Commercialization of Academic Science
Spring Semester 2026

Sponsor Introduction: Dr. Sarah Schrauben is an Assistant Professor of Medicine and Epidemiology at the University of Pennsylvania. Her research focuses on improving functional health, self-management, and cardio-kidney-metabolic outcomes for people living with chronic kidney disease (CKD). She leads NIH-funded clinical research and has conducted feasibility trials of Smart-Habits, a digital intervention designed to improve blood pressure control and behavioral engagement in CKD. Her work integrates clinical research, implementation science, and digital innovation to address gaps between patient behavior, remote monitoring, and effective clinical decision-making.  

Why: Hypertension affects the vast majority of individuals with CKD and is a primary driver of kidney decline, cardiovascular complications, and hospitalizations—together contributing over $200 billion annually to U.S. healthcare costs. Yet fewer than half of patients achieve adequate blood pressure control. Persistent clinical inertia and limited patient motivation—exacerbated by fragmented data, episodic visits, and inadequate feedback loops—prevent effective management. 

Existing remote monitoring tools often fail to sustain patient engagement or integrate home BP data meaningfully into clinician workflows. There is a critical need for a scalable solution that connects home BP monitoring with timely, actionable feedback for both patients and providers. Smart-Habits aims to address this gap.  

Project Scope: This project explores the market potential and commercialization strategy for Smart-Habits, an AI-enabled digital platform that: 

• Integrates with home BP devices and electronic health records using secure APIs and SMART-on-FHIR; 
• Delivers AI-driven conversational “micro-coaching” to support medication adherence and BP self-monitoring; 
• Provides clinicians with actionable insights and alerts to reduce therapeutic inertia; 
• Targets high-risk patients with CKD who require improved hypertension management.  

The goal is to evaluate feasibility, define value propositions for key stakeholders, and develop commercialization pathways for health systems, payers, and potential industry partners. 

Students Will 

• Conduct customer discovery with patients, nephrologists, population health leaders, and payers to understand unmet needs. 
• Develop a market analysis, including segmentation and TAM/SAM/SOM estimates. 
• Analyze the competitive landscape across digital health and BP engagement platforms. 
• Define Smart-Habits’ value proposition for providers, payers, and health systems. 
• Recommend go-to-market strategies, pricing models, and partnership opportunities. 
• Propose a scaling plan, including reimbursement considerations and a 12–24 month commercialization roadmap.  

How (Methods) 

• Apply frameworks such as Business Model Canvas, TAM/SAM/SOM, Porter’s Five Forces, and reimbursement assessment. 
• Conduct stakeholder interviews to validate clinical relevance and purchasing priorities. 
• Benchmark Smart-Habits against existing BP engagement and remote monitoring tools. 
• Use design-thinking and lean startup methods to propose refinements and pilot strategies. 
• Evaluate regulatory pathways, integration requirements, and cost considerations.  

Who (Qualifications) 

Ideal teams include MBA and WEMBA students with interests in: 

• Digital health, medtech innovation, or value-based care 
• AI-enabled health tools and data integration 
• Entrepreneurship, product strategy, or healthcare consulting 

Experience with customer discovery, market analysis, product-market fit, or health system operations is beneficial.  

Deliverables 

• Market analysis and opportunity sizing 
• Competitive landscape assessment 
• Value proposition and Business Model Canvas 
• Go-to-market and partnership strategy 
• Commercialization roadmap (12–24 months) 
• Final presentation and brief report summarizing insights and recommendations  

Success Metrics 

Success will be evaluated based on: 

• Clarity and feasibility of the proposed commercialization pathway 
• Strength of stakeholder validation and competitive differentiation 
• Quality of go-to-market and funding recommendations 
• Demonstrated potential for Smart-Habits to reduce clinical inertia and improve BP management in CKD populations  

Sponsor Introduction: Dr. Thomas Leung is a physician-scientist in the Department of Dermatology at the University of Pennsylvania and the Philadelphia VA Medical Center. He earned his undergraduate degree from Stanford University and completed his MD/PhD through the UCLA–Caltech MSTP program, training under Nobel laureate Dr. David Baltimore. 

Dr. Leung’s laboratory brings together biologists, clinicians, and computational scientists to study how skin and other organs respond to injury and inflammation. His team integrates fundamental immunology with precision medicine approaches to uncover how immune responses shape healing, scarring, and disease. Their discoveries have already informed improved care for patients, and the lab is committed to advancing new diagnostic and therapeutic strategies from bench to bedside. 

Why: Sarcoidosis is a rare inflammatory disorder driven by the formation of granulomas—dense clusters of immune cells that can accumulate in any organ. Patients experience fatigue, respiratory difficulty, and painful skin, eye, or joint involvement. The current standard of care relies heavily on long-term corticosteroids, which reduce inflammation but cause serious side effects including diabetes, osteoporosis, immunosuppression, and weight gain. There is a profound unmet need for safer, targeted therapies. 

To uncover new therapeutic targets, Dr. Leung’s team analyzed skin and blood samples from 28 patients with sarcoidosis and non-sarcoid granulomas. The data revealed that macrophages in sarcoid granulomas express high levels of osteopontin (OPN), a protein known to regulate inflammation. Importantly, OPN becomes biologically active when cleaved by thrombin into smaller fragments. 

Using a validated mouse model, the team demonstrated that: 

• Mice lacking OPN form significantly fewer granulomas. 
• Mice engineered with thrombin-resistant OPN also show reduced granuloma formation. 

These findings indicate that thrombin-cleaved OPN fragments—rather than full-length OPN—play a critical role in granuloma development. 

Building on these insights, the lab developed two novel antibodies that selectively block thrombin-cleaved OPN. In mouse studies, both antibodies drastically reduced granuloma formation and accelerated the resolution of existing granulomas—providing strong proof-of-concept for a first-in-class targeted therapy for sarcoidosis. 

Project Scope: This project evaluates the commercialization potential and strategic path for a novel antibody therapeutic targeting thrombin-cleaved osteopontin (OPN) for sarcoidosis. The therapy represents a precision-based, first-in-class approach that could fill a major gap in treatment and reduce reliance on long-term corticosteroids. 

Students Will 

• Conduct customer discovery with clinicians, patients, and pharmaceutical partners to identify key needs and drivers of adoption. 
• Perform a market analysis that segments the sarcoidosis ecosystem by geography, healthcare setting, disease subtype, and payer environment. 
• Assess the competitive landscape of biologics, immunomodulators, and emerging therapies relevant to sarcoidosis and granulomatous disease. 
• Define a compelling value proposition articulating scientific differentiation, clinical relevance, and health-economic advantages. 
• Recommend commercialization and go-to-market pathways, including licensing, co-development, startup formation, or hybrid models. 
• Outline a strategic roadmap for translation from academic discovery to industry partnership, including regulatory, manufacturing, and reimbursement considerations. 

How (Methods) 

• Stakeholder interviews with dermatologists, pulmonologists, pharmaceutical executives, and patient advocacy leaders. 
• Application of Business Model Canvas, Porter’s Five Forces, and TAM/SAM/SOM methods to define opportunity size and positioning. 
• Benchmarking against recent rare-disease biologics and successful immunology therapeutics. 
• Financial modeling to evaluate pricing, reimbursement dynamics, and partnership or exit scenarios. 
• Assessment of regulatory pathways, including opportunities for orphan drug designation, fast-track review, and early-access programs. 
• Use of lean startup and design-thinking frameworks to refine value propositions and identify key commercialization inflection points. 

Who (Qualifications) 

Ideal teams include MBA and WEMBA students or interdisciplinary groups with interests in: 

• Biopharma commercialization, life sciences innovation, or healthcare consulting 
• Strategy and business development in biotechnology or pharmaceutical settings 
• Venture creation, early-stage funding, or academic technology translation 
• Rare-disease therapeutics, clinical development, or immunology-driven innovation 

A willingness to engage deeply with both science and strategy is highly valued. Scientific background is not required, but curiosity is. 

Deliverables 

• Market analysis and stakeholder segmentation 
• Competitive landscape and unmet needs assessment 
• Value proposition and translational roadmap 
• Go-to-market and partnership strategy 
• Final presentation and brief report summarizing insights and recommendations 

Sponsor Introduction: Dorit Aviv is an Assistant Professor of Architecture at the University of Pennsylvania’s Weitzman School of Design and the Director of the Thermal Architecture Lab. Her research integrates architectural design, material science, and environmental engineering to develop low-energy, climate-responsive systems that advance human comfort and environmental resilience. 

The Thermal Architecture Lab has pioneered innovative approaches to passive and hybrid thermal regulation, including radiant and conductive cooling technologies that offer sustainable alternatives to conventional air-conditioning in challenging environments. 

Why: Cities worldwide face rising temperatures, intensifying heat waves, and worsening urban heat island effects. Outdoor cooling—particularly for vulnerable or underserved communities—has become an urgent public health and climate adaptation need. Yet conventional air-conditioning is energy-intensive, expensive, and largely ineffective in open-air settings. 

The Outdoor Radiant and Conductive Cooling (ORCC) system builds on the Thermal Architecture Lab’s OMARC radiant cooling technology and integrates an additional conductive cooling component: the cooling bench. Together, these technologies form a scalable, energy-efficient outdoor cooling suite with several advantages: 

• Thermal comfort efficiency: Conductive cooling through a bench cools a seated person far more effectively than radiant cooling alone. 
• Energy efficiency: Water used for the radiant panels can be reused—slightly warmed—to operate the bench with no additional energy input. 
• System-level value: Combining radiant and conductive systems improves performance, adaptability, and commercial viability. 

With prototypes now validated and multiple derivative applications emerging—including Tenopy, KlimaKover, and mobile units) ORCC is poised for evaluation of real-world deployment models, commercialization strategies, and long-term market potential. 

Project Scope: This project focuses on developing a comprehensive commercialization roadmap for the ORCC system and its related applications. Students will identify high-value use cases, validate demand through customer discovery, evaluate the competitive landscape, and articulate business models and partnership pathways for scalable deployment. 

Students Will 

• Conduct customer discovery across public, commercial, institutional, and event-based sectors. 
• Develop a market segmentation analysis (e.g., cities, event organizers, NGOs, architecture and design firms). 
• Explore use cases such as public cooling stations, outdoor venues, disaster relief, climate-resilient architecture, and pop-up installations. 
• Define value propositions tailored to different customer personas. 
• Assess competing or alternative cooling solutions and establish technology positioning. 
• Propose go-to-market strategies, including early deployment partners and pilot opportunities. 
• Recommend sustainable business models and partnership strategies for commercialization. 

How (Methods) 

Students will apply innovation, commercialization, and design-thinking frameworks, including: 

• Market Analysis: Map customer segments including municipalities, NGOs, developers, architects, public health organizations, and event planners. 
• Customer Discovery: Conduct interviews to understand unmet needs, procurement constraints, and decision-making processes. 
• Competitive Benchmarking: Evaluate alternatives such as misting systems, shading structures, HVAC-based cooling pavilions, and passive cooling interventions. 
• Business Model Development: Explore licensing, productization, B2G/B2B contracting, consortium-based models, and social enterprise options. 
• Value Proposition Design: Craft segment-specific messaging around benefits such as zero-energy operation, mobility, thermal performance, or public health impact. 
• Go-to-Market Strategy: Identify pilot deployment opportunities, demonstration sites, and early adopters. 
• Partnership Development: Identify collaboration opportunities with municipalities, climate adaptation nonprofits, event organizers, and architecture firms. 

Who (Qualifications) 

Ideal teams include students with interests or experience in: 

• Entrepreneurship and innovation strategy 
• Technology commercialization 
• Architecture, sustainability, or climate-resilient design 
• Public health or environmental policy 
• Business development, market research, or strategic partnerships 

Interdisciplinary teams are strongly encouraged, combining technical, commercial, and social-impact perspectives. 

Deliverables 

Students will produce a strategic business case and supporting documentation, including: 

• Market assessment with segmentation and use-case analysis 
• Customer personas and summaries of stakeholder feedback 
• Competitive landscape and positioning framework 
• Value proposition development for key segments 
• Go-to-market strategy with phased rollout and early-adopter targets 
• Recommended business model(s) and revenue strategy 
• Partnership development plan for collaborators, funders, or pilot hosts 
• Risk assessment, success metrics, and a sustainability roadmap 

Sponsor Introduction: The University Atlas (UAtlas) is an innovative platform developed at the University of Pennsylvania to map research activity and reveal knowledge networks within and across institutions. By increasing the visibility and discoverability of university-based research, UAtlas supports collaboration, strategic planning, and external engagement. After gaining traction at Penn and interest from external institutions, UAtlas is now moving toward becoming a sustainable venture capable of serving a broad range of academic and industry partners. 

This spring semester project is a direct continuation of the work conducted in the fall class. Students will build on customer discovery insights, market assessments, and preliminary recommendations generated last semester to advance UAtlas toward a scalable, investment-ready venture. 

Why: While universities generate immense research output, the landscape remains difficult to navigate for internal and external stakeholders alike. Faculty, students, administrators, industry partners, funders, and collaborators often struggle to identify relevant research, experts, or initiatives. This lack of visibility slows interdisciplinary work, limits our understanding of institutional strengths, and reduces opportunities for engagement and partnership. 

UAtlas addresses these challenges by providing interactive, data-driven maps of research communities—augmented by planned AI-powered search and natural language Q&A tools. As interest in the platform grows, this semester focuses on maturing the venture model, clarifying its offering, and preparing it for sustainable growth. 

What (Scope of Work for Spring Semester): This semester’s project builds directly on the fall team’s customer discovery, stakeholder interviews, market segmentation, and early business model exploration. Students will use those insights to move the venture toward finalization of its business model, pricing strategy, and go-to-market plan. 

Students will: 

• Synthesize and refine findings from the fall semester’s customer and market discovery research. 
• Finalize the UAtlas business model through structured evaluation of revenue options, institutional partnerships, and organizational structure. 
• Develop pricing strategies tailored to key customer segments. 
• Build the foundation of a go-to-market strategy, including value messaging, customer acquisition pathways, and partnership opportunities. 
• Prepare investor-ready materials that clearly articulate market opportunity, business model, competitive advantage, and financial sustainability. 
• Create customer-facing materials that support institutional adoption, including overview decks, use-case demonstrations, and pilot program proposals. 

The semester culminates in polished investor and customer presentations intended to support real-world stakeholder engagement and future fundraising or partnership discussions. 

How (Methods)

Students will apply venture design methodologies and strategy tools, including: 

• Integration and analysis of customer discovery data generated in the fall semester 
• Validation of pricing and business model options through targeted follow-up outreach 
• Financial modeling and scenario planning 
• Go-to-market strategy development, including segmentation, positioning, and messaging 
• Preparation of investor pitch materials and customer presentations 
• Competitive and benchmarking updates to guide differentiation strategies 

Who (Recommended Student Background) 

This course is ideal for students interested in: 

• Venture design and early-stage business development 
• Higher education innovation, research ecosystems, and academic infrastructure 
• Social impact ventures and mission-driven business models 
• Nonprofit, public benefit, and hybrid organizational structures 
• Bringing data-driven digital platforms to market 

Students with experience in consulting, entrepreneurship, product strategy, market research, or financial modeling will find this project especially rewarding, though these skills are not required.  

Sponsor Introduction: The Center for Innovation & Precision Dentistry (CiPD) is a cross-disciplinary initiative uniting Penn Engineering and Penn Dental Medicine to advance the next generation of oral healthcare solutions. CiPD’s mission is to drive breakthroughs at the intersection of materials science, nanotechnology, AI, robotics, and clinical dentistry. With a strong focus on translational impact, the Center cultivates industry partnerships and public health collaborations to bring innovative, accessible oral health products to diverse populations.   

Why: Tooth decay remains the most prevalent chronic childhood disease globally, disproportionately affecting underserved communities. Traditional oral health solutions are effective but often inaccessible due to cost, infrastructure, or clinical delivery barriers. EDIBLE offers a novel, non-invasive, low-cost, and child-friendly approach that can be deployed in both clinical and non-clinical settings—including schools, community health programs, and low-resource environments. 

The next phase of the project requires rigorous refinement of EDIBLE’s value proposition, business model, pricing strategy, and go-to-market approach across key segments identified in the fall semester. 

Project Scope: This spring project builds directly on the work completed by the Fall 2025 student team, who conducted early customer and market discovery for EDIBLE, an innovative line of food-grade products designed to disrupt oral biofilms and prevent tooth decay. The fall team explored multiple market pathways, generated initial segmentation insights, and produced early recommendations for EDIBLE’s commercialization. 

In this continuation, students will take these findings as a foundation and develop deeper, more actionable commercialization strategies tailored to specific markets of interest to CiPD.  Students will refine and operationalize the commercialization strategy through: 

• Prioritization of high-potential market segments  
• Development of tailored value propositions for each priority segment 
• Creation of detailed business models, including revenue and partnership structures 
• Pricing strategy development for B2B, B2C, and hybrid models 
• Go-to-market strategies with attention to channels, partnerships, regulatory considerations, and scale 
• Deeper exploration of partnerships with NGOs, health systems, school districts, foundations, and global health implementers 
• Recommendations for pilot designs informed by stakeholder insights and cost considerations 

Student Will

Students will synthesize the fall team’s research and conduct targeted new discovery to produce an integrated, high-fidelity commercialization plan. Deliverables will include: 

• Refined customer segmentation and prioritized target markets 
• Articulated value proposition(s) for selected segments 
• Business model options with revenue projections 
• Pricing strategy backed by market research and unit economics 
• Go-to-market strategy with recommended channels, partnerships, and rollout steps 
• Pilot design framework(s) for school-based or public health deployment 
• Updated pitch materials for partners, investors, and global health audiences 

How (Methods) 

Students will use a combination of strategic, analytical, and user-centered approaches, such as: 

• Secondary research and synthesis of fall team deliverables 
• Targeted customer and stakeholder interviews (clinicians, parents, NGOs, school administrators, public health leaders, industry experts) 
• Market segmentation refinement 
• Competitive analysis updates 
• Regulatory and reimbursement pathway validation 
• Business model prototyping and financial modeling 

Who (Qualifications) 

Ideal for MBA and interdisciplinary graduate students interested in: 

• Commercializing health and biotech innovations 
• Strategy consulting, product strategy, or entrepreneurship 
• Consumer health, global health, or public health delivery models 
• Innovation in underserved or resource-limited markets 
• Business model and go-to-market development 

Deliverables 

Final outputs will include: 

• A clear and prioritized market strategy for EDIBLE 
• A high-quality pitch deck and narrative commercialization document 
• Refined value propositions and business models for target segments 
• Pricing strategy and early financial projections 
• Go-to-market roadmap with partnerships, channels, and rollout steps 
• Pilot implementation plan for schools or public health settings 

Success Metrics 

Success will be measured by the clarity, rigor, and strategic depth of: 

• The refined market prioritization 
• The feasibility and sustainability of proposed business models 
• The strength and applicability of pricing and go-to-market strategies 
• Recommendations for impactful deployment in underserved and global health settings 

Sponsor Introduction: The PROSPER Center (Precision Personalized Pediatric Psychiatry) at the Children’s Hospital of Philadelphia (CHOP) is led by Dr. Ran Barzilay, MD, PhD, a child psychiatrist with deep expertise in multimodal data and clinical insight generation. He is joined by Dr. Scott Haag, PhD, Director of Technology and an expert in AI development and complex data systems. The center is situated within CHOP—one of the first pediatric hospital systems to digitize its EHR, now maintaining over one million patient records, offering an unparalleled data foundation for clinical AI innovation.

The PROSPER Center is launching formally in January with secured funding for a 3-year operating budget, a growing team including the Center Director, the Director of technology, lead Product, lead Operations, and strong institutional support. Their goal is to build intelligent, clinically aligned AI systems that help clinicians, patients, and families navigate the complexities of pediatric mental health care. 

Why: Pediatric mental health is in crisis. One in five adolescents has a diagnosed mental or behavioral health condition, with sharp rises in anxiety and depression in recent years. In 2023, 20% of high school students reported seriously considering suicide, and 9% attempted suicide that year . 

Yet treating pediatric mental health remains extremely difficult: 

• Mental health conditions are caused by bio-psycho-social factors requiring a holistic, contextualized understanding of the patient.
• Critical information is scattered across disparate systems—clinical, environmental, school-related, social—and therefore not available when clinicians need it.
• Patients, families, and clinicians must navigate complex, fragmented systems where effective advocacy is nearly impossible. 
• Increasingly, young people seek mental health support outside traditional care, including through generative AI conversations—more than 1 million people have discussed suicide with ChatGPT, illustrating both need and risk. 

Meanwhile, technology developers in the market-driven attention economy are incentivized to maximize engagement, not well-being. Pediatric clinicians cannot influence the information environment (“technology diet”) that shapes patient behavior, risk, and distress. 

The alignment problem is core: Pediatric mental health needs technology that is clinically grounded, ethically aligned, and socially responsible—not driven by engagement economics. 

PROSPER aims to address this gap by building AI systems that: 

• Integrate diverse patient data sources to give clinicians a real-time, comprehensive view of the child’s health story . 
• Use Retrieval-Augmented Generation (RAG) and Model Context Protocol (MCP) to surface relevant insights from across the child’s medical, social, and environmental history. 
• Employ agentic AI to support and advocate for patients within complex hospital systems, from report generation to appointment scheduling to risk escalation . 

To succeed, however, PROSPER must not only build AI technologies—it must build a sustainable market and partnership ecosystem that supports their responsible development and adoption. 

Project Scope 

This project centers on helping PROSPER define the commercial, competitive, and sustainability pathways for a future suite of pediatric mental-health-focused AI technologies. Because the center may develop multiple tools (e.g., clinical support software, exposome assessment tools, patient-facing digital agents, scheduling algorithms), the team needs a structured analysis of: 

Potential product categories:

• Patient-facing digital tools 
• Clinical decision support tools integrated with EHR systems 
• Hospital-operations solutions (e.g., scheduling algorithms, triage optimization) 

Competitive ecosystems for each category: 

• Pediatric-focused mental health apps and digital therapeutics 
• EHR-integrated clinical support software 
• Enterprise solutions addressing systemwide hospital needs 
• Generative AI wellness tools used by patients outside clinical care 

Sustainability models: 

• FDA-regulated clinical decision support tools 
• Reimbursement and philanthropy-supported digital health 
• Enterprise licensing and hospital partnerships 
• Hybrid models supporting both clinical systems and patients at home 
• Market models that avoid misaligned incentives common in consumer mental-health technology 

Strategic priorities:

• Inform PROSPER’s decision on which technologies to build first and how to build a long-term sustainable platform. 

Students will synthesize PROSPER’s current status—launching in January, identifying problem priorities through clinic-by-clinic intake, developing their first MVP for completion by late 2026, establishing a stakeholder board in Q1 2026, and seeking strategic philanthropy and industry partnerners—and translate these into a commercialization roadmap. 

Students Will 

• Conduct customer discovery with clinicians, pediatric mental health specialists, hospital administrators, patient advocates, and potential industry partners. 
• Map the competitive landscape across consumer mental health tech, clinical decision support tools, and hospital enterprise software. 
• Segment potential markets: patient-level, clinic-level, enterprise-level, and cross-institutional. 
• Evaluate regulatory and technological pathways, including FDA Algorithmic Medical Device certification for clinical tools. 
• Assess sustainability and revenue models for different categories of products. 
• Recommend a focused strategy for PROSPER’s first product(s) and longer-term platform development. 
• Develop a translational strategy connecting clinical relevance, technology feasibility, and market alignment. 

How (Methods) 

Students will apply innovation, health-tech commercialization, and venture strategy frameworks, including: 

• Customer Discovery: Interviews with clinical providers, administrators, policymakers, and digital health companies. 
• Market Mapping and TAM/SAM/SOM Analysis: Across patient apps, clinical support systems, and enterprise hospital solutions. 
• Competitive Benchmarking: Comparing PROSPER’s opportunities to current mental health apps, EHR-integrated analytics tools, scheduling platforms, and agentic AI tools used in health systems. 
• Regulatory Pathway Assessment: FDA considerations for AI-driven clinical decision support, privacy constraints, and pediatric data requirements. 
• Business Model Design: Licensing, integration partnerships, B2G/B2B enterprise contracts, philanthropic-supported models, hybrid sustainability structures. 
• Go-to-Market Strategy: Identification of early pilot partners, rollout sequencing, value messaging, and ecosystem partnerships. 
• Impact Alignment: Ensuring technology supports clinical objectives, patient safety, and ethical pediatric mental health care. 

Who (Qualifications) 

Ideal for students interested in: 

• Digital health innovation and AI strategy 
• Pediatric mental health, public health, or clinical decision support 
• Venture design, commercialization, and early-stage business strategy 
• Health system operations, EHR integration, and regulatory pathways 
• Social-impact ventures and technologies aligned with mission-driven care 

No technical or clinical background is required—just curiosity and a desire to shape ethical, sustainable health innovation. 

Deliverables 

• Market landscape analysis with segmentation across patient, clinical, and enterprise software categories 
• Competitive benchmarking across pediatric mental health, EHR-integrated tools, and AI agents 
• Stakeholder personas and summaries of interviews 
• Sustainability and business model recommendations for multiple product pathways 
• Go-to-market and partnership strategy 
• Strategic roadmap identifying recommended product focus, MVP trajectory, and long-term platform development 
• Final presentation and concise report integrating insights and actionable recommendations