How Weave Is Transforming Life Sciences

Shortly after meeting the Weave team, I introduced them to a small life sciences company of about eight people. After a single demo, they were ready to issue a purchase order just shy of six figures. It’s rare for a startup to generate that kind of conviction so quickly, and it speaks to the value Weave delivers.

Their platform helps life sciences teams author, review, and manage regulatory submissions. While Weave can automate much of the labor-intensive drafting and editing—reducing time spent on these tasks by more than ninety percent—its real power lies in cutting submission timelines roughly in half. In a field where months can determine the commercial viability of a therapy, that acceleration has enormous strategic value.

A core challenge in building a company like Weave in a vertical that requires such extensive domain expertise, is finding a great founding team with both technical and industry capabilities. Often, teams have one or the other. The founding team of Brandon Rice, Umut Eser, and Ari Caroline is one of those unicorn teams with deep experience across AI, life sciences, and regulatory science—a combination that’s unusually hard to find in one founding group. They understand both the technical side of building AI-driven systems and the practical realities of how new therapies are developed and approved. That balance of domain fluency and technical depth is what allows them to tackle a problem this complex with the precision it requires.

A System of Work for Life Sciences

At its core, Weave is building what this industry has never had: a true system of work for bringing new therapies to market. Instead of managing disconnected documents and approvals, teams operate in one continuous workflow—where context is shared and progress is visible end to end. That’s what makes Weave different. It doesn’t just make individual parts of the process faster; it makes the entire process faster and more robust.

Weave Highlights Where Enterprise AI SW is Heading

Legacy SaaS was a major step forward from pen and paper and on-prem software, but the value mostly accrued to managers and the company—not the individual. It made work more trackable, not necessarily more productive. The SaaS business model was more economical and better for the buyer, not necessarily the user. Salesforce is a good example. It helps organizations coordinate sales teams and forecast pipeline, but doesn’t make the seller more productive than if they used Excel - in fact it’s a tax. The system ensures that data stays with the company and that managers have visibility, but it doesn’t make the individual rep better at their job.

AI-native software changes that. It actually makes people more productive. It reduces the time they spend on repetitive or low-value tasks and allows them to focus on the core work that matters. In Weave’s case, it means regulatory professionals can spend less time formatting documents or tracking revisions and more time on interpretation, strategy, and quality—and in many cases, it keeps toxicologists and pharmacologists from having to do the writing themselves, allowing them to focus on the science. Because these tools create more value, they can also capture more value. The economics scale with outcomes rather than seats.

By making individuals more productive and automating many of the tasks that once required manual effort and creating more value, these new software companies will ultimately be larger than their predecessors. They make people more productive, reduce the need to hire as many people to achieve the same output, and deliver intelligence and insights that didn’t exist before. The result is real, measurable improvement in how work gets done.

We’re still in the early innings of this shift, but Weave is a clear signal of what’s coming—software that doesn’t just digitize information, but finally executes the task at hand.