JANUS DEVELOPMENT´s final costumer are biotech and pharmaceutical companies which buy products at earlier stages of research (preclinical and clinical proof of concept), investing in clinical development in order to bring them to the market. In this sense, for each of the purchased licenses, JANUS conducts a specific market study, creating a detailed product profile, depending on both the selected pharmaceutical indication and the market competition in the defined indication. The study includes product market projections and sales expectations  in their particular area.

Moreover, JANUS key business opportunity is determined by the spanish technology generators which could deliver  licensable projects in an important volume and excelence quality  that allow to develop a portfolio of research projects attractive to the end customer.

The generators of technologies encountered by JANUS DEVELOPMENT are:

•         Research centers and universities
•         Newly created biotech companies
• Consolidated pharmaceutical companies,  which  discard products in their portfolios that, although there is no significant technical difficulties, are out of their investment priorities or strategic objectives.

These three types of clients have in common the generation of  potentially positive research results for society, but they lack the resources or expertise to analyze, select, strategically protect and develop the technologies generated. JANUS offers the possibility of developing their technologies, obtain future economic benefits, and fulfilling their moral goals of returning part of the value generated by their research to society.

The JANUS business model is based on investment in research projects on which acquires licensing rights to obtain future income from sub-licensees thereof, distributing a percentage to the originators of the technology.

Occasionally JANUS use its skills to provide services to biotechnology and pharmaceutical companies, without making their own investment but charging a consultancy fee, waiving or reducing significantly their participation in future revenues from sublicenses. However, restricting the number of such projects to a maximum of 20% of operating capacity, in order to maintain a certain revenue stream that would prevent cash tensions, guarantee our in-house projects disponibility .