipeline, commercial forecast, R&D and manufacturing spend, and cash flow into one view. In biotech it is primarily a capital allocation instrument: it decides which programs get funded, which get delayed, and which get partnered.
How long does a long-range planning engagement take?
A focused valuation or long-range plan typically runs four to eight weeks: one week to scope the decision and agree assumptions, three to five weeks to build and review the model, and a final week preparing the board or investor presentation.
Who owns the model at the end?
You do. Every model is built to be opened, read and maintained by your own finance team — no black boxes and no ongoing dependency.