Biomedica Molecular Medicine

The history of Biomedica Molecular Medicine (BMM) teaches us the potential of innovation when it is reacted with strategy and confidence, turning it into a real opportunity for change.  In addition, it  is an example ofthe added value that RTDI can incorporate into an  innovative  research and technological development project (R + D + i), and how we carry it out.  It happened years ago, around 2015.

Until then, the diagnosis of a cancer to define  the most appropriate treatment for the patient  implied inaccuracyis that it caused the prescription,  in many cases unnecessary,  of aggressive and expensive treatments  for the patient or their families, which increased the  secondary health problems due to chemo and radiotherapy, and greater difficulty in universal  access to the health system.  Through the so-called screening techniques,  this situation began to be resolved, and that is where BMM is framed. Since then, the field of R + D + i to develop new ways of diagnosis and cancer treatment is enormous, and in it BMM has the focus on the results of really improving  clinical practices.

In the beginning, they worked as a small research group belonging to the Research Institute of the Hospital La Paz in Madrid, Spain. Motivated by the advances  in their research, in 2014 they decided  to dare to cross these barriers and create a spin-off to  bring their discoveries closer to clinical practice.   This is how Biomedica Molecular Medicine was born, which emerged directly from the health field. Its objectives were, on the one hand, to bring the screening of breast cancer patients to those groups where it was not possible, and on the other, to develop much less invasive sample collection techniques than thosebeing used, and much better adapted to what health professionals need to do.  They called their diagnostic tests 8-gene Score and TNBC-like.

However, the field of breast cancer became a hotbed of innovations from all over the world, some of which were  in more advanced stages of maturation, both technologically and in relation to their arrival on the market. Breast cancer research   was a highly exploited and saturated field, where the ability to grow and generate change could be limited.  That was the picture of the  technological surveillance processes we use at RTDI.

These same processes allowed us to  find a new front of opportunity in the field of kidney cancer, where until  then it had not been possible to perform screenings and BMM solutions could truly mark a before and after.    On this basis, we built a new project IDEA that would allow BMM to update its innovation strategy.  As a result of this accompaniment, Biomedica decided to broaden the focus of its research and  also focus on the development  of tests dedicated to this type  of cancer (which is among the 10 with the highest valence), achieving the opening of new avenues in its growth  andinternationalization.

In this way, RTDI was able to contribute to increasing BMM’s business value, through determining what the product’s competitiveness strategy could be at a critical moment in its consolidation process as a spin-off.