Can you honestly take on the next program?
For the first time, CMC leadership can see the whole mountain range at once. Aggregated risk, real resource commitment, and the collisions hiding between programs — combined into a single, defensible read on portfolio capacity.
Not a status deck. A live answer to the only question executives actually need to answer: can the company absorb what's coming next, or not?
Intake decisions made on evidence.
No more saying yes because the slot looked open. Summit shows whether the portfolio can actually carry the work — across people, suites, batches and time.
Collisions surfaced before they bite.
Two programs sharing the same scientist, the same suite, the same regulatory window — visible weeks before the calendar pops.
Aggregate risk, not isolated risk.
A portfolio with five "medium" programs at the same phase is not a medium portfolio. Summit rolls it up so leadership sees the real exposure.
Portfolio load
Capacity vs. commitment, drawn on the same axis.
Summit aggregates every activity across every program into a single demand curve, then plots it against your real available capacity by function, facility, and quarter. When the line crosses the ceiling, you see it — and you see which programs put it there.
- Demand stacked by program, broken out by function and facility
- Capacity ceilings sourced from your real team and suite availability
- Quarter-by-quarter overload bands flagged before commitments are locked
- What-if a new program lands here? Drop it in and re-read the curve
Collision detection
See the conflicts before the calendar does.
Programs don't fail in isolation — they fail because two of them needed the same scientist, the same suite, or the same window. Summit scans the portfolio for those shared dependencies and surfaces them as a ranked collision horizon, with weeks of warning instead of days.
- People, equipment, methods, suites, regulatory slots — all watched
- Severity ranked by criticality of the activity on each side
- Direct link from each collision to the activities and owners involved
- Resolved or accepted? Tracked alongside the decision log
Aggregated risk
The portfolio's real risk profile, rolled up honestly.
Five "yellow" programs stacked on top of each other is not a yellow portfolio. Summit aggregates residual risk across every program, weights it by criticality and phase, and produces a portfolio score leadership can actually defend in a board review.
- Severity, likelihood, and detectability rolled across all programs
- Concentration alerts — too many high-risk programs in the same phase
- Residual exposure tracked against the mitigation backlog
- Trend line: is the portfolio's risk profile getting better or worse?
The synthesis
One verdict, drawn from all of it: intake readiness.
Load, collisions, and aggregate risk feed a single read on whether the portfolio can absorb a new program — and where the friction would land if it tried. It's the boardroom number that used to take a week of meetings to triangulate.
A new Phase 1 program could land in Q2 — not Q4.
Summit shows the portfolio is at 138% DSP load in Q4, with two high-severity collisions already pending on the lead formulator. Q2 has structural slack and risk concentration is lower. Land the program there, and the climb stays honest.
What's in the analyze surface
Four lenses, one portfolio truth.
Portfolio Load
Demand vs. capacity across functions, facilities, and quarters. Overload bands flagged before the slot is sold.
Collision Analysis
Shared resources, methods, and windows surfaced as a ranked horizon of conflicts — with weeks of lead time.
Portfolio Risk
Aggregated residual risk by program, phase, and modality. Concentration alerts and trend lines included.
Intake Readiness
The synthesis. Can a new program land? Where? With what trade-offs? A defensible answer in one screen.
Stop guessing at capacity. Start defending it.
See how Summit would model the load, collisions, and aggregate risk of your current portfolio.