threeOrbits

The standard in your industry will be set by one company. Make it yours.

We build AI-first workflows with one leader in each domain, then take them to the rest of the market. The partner owns the result and shares in the revenue.

Start a conversationHow it works

One partner per domain. A first conversation takes thirty minutes.

Value over time under three approaches Buying gives a quick start that flattens. Building starts slowly and rises, then needs constant upkeep. Owning starts slowly and then climbs highest. TimeValue BuyBuildOwn
Illustrative shape, not data.

Three ways to bring AI into a company. Only one builds an asset.

Buy

Fast and polished. You pay every year, and you adapt it yourself.

You rent a general product.

Build

Fits you well. You depend on the people who built it, and the next technology wave sends you back to them.

You carry a bespoke system.

Own

We build with your experts, you understand and control the result, and you share in what it earns when it goes to market.

You hold the asset.

Tell us which workflow your best people still do by hand.

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Where would we start in your domain?

We think about the value chain in seven areas. In each one, here are some questions we would enjoy exploring with a partner who knows the work from the inside. They are starting points for a conversation, not conclusions.

  1. Discovery & Preclinical

    Usually led by heads of research and translational science.

    The scientific data a company has built up over decades is hard for anyone else to copy. We are curious how far it can shape what gets tested next.

    Questions worth exploring

    • Could earlier computational safety assessment reduce how much needs to go into animal studies, and what evidence would your regulators want to see?
    • What would it take to combine genomic, imaging and clinical data so that translational questions can be asked in one place?
    • Where do past experiments sit today, and could they inform how new ones are planned?
    Start a conversation about this area: Discovery & Preclinical

  2. Clinical Development

    Often a good place to beginUsually led by heads of clinical development, operations and biostatistics.

    Trials are where time and cost concentrate, and where a company's own history of past studies is most valuable.

    Questions worth exploring

    • How might a company's earlier trials inform the design of the next one, including the use of external or historical controls where regulators are open to it?
    • Could past protocols be re-examined to show where a different design would have changed sample size or timelines?
    • Where do site selection, recruitment and protocol amendments lose the most time today?
    Start a conversation about this area: Clinical Development

  3. Regulatory & Safety

    Often a good place to beginUsually led by heads of regulatory affairs and drug safety.

    Submission history and case experience are an asset few outsiders can see. We would like to understand how teams use theirs.

    Questions worth exploring

    • How much of the effort in assembling and adapting a submission across markets is judgement, and how much is assembly?
    • Could what regulators have asked in the past help teams prepare for the questions they are likely to ask next?
    • How are safety cases and signals handled today, and where does the volume create pressure?
    Start a conversation about this area: Regulatory & Safety

  4. Manufacturing & Supply

    Usually led by heads of manufacturing, quality and supply chain.

    Process knowledge lives in people and in years of batch records. We are interested in how it can be kept, shared and put to work, with quality kept firmly in view.

    Questions worth exploring

    • Where could investigations, deviations and corrective actions be supported by what the organisation has already learned?
    • How might process models help teams anticipate problems before a batch is affected, and what would quality need to see first?
    • Where does supply planning, for trials or for launch, depend on a few people's experience?
    Start a conversation about this area: Manufacturing & Supply

  5. Medical & Evidence

    Often a good place to beginUsually led by medical affairs and real-world evidence leaders.

    What happens after a product reaches patients is a growing source of evidence, and medical teams are close to the questions that matter.

    Questions worth exploring

    • How could real-world data be turned into evidence that stands up to scrutiny, and how fast could a team go from question to answer?
    • What would make field insights from medical science liaisons easier to learn from across the organisation?
    • Where does scientific content and medical information response take more effort than it should?
    Start a conversation about this area: Medical & Evidence

  6. Commercial & Market Access

    Usually led by market access, health economics and launch leaders.

    Payers increasingly ask for evidence of value. We would like to explore how teams assemble it and where the pressure points are.

    Questions worth exploring

    • How are value dossiers and payer responses built today, and what slows them down?
    • What would help launch planning draw on the experience of earlier launches?
    • Where does content review for compliance become a bottleneck?
    Start a conversation about this area: Commercial & Market Access

  7. Patient & Care

    Usually led by patient services, digital health and, in medtech, post-market and software teams.

    The relationship with patients and clinicians continues long after approval. For device and health companies, this is often where the most important work sits.

    Questions worth exploring

    • How could patient support programmes learn from what helps people stay on therapy?
    • For device companies, how might post-market surveillance and software updates be managed with less manual effort?
    • What would clinicians and patients need to see to trust the tools around a product?
    Start a conversation about this area: Patient & Care

Don't see your area, or see it cut differently? That is a useful conversation too. Tell us how your organisation draws the lines.

How a partnership runs

  1. Discover

    Weeks 1–4

    We find the workflow worth owning.

    Working sessions with your experts, a review of what you already run, and a short list of where AI-first work would change the economics. You see our reasoning at every step.

  2. Co-build

    Months 2–6

    Your experts and ours build it in your environment.

    We build the workflow with the people who do the work. Your team learns how it is made as it is made, so you can change it yourselves.

  3. Go live

    Month 6 onward

    It runs in production, and the exclusivity window starts.

    The workflow is in use and measured. From this date, we do not take it to your direct competitors for the agreed window.

  4. Take it to market

    After the window

    We package it and offer it to the rest of the industry.

    You hold a share of what it earns. Competitors adopt a standard your company shaped.

Read the approach in full

You decide what you own before we write a line of code.

The scope, the measures of success, the length of the exclusivity window and the revenue share are agreed in writing at the start. If a workflow does not clear the measures, we say so early and stop.

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Our thinking

Questions we expect

Why not set up our own lab?

You can, and some of your peers have. What a lab usually lacks is the consulting habit of starting from the problem and the vendor habit of shipping something polished and supported. We work alongside your people so that the capability stays with you, and we bring the second half of the job, which is making it good enough for others to use.

Would our competitors really buy from a competitor?

Often they will not buy from you directly, and we do not ask them to. They buy from us, a supplier they can evaluate on its own terms. What they get is a workflow shaped by the way a leader in their industry works. That is a reason to adopt it, not to avoid it.

What do we own, and what do you keep?

The workflow built with you in your environment, including your data and your institutional knowledge, belongs to you. We keep the general method and the packaged version we later offer to others, and you share in the revenue from that. The exact split is set out in plain terms before we begin.

How long is the exclusivity?

It begins when the workflow goes live, and it is agreed in writing before work starts. We will discuss the length that fits your market in the first conversation.

What if the workflow does not work as expected?

We agree on measures at the start. If a workflow does not clear them, we say so early and stop, rather than packaging something we would not stand behind.

How does this differ from a consultancy or a software vendor?

A consultancy hands over something bespoke that you then have to maintain. A vendor sells you something general that you then have to adapt. We build with you, hand you the capability, and give you a stake in what it becomes.

Who sees our data?

Your data stays in your environment under your controls. We work inside those boundaries, and the packaged version we offer to others is built from the method, not from your data.

One partner per domain. If the position in yours is open, we should talk.

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