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This is part of a case series. This case is based on the experience of an entrepreneur launching a new outsourcing service company for the 'Business Development' function in the health sector. The business model initially adopted was one of intermediation based on products that were already being marketed, either by expanding the markets in which to sell the products or by expanding the portfolio of products to be marketed through existing commercial networks. This was a very risky business model that caused constant financial stress that worsened with the financial crisis of 2008, which brought the company to the brink of bankruptcy and forced it to reinvent itself by evolving its business model by focusing on strategic services for its clients, and expanding the scope, in terms of the development phase of products, services and of the business solutions in the health sector, and through the payment for services. The case is structured in two parts A and B. Part A centres on the outsourcing of 'Business Development' services in the pharmaceutical sector as a business opportunity. Part B centres on how the entrepreneur made trifermed's business model evolve to another of selling knowledge, that was more robust and scalable and that made the company viable.