Go-to-Market Strategy
Phase 1 — Land with Anchor Customers (Months 0–18)
ICP: 1 Indian generic pharma, 1 hospital research arm, 1 biotech startup.
Motion: Apollo warm intros + Hyderabad Genome Valley network. Co-develop OmicsCloud; first Discovery Sprint (target ID or IVD).
Deal size: $500K–3M sprint + $100–250K OmicsCloud ARR.
Milestones: 3 signed programs, 10 closed-loop cycles/quarter, 2 peer-reviewed papers on India cohort data.
Phase 2 — Scale the Platform (Months 18–36)
ICP: Expand to MNC pharma India R&D, 20–30 total customers.
Motion: LabOS STARLIMS sidecar + Syngene/Aragen co-sell. First Atlas license to MNC.
Deal size: $250K–1.5M LabOS ARR + $2.5M/yr PV contracts.
Milestones: $3M ARR, first international customer (Singapore/Japan), first co-dev agreement.
Phase 3 — APAC Expansion (Months 36–60)
ICP: APAC pharma HQs, Singapore biotech, Japan Takeda/Astellas-class partners.
Motion: Singapore entity + MiRXES corridor. FAL Pods Phase 2.
Deal size: Bundled corridor programs $5–15M.
Milestones: See Singapore BioHelix Node for wet-lab hub, regulatory bridge, and India↔Singapore architecture.
Channel strategy
Apollo clinical network
Investigator introductions, consented cohort access, co-branded research programs.
CRO co-sell
Syngene/Aragen bundle LabOS orchestration with execution contracts — we capture platform + data layer.
Grants & institutional
BIRAC/DBT co-applications with IIT/IISc — non-dilutive bridge for early customers.
Conferences
BioAsia, Bio-IT World APAC, Apollo research symposia — scientific credibility before commercial scale.
Phase 1 segment focus
Prioritize Indian generic pharma (fastest budget authority for repurposing sprints) and hospital research arms (Apollo-first, 3–6 month cycles). De-prioritize government until Phase 2 — long cycles, high credibility value.