We’re a San Diego company building deliberately niche software for science-driven manufacturers. Today that means digital batch records and AI process memory for the process development groups one block over — cell & gene, mRNA / LNP, oligonucleotide, bioconjugate, AAV — scientists who’ve watched too much development memory die in spreadsheets. Over time we’ll grow into adjacent industries and service categories — specialty chemicals, vitamins, medical devices — but only where we can be genuinely useful. The plan is to stay small and effective, and to keep the customer in front of us ahead of a pure profit motive — close to the bench, fast to ship.
For two decades, software has reshaped every other knowledge-worker discipline. Code review pulled engineering out of the long night of email patches. Figma did the same for design. Notion, for the office. Process development — where the actual molecules of tomorrow’s cell therapies, LNPs, and conjugates are developed — was left out.
Batchrite exists to close that gap. Not by selling another generic ELN with five extra fields, and not by retrofitting commercial-GMP MES software down to development scale. Both have been tried. Both leave the scientist transcribing data into a spreadsheet at midnight anyway.
We build for the development phase specifically — process development, IND-enabling work, Phase 1 process characterization — and we build it as graph-shaped batch records, modality-aware templates, and AI process memory that remembers why lot 6 looked different. The company is small on purpose. The pilot is geographic on purpose. The roadmap is short on purpose. Everything we do is in service of the process development group that has to defend their numbers tomorrow morning.
If you run a process development group in the San Diego biotech cluster and you’ve felt that same itch — the data is right there, why can’t we just trust it — the pilot is pretty welcoming.
Values are easy to print on a wall and hard to wire into a company. These five are different — they shape who we hire, what we build next, who we say no to, and how we answer your email. Read them as commitments, not slogans.
Every roadmap decision starts with a question we can name: which process development group is this for, and what does it unblock for them this quarter? If we can’t answer that, we don’t build it. Customer feedback isn’t a stage in the cycle — it’s the cycle.
We’re a flat company by design. The person who writes the code is the person you talk to. There is no account manager between you and the product, no PM filtering your feedback into a backlog, no “let me check with the team” loop. When the company grows, it’ll grow sideways, not upward.
Roadmaps, trade-offs, what we don’t support and won’t support — all out in the open. If we’re wrong, we say so. If we’re slow, we say why. We’d rather lose a deal to honesty than win one with a slide.
Ship small, ship often, learn fast. We’d rather deliver three good things in a month than one perfect thing in a quarter. A bug you report on Tuesday is fixable by Thursday — not next sprint, not next quarter.
Fast doesn’t mean sloppy. Tests, observability, honest error messages, and code we’d still be proud of three years from now. Process development groups defend their data to regulators — the software underneath has to be worth defending too.
Most software companies optimize for the metrics the next investor wants to see. We optimize for the process development group that’s already paying attention. Here’s the version of “by the numbers” you don’t usually get to read.
Whether you want to try the pilot, point us at a paper batch record nobody’s digitized, or tell us what we’re getting wrong — we’d love to hear from you. Coffee anywhere in SD is on us.