A listed healthcare company has undergone multiple acquisitions and developed a growing portfolio of proprietary processes, brands, and patient engagement technologies.  The board recognises that while these assets were critical to differentiation, they lacked visibility over where value sat, how it was changing, and where risks were emerging.

We work with the strategy and risk teams to implement a portfolio-wide governance tool, including a dashboard that tracked performance and contribution of IP, data, and technology assets.  We also conduct a value alignment review, comparing internal priorities with market positioning and competitive advantage.

This framework becomes a regular part of board reporting.  It improves oversight, highlighted gaps in IP coverage, and supports future investment cases. The board chair describes the approach as "transformational" in how they now consider non-financial drivers of enterprise value.