Build Infrastructure and Policies while On-Boarding Staff and Preparing for Launch

Our start-up clients have often compared launching a product to building a plane while flying it. For start-ups commercializing their asset in-house, it can be tempting to focus only on immediate priorities and the most pressing launch-related issues. But the most successful start-ups define their policies and SOPs, establish effective governance structures and communication plans, and review their internal capabilities so they are prepared to meet the demands of launching a product.

Defining policies, SOPs, launch governance structures, and communication plans in a timely fashion will ensure that the internal team is properly on-boarded and aligned.

Policies and SOPs – Execute back-end processes efficiently and thoroughly:



  • Define and document critical policies and SOPs that can expand as the company grows
  • Ensure that all policies are reviewed by a cross-functional team that is directly and indirectly impacted by the process
  • Establish an on-going review and management plan as new team members join

Launch governance – Develop a launch governance structure that is correctly sized for a start-up:


  • Empower team members, with major decisions and risks escalated when appropriate
  • Act on decisions, and ensure teams don’t perseverate without getting things done
  • Build confidence in launch teams, so they know that decisions will not be reversed mid-stream
  • Implement an effective risk management plan that identifies and addresses key issues
  • Gain the support of senior leadership (and the executive team, if applicable) for resolutions and mitigation plans

Communication plan – Create a robust communication plan that will ensure:


  • Key stakeholders are informed of major decisions in an appropriate and timely fashion
  • All communications are results-oriented and are efficiently cascaded down to the appropriate internal team members and vendor partners
  • Communication is customized for each level of governance, based on the sensitivity of information and its overall impact to the organization
  • Important internal updates (e.g. regulatory milestones) are closely aligned to press releases and corporate communications

Organizational capability assessment – Conduct an organizational capability assessment as the team is on-boarded to ensure:


  • Accurate identification of current and future capability gaps across talent and infrastructure
  • The right level of investment is appropriated to cover any talent and infrastructure gaps
  • Multi-year resource plans are defined based on current launch scenarios
  • Correct prioritization of training needs