At its Series A, ServiceUp had "concept-market fit"—the core idea was compelling enough to attract investors and early customers—but not yet product-market fit. The product didn't fully solve the problem, but the vision was strong enough to secure the capital needed to continue building towards it.

For projects requiring hundreds of millions, fundraising should be split into phases. The initial "pre-industrialization" phase, focused on proving technology, is suited for venture capital. Later phases for manufacturing and scaling should target project finance structures with debt/equity combinations and strategic partners.

Instead of diversifying across diseases, Kenai is building deep expertise in Parkinson's. Its pipeline addresses different patient needs: replacing lost cells (lead program), repairing existing damaged cells (002), and targeting inherited forms (003), creating a comprehensive disease franchise.

By partnering with Fujifilm Cellular Dynamics (FCDI), the company that developed its core technology, Kenai avoids a costly and risky tech transfer process. FCDI's existing facility can handle both clinical and future commercial scale-up, a significant operational and financial advantage.

Investors like Stacy Brown-Philpot and Aileen Lee now expect founders to demonstrate a clear, rapid path to massive scale early on. The old assumption that the next funding round would solve for scalability is gone; proof is required upfront.

Instead of raising money immediately after positive trial data, Rhythm waited. This allowed sell-side analysts time to understand the results, build financial models, and educate investors. This patience resulted in a stock that coalesced at a much higher valuation, maximizing the capital raise.

Data shows companies with the highest seed valuations graduate to Series A only slightly more often than those in the 2nd and 3rd quartiles. The real danger lies at the bottom: companies with the lowest-quartile valuations are only half as likely to raise a Series A, suggesting raising too little capital is a critical failure point.

In a tough funding market, a strong mission isn't enough. Kenai succeeded by combining its patient-focused narrative with compelling preclinical data demonstrating the superior potency and dopamine production of its cell therapy candidate, which engaged and convinced investors.

Unlike most biotechs that start with researchers, CRISPR prioritized hiring manufacturing and process development experts early. This 'backwards' approach was crucial for solving the challenge of scaling cell editing from lab to GMP, which they identified as a primary risk.