The commercial function isn't just marketing. Its critical purpose is to ensure the healthcare delivery system is equipped to receive a new therapy. A great product is merely "table stakes"; adoption hinges on overcoming systemic barriers between regulatory approval and actual patient access.

The biggest obstacle holding back the entire RNA field, including mRNA and oligonucleotides, is the challenge of delivering these therapies beyond the liver. A breakthrough in novel delivery mechanisms is considered more critical for unlocking the modality's therapeutic potential than discovering new RNA molecules.

A medically effective therapy (a 'good drug') can be a commercial failure if its delivery method is incompatible with existing healthcare systems. For example, a complex cell therapy requiring specialized procedures is a 'bad product' compared to one administered via a standard IV infusion, which plugs into current hospital infrastructure.

While ensuring patient access through co-pay cards and prior authorizations was once the primary focus, it has now become table stakes. Leading pharmaceutical companies are shifting investment toward perfecting the 'day one' experience, recognizing that a poor initial self-administration can lead to immediate therapy abandonment.

CEO Dan Schmitt outlines a three-part test for a new drug: it must effectively engage its intended biological target, avoid interacting with other enzymes to prevent toxicity, and be deliverable to a patient in sufficient quantities to be effective. This framework simplifies the core challenges of drug development.

A key trend in 2025's drug approvals is that "best-in-class" therapies are distinguished not just by efficacy, but by innovations in formulation and delivery that improve the patient experience. Examples include subcutaneous versions of IV drugs and new delivery methods that expand patient access.

The biotech industry often oversimplifies the challenge of genetic medicine as a 'delivery' problem. In reality, it's three distinct but interconnected issues—potency, specificity, and delivery—masquerading as one. Solving it requires a complex, multi-faceted solution, not a single silver bullet, which is why progress has been slow.

Many promising drug programs fail because critical factors like formulation, dose, and market need are considered too late. Addressing these factors early by starting with the patient in mind helps select the right molecule and avoid costly failures in the gap between discovery and IND-enabling studies.

Resvita's CTO joined because the company first solved the difficult challenge of delivering proteins to the skin. This created a 'plug-and-play' platform that he calls a 'protein designer's dream.' By abstracting away the delivery problem, the team can focus solely on designing the optimal therapeutic protein for each disease.