Our Solution

"We need to rethink our approach to diabetes by addressing nutritional deficiencies through targeted supplementation and improving global access to healthy foods.” - Dr. Mark Hyman

In the midst of this crisis, Alebbrige emerges as an innovative and hopeful solution in the field of health supplements, designed specifically for people with diabetes or prediabetes. This supplement not only acts as a regulator of glucose levels, but also addresses metabolic health as a whole, improving energy, digestion, and immunity - critical aspects for anyone dealing with the daily complications of diabetes. Alebbridge has been formulated from the latest scientific research in peptide biosynthesis, ensuring high efficacy without the negative side effects commonly associated with other treatments.

Accessibility and easy integration into daily life are central aspects of Alebbridge. We understand that for many people, managing their health condition can be a time and energy-consuming task. Therefore, Alebbridge has been designed to be simple to use and easy to incorporate into your daily routine, without the need for complicated instructions or strict schedules.

What powers Alebbrige?

What is our edge?

How will Alebbrige be branded?

What form will this alebrije take?

Scaling up production: strategies for growth

Our lasting impact

How will we create value?

We foresee 3 possible futures for Alebbrige depending on the TRL level we attain and the resources we manage to put together. The business model for each path is explored ahead:

Sale of intellectual property → in case we don’t develop the idea much further

Value Proposition

• To offer the buyer an innovative and ready-to-market solution in a growing market, which gives them a competitive advantage in the health and nutrition sector.

Customer Segments

• Pharmaceutical companies
• Nutritional Supplement Manufacturers
• Food producers
• Companies in the health and wellness sector

Channels

• Direct contacts with pharmaceutical and healthcare companies
• Industry fairs and events related to health, nutrition and pharmaceuticals.
• Technology transfer platforms where innovations can be listed and promoted for sale.
• Consultants specialized in intellectual property transactions that can facilitate the connection with interested buyers.

Customer Relations

• B2B (direct negotiation)
• Non-disclosure agreements (NDAs) to protect the formula during the negotiation process.

Sources of Income

• One-time payment for full ownership of the formula.
• Installment payments

Key Resources

• Intellectual property
• Scientific and research team
• Legal Documentation
• Networks in the health and nutrition sector.

Key Activities

• Identification and contact with potential buyers.
• Negotiation of the sale: Define the terms and conditions.
• Intellectual Property Protection
• Transfer of ownership

Key Partners

• Lawyers specialized in intellectual property.
• Technology Transfer Consultants
• Strategic investors or potential buyers.

Cost Structure

• Legal Costs
• Marketing costs
• Administrative costs
• Consulting costs

Business Model

We opted for the direct sales model for Alebrige, with the goal of transferring the intellectual property of the formula to a larger company, such as a pharmaceutical or supplement company. The buyer will be responsible for production, distribution and marketing, allowing Alebrige to monetize its innovation through a one-time transaction, in order to:

• Alebrige transfers ownership of the formula to the buyer through a formal agreement, without getting involved in the production or sale of the product.
• The buyer takes control of the formula, including marketing and distribution, while Alebrige monetizes its innovation with a one-time sale transaction.
• It is ideal for maximizing the immediate value of an innovative development without taking on the risks or capital required to bring a product to market.

Detailed rationale

Alebrige's direct selling model is based on the full transfer of the intellectual property of its innovative formula to a strategic buyer, such as a pharmaceutical or supplement company. Instead of managing production and marketing, Alebrige opts to sell the formula in a single transaction, allowing the buyer to take responsibility for all phases of the product, from manufacturing to distribution and marketing. In the initial development phase, Alebrige would seek support from targeted investors like angel investors, financial institutions, and venture capital funds to provide capital for clinical studies and intellectual property protection, as well as industry expertise and strategic connections. This support would increase credibility, facilitating the sale of the formula to a larger company and ensuring market impact. The process involves identifying interested companies and presenting the benefits of the product, such as its ability to regulate glucose levels and improve metabolic health in individuals with diabetes or prediabetes. Once an agreement is reached, the sale is formalized through a contract detailing the transaction's value, exclusivity guarantees, and confidentiality clauses. Alebrige would receive a one-time payment, avoiding production and distribution risks, while the buyer gains full commercial rights to the formula. This model allows Alebrige to quickly monetize its innovation and allocate resources to developing new patents to improve public health.

Future phase: Development of more intellectual property

• With the proceeds from the sale, Alebrige would focus on researching new formulas, technologies or solutions that can solve other health problems or improve well-being.
• Business model: Alebrige would be established as a company specializing in the creation and sale of intellectual property rather than being a manufacturing company. They could create a portfolio of innovations and sell them to different companies depending on the sector.
• Administrative costs
• Sustained growth: Each sale of new intellectual property would be an opportunity to raise additional capital, allowing them to grow without having to deal with the costs and operational challenges associated with production and distribution.

Future phase: Development of more intellectual property

If the project does not progress beyond this phase, we would consider a complete acquisition by a larger company in the pharmaceutical or supplement sector. This approach would not only allow us to recoup our initial investment but also generate significant returns, leveraging the interest from established companies looking to expand their portfolio. Given the nature of this model, where we rely on market validation and the capability of a large company to scale production and distribution, an acquisition can be an effective way to ensure our formula makes a real impact in the market. Additionally, being part of a larger company would give us the opportunity to contribute to its mission and reach a wider audience, thereby maximizing the value of our innovation.

Licensing → in case we gather sufficient technical and commercial validation

Value Proposition

To offer an innovative formula for the management of diabetes and prediabetes, which regulates glucose levels and optimizes metabolic health.

Customer Segments

• Nutritional supplement companies.
• Producers of functional foods.
• Companies in the health sector interested in incorporating advanced solutions for diabetes.

Channels

• Direct contact with companies through presentations and negotiations.
• Health and supplement industry fairs and exhibitions.

Customer Relations

• Customized License Agreements: Negotiation and formalization of agreements adapted to the needs of each licensee.
• Technical Support and Consultancy: Assistance for the integration of the formula and maintenance of quality.
• Audits and Quality Control

Sources of Income

• Royalties: Percentage of sales of products that incorporate the Alebrige formula.
• License Fees: Initial payments or periodic fees for the right to use the formula.
• Additional Services: Income derived from technical support and consultancy.

Key Resources

• Intellectual Property: A patented formula or protected as an industrial secret.
• Licensing Team: Staff specialized in sales, negotiations and support.
• Technical Documentation: Detailed information on the formula and its use.

Key Activities

• License Development: Creation and management of license agreements.
• Licensee Relationship Management: Relationship maintenance and compliance monitoring.
• Marketing and Sales: Promotion of the formula and recruitment of licensees.

Key Partners

• Distribution Companies: Collaborators to promote the formula to potential licensees.
• Legal Consultants: Advisors for the drafting and review of contracts.
• Certification Platforms: Services for time stamping and document certification.

Cost Structure

• Intellectual Property Costs: Expenses associated with the protection of the formula (patents, trade secrets).
• Marketing Expenses: Costs to promote the formula and attract licensees.
• Legal Fees: Costs for drafting and reviewing license agreements.
• Support and Audits: Costs related to technical support and quality audits.

60 Business Model Pattern

We chose the licensing model to give other companies the legal right to use our formula in exchange for financial compensation. Instead of developing, producing, and distributing a product on our own, we will allow third parties to use the invention to incorporate that formula into their own products, in order to:

Rapid Expansion: Allows intellectual property to reach a wider audience through licensees' channels and networks.

Revenue Generation: Provides passive income through royalties and fees without the need to be directly involved in production and distribution.

Risk Reduction: Minimizes the operational and financial risk associated with manufacturing and distribution by delegating these responsibilities to licensed partners.

Detailed description

At Alebrige, we offer an innovative formula for diabetes and prediabetes management, designed to regulate glucose levels and optimize metabolic health. Our solution addresses nutritional deficiencies through selective supplementation and improves global access to healthy products.

In the advanced development phase, the participation of targeted investors would be crucial to scale our operations through the licensing model. We would seek venture capital funds and institutional entities as we need capital to improve product development and expand our network of licensees. These investors would not only provide financing, but also strategic guidance and access to markets that would facilitate the expansion of Alebrige, thus maximizing the long-term revenue potential and ensuring that our formula is widely recognized in the market.

We adopt a licensing model to maximize our impact. Alebrige will allow other companies to use our formula through licensing agreements. These potential partners include supplement manufacturers, functional food producers, and companies in the healthcare sector. Instead of managing direct production and distribution, Alebrige will focus on licensing the formula to third parties, which will facilitate greater dissemination and presence in the market.

Our revenue will come primarily from royalties and licensing fees. Royalties will be based on a percentage of sales of products that make up our formula. We also contemplate fixed rates or periodic fees for the right of use. 20% of the proceeds generated from royalties will go to support foundations and non-profit organizations working in the fight against diabetes, thus contributing not only on a commercial level, but also to the well-being of people living with this disease.

The process begins with the identification of interested companies. Subsequently, negotiations are held to define the terms of the license agreement, which cover the royalty percentage, fixed rates, territories, and duration of the contract. Agreements are formalized through detailed contracts that include confidentiality and quality control clauses.

This approach will allow Alebrige to expand its market presence and generate passive income while minimizing the operational risk associated with manufacturing. In addition, we will facilitate access to our formula through strategic partners, contributing significantly to the effective management of diabetes and prediabetes on a broader scale. At the same time, we will help improve the quality of life for those who need it most, through a combination of business impact and social responsibility.

Future phase: International Expansion

Once the presence in Mexico is consolidated, Alebrige will seek to replicate this model internationally. The success in the domestic market will serve as a springboard to attract international brands interested in the formula.

Identification of foreign brands: Leading companies in key markets, such as the United States, Europe and Latin America, will be selected. These companies must have experience in the production and marketing of supplements or metabolic health products.

Adaptation of the product to the local market: Each international market may have different regulations and preferences. Alebrige will work in collaboration with licensees to adapt the product to the regulations of each country, keeping the formula as the central element.

Region-specific license agreements: License terms will include royalties, covered territories, quality control, and duration of agreements. These international contracts will also provide for exclusive rights in certain territories.

Exit strategy

In this phase, if we achieve a successful implementation of the licensing model, but internal factors or market conditions limit our expansion, we would consider a complete sale of the business to a company interested in our technology. This decision would not only ensure that the efforts made in developing the formula translate into an adequate return but also allow the technology to continue in the hands of those who have the resources and infrastructure to bring it effectively to market. Moreover, by maintaining control over the intellectual property and continuing to grant licenses, we could keep generating long-term passive income, ensuring greater financial stability and allowing us to focus on future projects.

Joint venture → in case we get to consolidate the organization of our start-up and get close to a 9 TRL

Value Proposition

Offer brands an innovative formula for diabetes and prediabetes in established products, such as dietary supplements, strengthening both brands, giving greater credibility and visibility in the health and wellness markets.

Customer Segments

• Pharmaceutical or dietary supplement companies interested in functional products with metabolic benefits.
• Functional food manufacturers looking to integrate innovative and scientific ingredients into their products.
• Consumers who suffer from diabetes or prediabetes, or who are looking to maintain their metabolic health.

Channels

• Joint distribution: The final products are distributed through the partner's existing commercial channels, including pharmacies, specialized health stores, and online sales platforms.
• Shared marketing: Co-branding marketing campaigns between Alebrige and the partner.

Customer Relations

• B2B relationship with strategic partners: Through formal agreements and negotiations to integrate the Alebrige formula into the partner's products.
• Trust in co-branding: Build mutual trust by showing on labeling and marketing that both brands stand behind the product.

Sources of Income

• Sales share: Alebrige obtains income through a percentage of the sales of the final product contained in its formula.
• Royalties: Recurring revenue based on the use of the formula within the partner's product.
• Revenue Sharing: Depending on the joint venture agreement, Alebrige could receive a percentage of the product's total profits.

Key Resources

• Alebrige Formula: The innovative formula for the management of diabetes and prediabetes is the main asset.
• Intellectual property: Adequate protection of the formula to ensure its exclusive use.
• Engineers' experience: Technical and scientific knowledge about the formula.
• Strategic alliances: Strong relationships with partners interested in using the formula.

Key Activities

• Development and adjustment of the formula to ensure its successful integration into the partner's products.
• Management of relationships with joint venture partners and follow-up of commercial agreements.
• Intellectual property protection: Continue with the processes of registration and protection of the formula.
• Joint marketing: Co-branding and market positioning campaigns.

Key Partners

• Pharmaceutical or supplement companies: Business partners who want to integrate the formula into their products.
• Functional food manufacturers: Companies that can use formula to improve their products.
• Legal and intellectual property consultants: Ensure the protection of the formula during the collaboration.
• Distributors: Distribution chains that ensure the arrival of the product to the final consumer.

Cost Structure

• Formula development and adjustments: Cost of testing and adjustments for integration into partner products.
• Legal Consulting and Intellectual Property Protection: Expenses related to the protection and registration of the formula.
• Joint marketing: Investments in co-branding and advertising campaigns.
• Joint venture operating costs: Collaboration management expenses, including contractual agreements and follow-up.

60 Business Model Pattern

We opted for the joint venture for Alebbrige as it allows us to take advantage of the resources and capabilities of an established partner in the market, such as its distribution network, production experience and brand presence. This facilitates the integration of the innovative formula into existing products without Alebrige having to assume the costs and risks associated with direct manufacturing and distribution, thus giving us the advantage of:

Sharing resources and risks: Allows Alebrige to leverage the partner's infrastructure and expertise, reducing upfront investment and risk.

Access to new markets: Through the partner, Alebrige can quickly access a wider market and consolidate its presence.

Co-branding: Both partners can benefit from increased visibility and credibility by using their brands.

Revenue generation without taking on production: Alebrige can earn income from royalties or sales participation without the need to manage production directly.

Scalability: The joint venture allows you to grow faster and more efficiently, taking advantage of the strengths of both parties.

Detailed description

In the joint venture-based business model for Alebbrige, the company would partner with an established company, such as a food or supplement manufacturer. The aim of this collaboration would be to integrate Alebbrige's innovative formula for diabetes into one of the products already on the market.

In the mature development phase, where we seek to form a joint venture with an established company, the support of strategic investors would be essential to facilitate this collaboration. Here, we would seek the backing of investment funds with experience in joint ventures and corporate expansions. These investors would provide not only capital to facilitate the integration with a business partner, but also the knowledge necessary to manage the risks and maximize the benefits of the alliance.

This joint venture would allow both parties to share resources, knowledge and risks. Alebrige would provide its formula, while the commercial partner would be in charge of the production, distribution and marketing of the final product. The result would be a branded product of both the partner company and Alebrige, which would increase the visibility and reputation of the brand in the market.

From a financial point of view, Alebrige would obtain income through a share in the profits generated by the sales of the product containing its formula. The terms of the agreement would define the percentages of profits, property rights and responsibilities of both parties, ensuring an equitable relationship. In addition, a part of the profits obtained would go to organizations or foundations that work to improve the health of people with diabetes, reinforcing the company's social commitment.

This approach allows Alebrige to leverage the infrastructure and distribution network of an already established company, accelerating its market entry without requiring large investments in its own infrastructure, thus optimizing its profitability and social impact.

Future phase: In-house manufacturing

As Alebbrige consolidates its reputation and accumulates resources through royalties, the next step would be to integrate the production and manufacturing of the supplement.

Transition: The company would begin to establish production plants or partner with trusted manufacturers to develop its own line of products under the Alebrige brand.

Benefits: By taking control of production, Alebrige would increase its profit margins, maintain full control over product quality and positioning, and be able to develop more aggressive expansion strategies.

Diversification: Once they master the manufacturing process, they could expand their portfolio with new formulas or additional products that complement their initial offering, leveraging already established production and distribution capabilities.

Exit strategy

In this advanced stage, we would consider an Initial Public Offering (IPO) in Mexico or the United States to raise capital and fund Alebrige's future growth. Conducting an IPO would not only increase our visibility in the market and solidify our position as a relevant player in the industry but also provide liquidity to our initial investors, rewarding their support and trust in the project. However, if market conditions or internal direction present challenges, we could opt for the sale of a majority stake to a strategic partner, ensuring a return on investment while retaining some control over the company. This approach would allow us to continue contributing to the growth and innovation of Alebrige, ensuring that the original vision remains alive and expands sustainably.

Financial outlook

Conscious that any serious business plan requires the consideration of the venture’s economic and financial landscape, we have developed the following financial report based on current estimations:

View Alebbrige Financial Projections (PDF)

With this report we hope to have proven data-backed feasibility for Alebbrige, in particular because of the positive market outlook and expected financial sustainability.

Protecting our innovation

We are aware of the importance behind safeguarding our intellectual property (IP) and we are committed to providing confidence to our stakeholders. Therefore, we have taken into account the following legal frames relevant in Mexico to compose our IP strategy.

Patent

Description: Protects new, original and useful inventions, such as chemical formulas. Grants exclusive rights to manufacture, use, sell or distribute the invention. Mexican Institute of Industrial Property (IMPI). Up to 20 years from the date of filing, with possible extensions under certain conditions. Costs:

Trademark Registration

Description: Protects names, logos, slogans and other distinctive signs that identify products or services. Helps prevent consumer confusion and unauthorized use of the trademark. Mexican Institute of Industrial Property (IMPI). 10 years from the date of registration, renewable indefinitely. Costs:

Non-Disclosure Agreements (NDA)

Legal contracts where the parties agree not to disclose confidential information. Useful for protecting the formula during negotiations or collaborations. Written and executed by the parties involved, without intervention of a specific authority.

Time Stamping

Establishes a date and time of creation of a document or invention, which can help prove the chronology of creation in case of dispute. Notarial services or online time stamping platforms. One-time certification of content, it does not offer ongoing legal protection.

Notary Public Documents

A notary certifies the date and content of documents related to the development of the formula, which can serve as evidence in cases of dispute. Notary Publics in Mexico. One-time certification of content, without ongoing legal protection.

Moreover, to protect the formulation and production process of our product under the Mexican Institute of Industrial Property (IMPI), we need to follow the steps outlined in the following diagram:

Our commitment to a responsible business

Turning uncertainty into opportunity: What risks lay ahead?

Unveiling our strengths and weaknesses

To analyze the complex internal and external environment in which our business would develop, we made use of a SWOT matrix:

Strengths

• Innovation in the formula: Alebbrige formula is specifically designed to manage diabetes and prediabetes, giving it a competitive edge in the supplement market.
• Technical Expertise: The team of engineers and consultants has solid experience in the development of health formulas, ensuring the quality and efficacy of the product.
• Licensing Model: It allows Alebbrige to generate passive income through royalties and fees, without the need to get involved in direct production.
• Versatility: Alebbrige has a team of young people willing to generate a positive impact in the country and the world, open to collaborate to achieve it.
• Scalability Capability: The business model that allows Alebbrige to expand quickly in different markets and geographies without large initial investments.
• Social Commitment: Alebbrige is committed to allocating a part of the profits to organizations and foundations that fight diabetes, improving their brand image and social impact.

Opportunities

• Growth of the Supplements Market: The diabetes management supplements market is expanding, offering new revenue opportunities.
• Global Demand for Healthcare Solutions: Increased awareness of metabolic health globally creates demand for products like Alebbrige's.
• Development of New Patents: The possibility of developing new formulas and patents expands the product portfolio and strengthens the market position.
• International Expansion: Potential to license the formula to international brands, expanding Alebbrige's reach outside the country.
• Diversity of Methods of Intellectual Protection: Alebbrige can take advantage of various methods of intellectual protection, such as the use of confidentiality agreements, copyright and patent registrations, to safeguard its formula and strengthen its position in the market.
• Collaborations with Health Organizations: Partnerships with foundations and health organizations can facilitate the promotion and distribution of the product.

Weaknesses

• Unsecured Intellectual Property Protection: The formula is not yet patented, which could expose Alebbrige to risks of imitation and lack of exclusivity.
• Dependence on Third Parties for Production: Alebbrige requires relying on third parties for production and distribution, which can affect quality control.
• Limited Financial Resources: There are limitations in the financial resources available for initial research, development, and marketing.
• Challenges in License Negotiation: The process of negotiating licensing agreements can be complex and require time to secure favorable terms.
• Risks in the Implementation of Joint Ventures: Joint ventures can face challenges in aligning goals and expectations with business partners.
• Small team: Alebbrige has a limited team of people, which leaves some areas uncovered within the organization.

Threats

• Intense Competition: The diabetes supplement market is highly competitive, with many companies offering similar products internationally.
• Government Regulations: Changes in supplement regulations and standards may affect marketing and distribution capacity.
• Global Economic Risks: Global economic factors, such as recessions or fluctuations in the economy, can impact the demand for products.
• Quality Problems in Production: Reliance on third parties for production can result in quality issues that affect the product's reputation.
• Risk of Imitation: The lack of immediate legal protection can lead to imitation of the formula by competitors.
• Changes in Consumer Preferences: Evolving consumer preferences can reduce demand for Alebbrige's products if they are not properly adapted.

What does our journey look like?

We expect to follow the plan below when it comes to the next steps in Alebbrige’s development and the milestones we would like to attain. As such, it serves as a success plan so as to achieve the objectives we have set for ourselves in two years’ time.

PITCH DECK

Cultivating Talent

At Alebbrige we understand that a solid technical and commercial proposal is just as important as the people that make it happen. Therefore, we are serious about cultivating the right talent that allows us to materialize our business. Moreover, part of our strategy for human resource development is to recognize the skills we possess with our team as it is, as well as identify the skills we lack as of now and plan accordingly. We have used a skill gaps analysis for this purpose:

SMC - Santiago Makoszay Castañon

MJNV - Mariana Jacqueline Negrete Vilchis

CPCH - Cynthia Paulina Chávez Hernández

AAMD - Álvaro Axel Mardóniz Díaz

JEVB - Jorge Emilio Valencia Bautista

RDT - R&D Team

In order to make up for the skills we do not yet possess, we have devised the next strategy:

• For the tasks where there is no score higher than 2 (anticipate legal contingencies related to risks and regulatory approval from COFEPRIS), we need particular extra support and guidance. In the case of legal advice, we reckon it would be convenient to recruit a fully new team member. In case we find a young entrepreneur with a legal academic background or experience, who is also interested in the project, we would invite them to become a voluntary founding member. We have devised an onboarding strategy to make this process as swift as possible. If we don’t, we will consider repurposing part of our budget to pay for an internship salary for a young legal advisor willing to join as a part-time employee. As for regulatory approval, we plan on outsourcing this task to an established and experienced agency. We have already started to look for options to have a clear idea of how much of the budget we would need to secure for that.
• For the activities that scored no higher than 3 (safety and toxicity assessment, company and trademark registration and first patent registration), we will look for specific mentorship from university staff/professors who have experience in such undertakings. We consider this a possibility due to the fact that many educators at Tec have been involved in opening businesses and are willing to teach students how to do it. To do so, we would establish initial contact through our main advisors; pitch the business model to them, as well as provide all documentation; if interested, we would settle on an organized model of collaboration, adapted to their availability; and stick to the planned follow-up and continuous feedback until goals are accomplished.
• For the tasks that scored 4 or 5 (all remaining) at least for one of the team members, we aim to deliver results mostly on internal work and insight, with only surface-level advice from external contributors. For that purpose, we believe that getting in touch with entrepreneurs from our network -created through involvement in iGEM events- would constitute a powerful strategy. Consequently, we plan approaching talented people, such as Eric Herrera, to ask them specific questions with regards to their experience, to fill out any knowledge gaps we might collectively have. Moreover, we believe in fostering those connections by keeping in touch to share progress and promote their own ventures with the rest of our networks.

Building bridges: our network of collaborators and allies

For Alebbrige, we have carefully identified the diverse skills and expertise within our team, along with key stakeholders who play a pivotal role in driving the development and success of our innovative solution. By aligning the right capabilities and engaging relevant stakeholders, we ensure that Alebbridge is not only feasible but also impactful and sustainable in addressing the needs of the diabetic community. Now, let's break down the specific skills, capabilities, and stakeholders involved in bringing Alebbrige to life:

Key Stakeholders

• Tecnológico de Monterrey: Provides essential resources, infrastructure, and academic support, ensuring the project adheres to high scientific standards and gains national and international credibility.
• Columbia Laboratories: Enhances the project with advanced research methodologies and global collaboration, strengthening its scientific foundation and innovation.
• IDT (Integrated DNA Technologies): Supplies critical genetic materials and technologies for precise genetic engineering, enabling the development of the Alebbrige multipeptide protein.
• iGEM (International Genetically Engineered Machine organization): Offers a platform for global recognition and collaboration, providing structure, resources, and visibility for the project within the synthetic biology community.
• Alebbrige team: As internal stakeholders, the team responsible for the research, development, and implementation of the Alebbrige project, ensures the product meets its objectives of supporting diabetes management and prevention.

Primary Stakeholders

• UDELA (Regulatory Intelligence): Guides the project through regulatory compliance, ensuring Alebbridge meets all legal standards for market entry.
• Patients with diabetes or prediabetes: Primary users who benefit from Alebbrige’s health support, aimed at improving their quality of life and managing complications.
• Healthcare professionals: Recommend and validate Alebbrige, helping integrate it into medical practices and ensuring its acceptance and credibility.

Secondary Stakeholders

• Family members of patients: Support and encourage the use of Alebbrige, playing a key role in health-related decision-making within households.
• Government and regulatory bodies: Ensure the product meets safety and efficacy standards before market approval, protecting public health.
• NGOs and health associations: Advocate for diabetes awareness and prevention, helping promote Alebbrige and increase its reach and impact in the community.

Evidence of formative experiences

We wanted to immerse ourselves in the entrepreneurial experience, and as such have taken part in a series of competitions, workshops and self-motivated activities to learn about what it takes to set up an innovative start-up. Continue reading and get to know about the journey we have embarked on as entrepreneurs:

Hult’s OnCampus Program CDMX region

February 2024

We competed in our region’s Hult OnCampus Program, where our nascent project and pitch were publically acclaimed due to the idea’s innovativeness and well-founded proposition.

iGEM Startups’ Biohackathon

March 2024

We competed in this year’s iGEM Startups’ Biohackathon and during three days had the chance to learn from experienced entrepreneurs, network with iGEMers from around the world and get a chance to further improve our business proposal and pitch.

iGEM Startups’ VCL

April 2024

We participated in this year’s iGEM Startups’ signature program, Venture Creation Labs, with a previous version of our venture. Our minds got to work in the lectures, our curiosities were tickled in the workshops and our hand got on with experience having a go at preparing documentation for a business plan.

iGEM Startups’ Summer School

July 2024

We joined iGEM Startups’ Summer School initiative as a pre-Jamboree preparation to apply for the Entrepreneurship special prize. We collected so many useful advices from previous participants and polished our one-liner pitch to share with our mothers.

Self-motivated activities at our university

January - August 2024

We were determined to develop an entrepreneurial project from the beginning and we got to work with the support of our business-oriented university. We organized local sales to raise funds for our expenses, invited our friends and families to become involved and received guiance from the lovely staff at the Eugenio Garza Lagüera Institute of Entrepreneurship, namely Esteban Sánchez Rodríguez. Not only that but we also received continuous and invaluable counseling from our Entrepreneurship advisor, Dr. Juan Aranda Barradas, who bestowed us with insightful business advice. All these experiences informed us about the real -but exciting- challenges related to founding an innovative and socially conscious venture.