Brian Hutchison
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Honeycomb Biotechnologies
Spin-out from MIT & Broad Institute
Chief Operating Officer
Integrated with founder team
Expanded headcount & footprint from 4 to 20+
Guided development, manufacturing, and launch of first product
Key role in strategic partner relationship (financing, operations integration, commercial distribution, and contract manufacturing)
Torpedo Diagnostics
Joint Venture of MGH and J&J
Sr. Vice President - Development & Operations
First employee (after embedding with academic team prior to company creation)
Expanded headcount & footprint from 1 to 10+
Collaborated with CEO, BoD, and founders to set business strategy and raise venture capital
Directed development of liquid biopsy test workflow
Set-up and led company operations (e.g., human resources, finance, quality and program management, collaborator and vendor relationships)
Qiagen
GeneReader NGS Program (outgrowth of Intelligent Biosystems acquisition)
Director and Subsystem Development Lead (Product Development)
Integrated into high-visibility sample-to-insight NGS product development program (>100 employees in US, Germany, Switzerland, UK)
Supervised ~15 direct and second-level reports and led clonal amplification subsystem development team (~30+ employees)
Participated in global development core team(s) operating under Agile Scrum methodology
RainDance Technologies
Spin-out from Harvard (first droplet tools company)
Manager, Advanced Technologies & Chemistry (R&D)
Critical technical role(s) in first company to commercialize droplet technology
Participated in growth from ~10 employees to ~150
Constructed and led the R&D teams responsible for surfactant innovation through productization and droplet microfluidics technology
Key contributions to development and launch of 3 platform products
Guiding Principles
Guiding Principles
Measure Twice - Cut Once
Invest time in hypothesis-based and outcome-focused planning and preparation to maximize efficiency and value of activities.
Perfect is the Enemy of Good
Establish key metrics and practical success criteria based on customer needs for a well-defined application/segment and develop products accordingly. Anticipate design iteration based on early customer feedback.
There is No "I" in Team
Build team-aligned roles and goals. Recognize and reinforce that all individuals are valued and necessary contributors to success.
Eyes Wide Open
Gather [reasonably] comprehensive data and solicit inputs to inform decisions. Use risk assessment to drive decision-making with imperfect/incomplete data.
Money Doesn't Grow on Trees
Build realistic, holistic, and trackable budgets that align goals and plans with available cash. Be cost- and value-conscious in all decisions.
Perspective on Successful Business Creation
Perspective on Successful Business Creation
Develop strategy and vision aligned with founder goals to transition concepts and new technologies into deployable products or services
Establish robust foundation of people, skills, technology, product feasibility, project roadmap, and business processes with founders and first employees
Build, refine, and evaluate product definition (i.e., value proposition, target market, and product specifications)
Implement lean and efficient phase gate product development structure and execute product development plan to address target market needs
Construct scalable manufacturing operations and business functions to enable successful product deployment
Scale business functions to monitor adoption, address gaps, meet demand, and traverse roadmap for sustainable growth of value to stakeholders
About the Name & Logo
About the Name & Logo
Colors: gray represents experience; blue represents trust and reliability
Hickory trees are known for strong deep roots.
The hickory tree is also a tribute to my late father - a tree enthusiast. His positive influences on my personality and perspective have led to professional expertise and experiences that I look forward to sharing and adding value with new partners and clients.
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