About

Built for Life Sciences. Nothing else.

Aperigon is a knowledge firm. What you engage is thirty years of building, implementing, and running the systems Life Sciences companies depend on — applied to your processes, your change, and your system decisions, from your side of the table. If your business isn't Life Sciences, we're not the right firm — and we'll say so on the first call.

The founder

Thirty years of ERP. Twenty in Life Sciences.

Aperigon was founded by James Neal after thirty years building, implementing, and running ERP systems — twenty of them focused on Life Sciences. Not thirty years of watching projects from a steering committee: hands on the requirements, the configurations, the go-lives, and the audits that followed.

In 2016, James founded AdaptaLogix, a NetSuite consultancy that worked only with Life Sciences companies. It grew to fifty people and international revenue before BDO acquired it in 2022. That arc — founding, scaling, operating globally, and selling a firm — is the same journey Aperigon's clients are on, and it's why the advice comes from experience rather than a framework binder. It also means the platform fluency runs deeper than one vendor: NetSuite, Dynamics, and the systems around them — exactly what an independent advisor should bring to a selection.

That experience spans the whole operating surface, not just the software: finance and the close, procurement and supplier qualification, inventory and supply chain, quality and validation — and the capital side that comes with growth: SOX-ready controls, IPO preparation, the operating discipline PE owners expect, and the multi-entity, multi-currency structures global deployment demands.

Aperigon is that experience rebuilt as a knowledge firm. Modern technology carries the analytical load — the research, the models, the documentation — while judgment earned across three decades decides what's true and what matters. It's how a right-sized firm delivers the breadth of a large one, at the speed your clock demands, from your side of the table.

Why Aperigon exists

The firms serving this market are too slow, too conflicted, or too narrow.

Life Sciences companies race patent clocks and competitors, yet the consulting industry serving them runs on its own time — a big firm can take a quarter just to contract — or on its own agenda: the integrator's advice funnels toward its build revenue, the reseller's toward its margin.

The specialists split the knowledge. Compliance shops speak GxP but not SOX; the big advisories speak SOX but treat Life Sciences operations as a vertical slide. A company spending hundreds of millions — often $1–2 billion — to get one therapy to market needs all of it at once: operations, regulatory, capital, global.

Aperigon was built to hold the whole picture in one seat, on your side of the table: modern technology carrying the analytical load, senior judgment deciding what's true and what matters, and nothing for sale but the answer.

The lines we don't cross

No non–Life Sciences work. No vendor money.

Both are operating rules, not marketing positioning.

If a prospect isn't pharma, biotech, medical device, cell and gene therapy, combination products, CDMO/CMO operations, or a closely adjacent regulated category, we refer them elsewhere. Depth is the product; chasing work outside the lane dilutes it.

And we take no software commissions, reseller margin, or referral fees from vendors — ever. When we recommend a system or an implementation partner, the weighted scorecard and its recorded rationale are the entire economics of the recommendation.

How we're built

Right-sized. Agile. Effective.

You get the decision maker — one accountable senior advisor, not a committee two partners removed. No legacy bench of hundreds to keep busy, so nothing pushes an engagement to be bigger or longer than the work demands.

Delivery leverage comes from two places: the latest technology, which brings massive knowledge to bear in hours instead of weeks, and a network of vetted specialists and implementation partners engaged when — and only when — the documented process says they're the right choice. You work with Aperigon; the mechanics behind that are ours to manage.

Where this is going

Regulated companies should move like unregulated ones.

Today the drag is real: compliance effort lands where it isn't needed, documentation trails execution, and systems are designed for the company you were instead of the company you're becoming — and every month of it costs patent life.