Execution Models
Execute with efficacy and control; orchestrate industry partnerships and milestone-driven vehicles in dedicated sub-funds to ensure transparent governance, paced financing, and accelerated market entry.
Chain Master + Fund
Cedar Lifetech Ventures VCC leads a coordinated “industry chain + Chain Master enterprise + industry fund” mechanism that invests alongside upstream industry leaders and mobilises additional capital to scale high-quality medical companies across Asia.
In practice, we partner with “Chain Master” enterprises—category leaders that now drive competition at the level of entire supply chains rather than single firms—to acquire and compound equity assets that are “based in China, developed in Asia, serving the world.” This creates a siphon effect: as we invest and empower portfolio companies, influential Asian medical players are drawn to establish and grow in Singapore, forming fund-and-industry clusters through strategic investments and acquisitions. The result is a new industrial advantage for Singapore aligned with long-range China–Singapore cooperation agendas and the city’s role as an advanced smart-manufacturing and med-tech hub.
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​Operationally, the fund structure lets us engage other pools of capital, expand the scale and technological depth of our holdings, and reinforce Singapore as the preferred base for Asian medical leaders. This is not passive capital: we coordinate resource allocation, industrial development, market entry and team build-out so assets can anchor in Singapore and then expand across ASEAN, compounding value at the chain level rather than isolated company level.
NewCo (Overseas Rights)
For pipelines best suited to an ex-China growth story, we form a NewCo that holds overseas rights to the company’s core assets, introduces overseas capital, and installs an international management team. This model concentrates financing on a single pipeline or tightly-defined product slate, optimises the capital narrative for international markets, and advances overseas IP layout and commercialisation from a Singapore bridgehead.
Since NewCo operates independently—yet draws on Singapore’s local industrial resources—it benefits from resource integration, risk sharing, incentive alignment, decision-making flexibility, brand establishment and faster market entry, enabling rapid overseas expansion of the industrial ecosystem and supply chain.
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Two-phase execution keeps the cadence crisp.
The transaction phase (~6 months) covers NewCo set-up, business plan drafting, investor list curation, roadshows, management team configuration, due diligence on the pipeline, and licensing agreements; it concludes when the company is registered and investor funds are in place. Compared with direct investments and complex BD transactions, this phase is faster because diligence is focused on a defined asset and structure.
The operational phase (2–3 years) then centres on financing and developing the licensed pipeline, maximising capital leverage, and adjusting follow-on financing goals as competition and business needs evolve. Early on, a Hybrid NewCo approach—complementary domestic and overseas teams—helps accelerate execution and de-risk scaling.
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These NewCos can sit in ring-fenced sub-funds with terms calibrated to milestone profiles, currency choices and liquidity needs, giving investors transparent, milestone-linked exposure while preserving strategy purity across the platform. The same umbrella also supports the Chain Master + Fund engine in parallel, letting investors choose precise exposure without cross-contamination or mandate drift.