Use the demand you already see.
Identify the recurring client needs, the product gaps, and the purchase behavior you can already observe.
For med spas, estheticians, and aesthetic businesses
Build a med spa skincare line clients can only get from you, not the same shelf as every competitor.
Private label is fast, but it puts you on the same shelf as everyone else. Define the client need, the product experience, the retail margin, and the reorder path before you place an inventory order.
Ph.D.-led strategyProduct brief before supplier commitmentBusiness case, sample, and market connected
Your business creates the product demand. A supplier brand keeps the customer memory and margin.
Reselling the same brands is convenient. It also builds another company's equity and leaves you competing on price the moment a client finds the product cheaper online.
Reselling the same brands is convenient. It also builds another company's equity, and leaves you competing on price the moment a client finds the product cheaper online.
You see the gaps in real time. The questions after a treatment, the home-care routines that never stick, the product a client wishes existed. Those signals can point to a real product opportunity.
Launch Lab tests whether that opportunity is strong enough to justify development, then connects the product brief, the samples, the retail economics, and the launch plan.
Create a signature product experience.
Define texture, format, packaging, and the role the product plays in a routine, plus the criteria a sample has to meet.
Plan retail economics first.
Model target cost, retail price, contribution margin, reorder logic, and inventory exposure before you commit.
Build continuity between visits.
Connect the product to education, at-home routines, and repeat purchase, without making outcome claims you cannot support.
A private-label line can be fast. A signature line requires a product thesis.
Stock private label
Choose from the same catalog other businesses can access.
The line launches quickly. Differentiation then rests on packaging, promotion, and discounting.
- Supplier catalog drives the range
- Competitors may sell similar formulas
- Retail margin is accepted after quoting
- Home-care and reorder logic may be improvised
Launch Lab product line
Build around the clients, treatments, and retail model you know.
The product direction starts from the client need, the desired experience, the retail economics, and the path to repeat purchase.
- Client insight shapes the opportunity
- Product and sample criteria written first
- Retail economics modeled before inventory
- Education and launch plan built with the product
One business case across every handoff.
Demand, product, sample, and market decisions are developed together so a late-stage choice does not undo the work that came before it.
Validate the opportunity
Define the customer, repeated need, channel advantage, target economics, and strategic reason the product should exist.
Define the product
Translate the business case into a target product profile with format, experience, performance intent, differentiation, and constraints.
Prove the sample
Evaluate samples against the brief, not against what happens to be easiest for a supplier to provide.
Prepare the market
Connect the selected direction to pricing, positioning, partners, launch sequencing, proof, and decision gates.
A retail line needs product logic and commercial logic.
The working set connects the client need, product experience, sample decisions, economics, education, and launch path.
Client Opportunity Brief
The repeated need, customer, treatment or routine context, and product role.
Skincare Product Profile
Texture, format, experience, packaging, differentiation, target cost, and sample criteria.
Sample & Feedback Plan
A structured route for evaluating samples with the team and intended customer context.
Retail Economics Model
Target cost, retail price, gross and contribution margin, minimums, and reorder assumptions.
Home-Care & Reorder Journey
Education, routine placement, follow-up, e-commerce, and repeat-purchase touchpoints.
Launch & Merchandising Plan
Positioning, line architecture, staff education, launch sequence, proof, and milestones.
The most credible proof connects product development to the retail outcome.
The record behind the process
17×
The scientist-led process founders work through here was built on real operating experience, including scaling cGMP production 17× and cutting manufacturing cost by 45%.
Why it matters to you
A scientist who has actually built and scaled products.
The same rigor that scaled cGMP production and cut manufacturing cost is applied directly to your formula, your documentation, and your path to market. You work with Dr. Alavi, not a handoff to a junior team.
A scientist-operator who understands the handoffs that make products expensive.
Dr. Maryam Alavi has worked across research, regenerative medicine, R&D, manufacturing, sales, business development, and commercialization. That breadth helps keep the product brief, sample decisions, economics, and market plan connected.
Why the operating range matters
Technical choices become business choices quickly.
A product can be perfectly feasible and still miss its cost target, its positioning, or its channel. Launch Lab is built to surface those conflicts before they harden into expensive commitments.
Scientific rigorResearch and product-development experience that informs feasibility and evidence questions.
Commercial judgmentExperience across sales, business development, partnerships, and go-to-market decisions.
Operating contextManufacturing and R&D experience inside the handoffs where cost and execution risk accumulate.
Founder perspectiveA woman-owned business built from the ground up, without treating commercialization as an afterthought.
A strong fit starts with an advantage you already have.
Strong fit
- You already have customers, patients, an audience, distribution, or category authority.
- You can name a repeated need, margin opportunity, or product gap.
- You want a differentiated product rather than a catalog SKU with new packaging.
- You can commit management attention and realistic development capital.
Not the right fit
- You require guaranteed revenue, medical outcomes, approval, patentability, or valuation.
- Your only goal is the fastest or cheapest generic product.
- You do not yet have a clear customer, channel, or operating capacity.
- You are unwilling to validate assumptions or revise the concept.
What decision-makers usually need to know.
Potentially. The opportunity assessment can evaluate the client need, product role, product category, claims boundaries, sample criteria, economics, and appropriate professional review. No treatment or outcome claim is assumed.
No. A repeated client need, recurring question, product gap, or retail opportunity is enough to begin the fit review.
No. Launch Lab is a product-development and commercialization incubator. Manufacturing, specialized testing, regulatory work, legal work, and other regulated services may be performed by qualified external partners and should be defined transparently in the final scope.
You may enter with a repeated customer need, a product concept, an existing formula or prototype, a supplier proposal, or an in-market product that needs stronger economics, positioning, or commercialization logic.
Ownership of formulas, specifications, samples, documentation, third-party work product, and potential intellectual property must be defined in the final scope and contract. Patentability, freedom to operate, and legal ownership require qualified counsel.
No. The process is intended to improve decision quality, expose risk, and create a coherent product and commercialization plan. Regulatory status, claims, legal matters, financial performance, and commercial outcomes are not guaranteed.
Scope depends on product category, development stage, sampling requirements, third-party work, and commercialization complexity. A proposal is provided after the opportunity, constraints, and required work are understood.
Product Opportunity Assessment
Validate the opportunity before you fund the product.
Tell us what your customers need, what advantage the business already has, and what you want the product to accomplish. The first decision is whether the opportunity deserves deeper work.
The assessment is a fit and decision review, not a promise of formulation, regulatory status, patentability, medical outcomes, or commercial success.