No. There are many fascinating companies building great things across healthcare and biomed. But if we cannot add “unique and consequential value,” then we are not the right partner.

However, there are many types of adjacent skin + wound care related opportunities that we can gladly consider, including: aesthetics, biotech / gene therapies, diagnostics + imaging, digital health / AI / sensors, emergency / trauma wound care, energy and plasma-based modalities, hemostatics, nutrition, operational / administrative solutions, pain management, population health management, prevention, scar mitigation, service lines, surgical closure, training / empowerment, and other non-traditional wound care categories.

A non-wound or skin care solution with compelling potential to be repurposed could also be of interest. Feel free to send an overview for our review.

In most instances, I approach investments with a multifaceted approach. While I do engage in capital allocation, I do so through the lens of a wound care operator and advisor. Typically, I consider investing in or joining the board of directors of a company only after establishing firsthand collaboration experiences as an advisor, user, customer, or through other firsthand professional interactions.

This approach ensures that my involvement goes beyond mere financial investment. By offering direct operational insights and strategic guidance, I aim to catalyze significant impact within the companies I engage with. Often, this level of involvement alone proves instrumental in facilitating exits, achieving financial sustainability, or attaining other critical milestones necessary for further growth.

It’s important to note that any financial investments I make are underpinned by a shared understanding: the value of my expertise and active participation far exceeds that of capital alone.

For board of directors, advisory board, and related collaboration, we can consider involvement at any stage, including PE-backed and publicly traded firms. 

For direct capital investments, we prefer to focus on Angel, Pre-seed, Seed, and Series A stages, but will consider later rounds as well. However, we almost always first collaborate in an advisory board, consulting, interim executive, or board member capacity prior to considering capital contributions. We have also supported pre-spinoff startups at the university / tech transfer / innovation program level, even prior to any formal incorporation or external fundraising.

At present, we do not operate our own program. However, we have successfully collaborated with innovation ecosystems, participating in idea labs, pressure testing pitches, and judging applicants and pitch competitions. The possibility of formally offering such structures in the future remains open. Innovation programs, both existing and new, seeking collaboration (e.g., advisor in residence), are encouraged to reach out.

Currently, we do not have formal affiliations with external hedge funds or institutional investment vehicles. However, through our related advisory business, Diligence Wound Care Global, we have supported hundreds of VCs, PEs, hedge funds, banks, and other institutional investors in their investment due diligence, roll-ups/bolt-ons, turnarounds, interim executive, and related engagements.

If you are an institutional investor interested in discussing advisory, subject matter expertise, interim executive, and/or operating partner roles for planned or current wound care investments, you are invited to reach out. Rafael Mazuz is also available for short-term consultations directly or through any of the major expert networks (Alphasights, GLG, Guidepoint, etc.), you may request a the consultation via your client manager on the platform.

Typically, we do not sign a CDA / NDA prior to reviewing initial materials or having an introductory meeting. Here is a blog post by a VC explaining the compelling reasons for this reluctance.

Apart from those solid points, my unique position in the wound care industry increases the likelihood of being on one side or the other of the table in a potential future deal (acquirer / investor / board member or target / startup). To avoid potential conflicts and the need to recuse myself, I generally refrain from signing CDAs / NDAs at very early stages of exploration. Nevertheless, I am committed to maintaining a trustworthy reputation, even without a CDA / NDA in place. An exception to this rule might be for advising a diligence process on a tight timeline or via an expert network. In such cases, I would consider a CDA / NDA as part of the contract and SOW.

For inquiries related to these areas, please contact us through our operating businesses, Diligence Wound Care Global (AWC strategic / commercial advisory + due diligence), or Advanced Wound Care Global (AWC services + commercialization management).

As an alternative to reaching out to the specific company via their website, you can send us a specific, detailed request to info[at]woundcare.global . If deemed of interest, we will be delighted to pass it on to the appropriate person at the company.

I have been honored to contribute to all of the above formats over the years. 

If the focus, target audience, venue, time, and other details are aligned, I’ll be happy to consider it. But please understand that I receive far more requests than I am able to accept. Please provide as much detailed information as you can in your initial inquiry.

Certainly. Check out The Wound Care Global blog, our list of upcoming wound care (and related) events, The Wound Care Global YouTube page, Today’s Wound Clinic, and these other links about wound care business. Some of our portfolio companies, such as Corstrata and vTail also share valuable information on wound care services and products. You can also follow Rafael Mazuz on LinkedIn for his insights on wound care industry developments.