Fast, complete, industry-aware, and from the customer's side of the table. Those four drivers frame everything Aperigon does — what we take on, how we staff it, what we put in writing, and how quickly you see results. This page is why that's different, not a project plan.
Speed is the point, not a perk. Same-day NDA, proposal in five business days, kickoff inside two weeks — and when conditions change mid-engagement, we adapt in hours. The engagement is sized to the question: a targeted analysis takes days, not weeks. Your clock sets the pace, not our staffing plan.
Every problem is examined through four lenses at once — operations, regulatory, capital, global. Fixing a process without checking its GxP weight, its SOX exposure, or its fit with the EU expansion just schedules the next problem. Most advisors bring one lens; the answer needs all four.
Life Sciences only. We know which processes carry regulatory weight and which don't, what it means that bringing one therapy to market takes hundreds of millions — often $1–2 billion — and why global is a given rather than an option. The judgment comes from decades operating in this industry — not from a vertical slide deck.
We advise, select, and oversee — we don't implement, resell, or take vendor money. Every recommendation carries its written rationale; selections run through a weighted scorecard. The advice survives your board, your auditor, and your inspector, because nothing shapes it but your outcome.
Underneath every engagement is the same thinking loop — Assess, Plan, Execute, Sustain — scaled and shaped to the job. Here's what it looks like on real work:
The grounding: where are we, and what matters now. A full-surface review of how the company actually runs — procurement, inventory and supply chain, contracts, order-to-cash, planning and reporting, quality — through all four lenses, built from stakeholder interviews, process walks, and the data to back what we heard. Quick wins are executed as they're found, not deferred.
Findings become a prioritized roadmap: what to fix, in what order, and why — each item sized for effort and impact, and sequenced against your real capacity and your calendar: audit windows, filings, launches.
The roadmap becomes individual projects, each scoped with named deliverables and acceptance criteria — some run by your team with our guidance, some run by us, some staffed through partners when that's the right answer.
Standing reporting against the roadmap — what shipped, what moved, what's next — and course correction as conditions change: a new market, a new owner, a new obligation.
Findings report · Process map with GxP-applicability overlay · Capital & global readiness review · Prioritized roadmap · Quick-wins log
The change portfolio in one place — everything in flight and everything queued — triaged as regulatory (must do), growth (chose to do), or efficiency (need to do), against an honest read of the organization's capacity to absorb it.
The portfolio sequenced against capacity: sponsorship mapped, ownership named, communications and training planned, and an integrated schedule that respects the operational calendar.
Managed execution alongside the work it supports: communications delivered, training run, readiness checked at every step — so adoption starts before go-live, not after it.
Adoption measured against the plan, not assumed — usage, proficiency, and outcome metrics — with the portfolio re-triaged as the ground shifts.
Change portfolio & categorization · Sequenced change plan · Sponsorship & ownership map · Communications & training packages · Adoption scorecard
Requirements drawn from your processes, not a vendor's demo script: a URS grounded in how you actually operate, plus the current-state facts a selection depends on — volumes, integrations, entities, data.
The weighted scorecard, agreed before any vendor is scored: functional fit and cost alongside the criteria for the company you're becoming — SOX control support, audit trails, close and consolidation, multi-entity and multi-currency, EU statutory readiness.
Structured evaluation — demos scripted to your scenarios, references checked, negotiation supported — ending in a recommendation with its recorded rationale and an implementation plan with the integrator's commitments in writing.
A decision record that holds up in diligence and inspection — and a clean handoff into execution oversight when the build begins.
Requirements (URS) · Weighted scorecard & recorded rationale · Vendor evaluation summary · Recommendation report · Implementation plan & negotiated commitments
Program health from the owner's seat: plan integrity, scope and budget position, risk posture, and the validation status of what's been built so far — whether we ran the selection or arrived mid-flight.
Governance designed up front: deliverable acceptance criteria, phase gates, escalation paths, and a reporting cadence that answers to you — not to the integrator's steering deck.
The owner's seat, occupied: scope and change-order control, deliverable acceptance against written criteria, risk governance, and validation oversight so the integrator's work arrives inspection-ready — without gold-plating what doesn't need it.
Stabilization through go-live, adoption tracked, and periodic reviews of the control environment and validated state as releases and regulations move.
Program status & risk governance · Deliverable acceptance records · Validation oversight file · Go-live readiness assessment · Periodic review reports
Tell us what's in flight. We'll respond personally — usually within a business day.