The new commercialisation playbook: What BIO 2026 taught emerging biotechs about scaling globally

More than 20,000 biotechnology leaders gathered in San Diego for the 2026 BIO International Convention under the theme, Driven by Purpose. While the scientific programme showcased remarkable advances in drug discovery and development, many conversations centred on commercialisation; specifically, how emerging biotech companies should approach their first product launch outside the United States, typically in Europe.

For decades, the commercialisation playbook was well established. Frequently, companies approached European approval with a firm plan to out-license rights to larger pharmaceutical players. This enabled the licensor to generate capital, and leverage a partner’s existing infrastructure and commercial expertise. Meanwhile, the originator company could avoid the cost and complexity of building an international organisation. Alternatively, biotechs targeted an outright exit, working to sell the company to the highest bidder. Relatively few emerging biotechs attempted to build their own global commercial infrastructure.

Why more biotechs are shifting towards independent commercialisation

Throughout BIO 2026, executives discussed a growing desire to retain greater asset control and preserve long-term value. Rather than licensing away regional rights, more companies are evaluating whether they can commercialise independently in Europe and other international markets. While this may not be the optimal strategy for every organisation, it is clearly a legitimate strategic consideration for certain biotechs.

Several factors appear to be driving this shift. Continued uncertainty surrounding US drug pricing policy, including ongoing discussion of MostFavoured Nation (MFN) pricing frameworks, has complicated long-term commercialisation planning when it comes to partnering. The Inflation Reduction Act has added another layer of strategic uncertainty. Meanwhile, stronger management teams, deeper access to experienced commercial talent, and more flexible operating models have made independent commercialisation increasingly achievable for some companies.

Beyond retaining economics, many emerging biotechs are also recognising the strategic value of maintaining direct relationships with physicians, patients, and healthcare systems abroad during their first launch. Market intelligence generated through an initial launch can inform lifecycle management, future indication planning, evidence-generation strategies, and expansion into additional geographies.

Although building an independent commercial organisation requires significant investment and operational discipline, it also allows companies to develop capabilities that may support multiple products over the long-term. For organisations with broader pipelines, the decision is increasingly about creating an agile launch capability, rather than maximising the value of a single asset.

In addition, advances in technology and outsourcing have lowered some of the barriers that historically made independent commercialisation difficult. Companies can now access specialised expertise through contract organisations, leverage digital infrastructure to support distributed teams, and build commercial capabilities in a more phased and capital-efficient manner than was possible a decade ago. As a result, the decision is no longer an easy choice between licensing a product or building a fully integrated global pharmaceutical company. Instead, many emerging biotechs are exploring hybrid models that allow them to retain strategic control while selectively accessing targeted assistance where additional expertise or scale is needed.

If a company decides to pursue this path, however, a pressing question immediately arises:

How can the right location make or break a launch?

Superior clinical data, reasonable pricing/reimbursement, and favourable access are critical success factors for a stand-alone launch, but the single most critical factor is access to an ecosystem with experienced cross-functional launch talent. Thus, the decision of where to establish a European operation largely rests on the quality and breadth of the talent in the potential region. This is how companies leverage location to become a strategic advantage.

At a minimum, companies need experienced leaders in regulatory affairs, market access, medical affairs, sales, marketing, and commercial operations. Depending on the complexity of the launch, supply chain, technical operations, finance, and human resources capabilities are also important. Building these capabilities requires more than access to talent; it requires tapping into an ecosystem that understands how to support a company's first commercial launch.

For companies building their own commercial capabilities, the quality of the surrounding life sciences ecosystem can significantly reduce executional risk and accelerate organisational development. For an emerging biotech, that means access to experienced launch leaders, market access specialists, regulatory experts, manufacturing partners, and commercial talent that are already in place.

Switzerland, as one example, consistently ranks among the world’s leading countries for talent, innovation, and business competitiveness. In fact, the country has been first in the IMD World Talent Ranking for 10 consecutive years and also in the WIPO Global Innovation Index for 15 consecutive years. Within Switzerland, the Basel Area offers one of Europe's deepest concentrations of life sciences expertise, with more than 33,000 professionals spanning every function required to support commercialisation. In the Basel area, companies can easily plug into an ecosystem that has helped global organisations such as Roche and Novartis commercialise innovative therapies for decades, rather than build these capabilities from scratch.

The commercialisation takeaway from BIO 2026 is not that partnerships are disappearing – they remain an essential part of the industry’s innovation model. Rather, companies have more strategic options than ever before. For those choosing to retain greater control over their first commercial launch, selecting the right ecosystem may prove just as important as selecting the right commercialisation strategy.

About the author

Kirsten Detrick is chief representative, USA, at Basel Area Business & Innovation, where she helps life sciences companies, investors, and innovators connect with the Basel Area. With extensive experience across the biotechnology and healthcare industries, Detrick works at the intersection of global innovation, commercialisation, and cross-border collaboration, supporting companies as they navigate opportunities for growth and partnership in the US and Switzerland. She is a recognised voice on trends shaping the future of life sciences, and regularly shares insights on topics including biotech investment, emerging technologies, and the evolving models driving scientific innovation.