The Origin of PerSeptive Biosystems: Inspired by Fractal Theory
PerSeptive Biosystems was likely named by combining “Perfusion” and “Perspective” to create the term “PerSeptive.” The founder, Dr. Noubar Afeyan, was only 30 years old at the time. After graduating from McGill University in Canada, he earned his doctorate at MIT (Massachusetts Institute of Technology), specializing in the development of biopolymer separation and purification gels. Dr. Afeyan, with a background in physical chemistry, applied the concepts of Mandelbrot sets in physics to develop chromatography resins based on fractal theory. Fractal theory describes the representation of infinite complexity in mathematical spaces, where Mandelbrot sets appear as fractal patterns on a complex plane. The theory, represented by the formula \(z_{k+1} = z_k^n + C\), portrays infinite complexity and repetitive structures, much like how a kaleidoscope displays endless unique patterns or how mirrors reflect images into seemingly infinite depths. Dr. Afeyan’s work harnessed these principles to envision astonishing representations of natural phenomena through computational modeling.
Dr. Afeyan’s research focused on maximizing material surface area within confined volumes. Conventional chromatography media utilized tiny pores on the surface, called pores, to facilitate chemical reactions and interactions. He explored how fractal theory could further enhance these materials. The result was a fractal-based material with a structure resembling sponge or castella cake, with pores that significantly increased the specific surface area. Utilizing this innovation, he established a venture company aimed at protein separation. The name “PerSeptive” combined “Perfusion” (efficient distribution of nutrients through vascular systems) and “Perspective,” reflecting their vision of advancing perfusion chromatography technology.
Over the past 30 years, advancements in biotechnology have primarily stemmed from uncovering molecular mechanisms underlying life, achieved through breakthroughs in analytical and measurement technologies. Many pioneers in these innovations came from backgrounds in physics, mathematics, and chemistry, underscoring the foundational importance of these disciplines. Reflecting on this, I reaffirmed the significance of basic sciences as the cornerstone of scientific and technological progress.
The perfusion chromatography products developed by PerSeptive offered high-speed protein purification under low pressure, a revolutionary achievement at the time. However, the lack of sufficient understanding of protein functions and the limited number of proteins available for purification meant the technology’s market potential was initially constrained. Recognizing this challenge, Dr. Afeyan shifted focus to accelerating protein analysis methods. This led to the acquisition of Vestec Corporation, run by Dr. Marvin Vestel, known as the “Father of MALDI.” Vestec specialized in ion spray technology and component manufacturing, with Dr. Vestel holding numerous patents related to MALDI-TOF mass spectrometry.
The first MALDI-TOF mass spectrometer, named “Voyager Linear,” was born from this acquisition, eventually leading to the Voyager series, which revolutionized the market. Little did anyone anticipate that Koichi Tanaka of Shimadzu Corporation would later win the Nobel Prize for developing MALDI ionization mass spectrometry—a remarkable milestone in the field.
The Importance of Branding and Corporate Image
In March 1995, following the decision to consolidate all PerSeptive products under a single entity in Japan, the previously independent subsidiary established within Millipore Corporation, PerSeptive Biosystems Japan Inc., was absorbed into a 100% U.S.-owned entity. This led to preparations to rename the Japanese subsidiary as PerSeptive Biosystems Japan Corporation.
The original logo for perfusion chromatography technology was a design with a distinctly mystical, Eastern aesthetic. This logo, inspired by the fractal theory underpinning perfusion chromatography resin, was internally referred to as “Fragron” (a combination of “Fractal” and “Dragon”). While the U.S. headquarters limited the use of this logo to chromatography products, I saw its potential as a branding tool. It was a striking and unconventional design that stood out among competitors, with a strong Oriental influence. Recognizing the need to build a brand for the then-unknown venture, I decided to prominently feature the logo on business cards, brochures, and all sales tools. In business, especially during direct customer interactions, leaving a strong first impression is crucial. The first impression establishes the perceived quality and image of the company, leaving a lasting imprint in the customer’s mind.
Investing in the future value of a company is much like the grand offices of large law firms, which exude a sense of luxury and success. These visual cues instill confidence in clients about their potential for future success and victories. I believed this sensory approach could be applied to our branding efforts.
At the time, our Millipore Japan office was located near Kita-Shinagawa Station, one stop from Shinagawa Station on the Keikyu Line. Unlike today, the area around Shinagawa Station was far less developed. Our office was on the ground floor of a warehouse building, about a 10-minute walk from the station. Next door was a catering company, and the smell of lunchboxes being prepared in the morning often wafted into the office. This environment was far from ideal, especially for hosting customers in our showroom and lab. No matter how excellent or expensive the products, this setting created a negative impression that was detrimental to sales efforts.
The sales process, from the initial interaction (the “opening”) to receiving the purchase order (the “closing”), begins the moment a customer contacts the company or when a salesperson engages them through a trade show or advertisement. It is during this opening stage that the competition for customer attention begins. Transitioning from the well-known Millipore brand to the obscure and unfamiliar “PerSeptive” brand posed a significant challenge. Millipore had an established reputation in the research support market, but “PerSeptive” was an unknown, foreign-sounding name that elicited suspicion. Cold calls were often mistaken for solicitations, and even distributors struggled to recall the name. It was during this period that I truly realized the critical importance of brand power.

The “Fragron” logo used as a corporate symbol
Sales Strategies for an Unknown Startup
When it was decided to spin off the company and establish a new venture, finding an office space became a priority. At the time, during the aftermath of the bubble economy, rental prices in central Tokyo remained high, prompting many foreign companies to relocate to the suburbs. For biotech companies requiring demo rooms or laboratories, additional challenges such as handling reagents, accommodating large equipment, and ensuring sufficient electrical capacity made finding a suitable building in the city even more difficult.
Despite this, I believed that maintaining a central location would create a competitive advantage, especially as many competitors were moving to the suburbs. Determined to find a viable option in central Tokyo, I visited over 50 buildings, searching tirelessly from morning until night. Eventually, I discovered an ideal location in Roppongi 1-chome. The building, owned by a public organization, was adjacent to a hotel, offering convenient accommodations for seminar attendees, customers, and support staff visiting from the headquarters. The building’s conditions for laboratory use were reasonable. While landlords typically asked numerous questions about hazardous chemicals, fire safety, and potential odors, I knew that mentioning any toxic or hazardous substances would likely result in rejection. Fortunately, biotech experiments, especially protein analysis, required minimal use of organic solvents. The primary chemicals used were acetonitrile and methanol for chromatography and ultrapure water for buffer preparation.
When asked about the types of chemicals we planned to use, I responded honestly: “Only materials comparable to what is used in hair salons or clinics.” To inquiries about odors, I replied, “It will produce less odor than a house next to a bento factory.” These answers were truthful, and as a result, we secured a space for both a showroom and a laboratory. Moreover, the rent was 30% below the average market price for the area. The nearest station, Kamiyacho on the Tokyo Metro, provided easy access for customers. We guided visitors along a scenic route behind the Swedish Embassy, leading them to our demo room in a luxurious setting that enhanced the company’s image.
For our sales team, initially struggling with branding challenges, this sophisticated image became a powerful tool. They strategically focused on bringing potential customers to the office, leveraging the premium location and atmosphere to make a strong impression. With these two branding elements in place, we finally established a solid foundation for our sales strategy activities.
The Beginnings of Bio-Marketing for Mass Spectrometers
Shortly before relocating to the new office in Roppongi, the two PerSeptive subsidiaries in Japan were consolidated, enabling us to handle all products from the U.S. headquarters. However, the newly launched MALDI-TOF mass spectrometer (Matrix Assisted Laser Desorption/Ionization, Time of Flight Mass Spectrometry), introduced six months earlier, faced fierce competition. Its primary rival was S Corporation, the domestic market leader. Around the same time, a British MALDI-TOF-MS developer, K Corporation, entered the market under the PerSeptive banner, setting the stage for global competition. Another Japanese company, J Corporation, renowned for its magnetic field mass spectrometers, also planned to enter the market.
Shockingly, PerSeptive’s U.S. headquarters had been quietly negotiating with J Corporation to delegate sales rights for the new mass spectrometer to them. To bolster their marketing and sales efforts, PerSeptive recruited Jay Smith, a sales manager from Finnegan Corporation (now Thermo Fisher Scientific), and Brian Musselman, a marketing manager from J Corporation’s U.S. subsidiary. Many R&D and engineering staff also came from competitors and included numerous proteges of Professor Klaus Biemann from MIT. Professor Biemann was globally renowned for his contributions to the development of GC-MS (Gas Chromatography-Mass Spectrometry).
With such a team steeped in mass spectrometry expertise, the U.S. headquarters likely doubted our capability, as a small team in Japan focused primarily on chromatography, to effectively handle the new product line. At that time, mass spectrometry was not the widely accessible tool it is today but rather a highly specialized and expensive analytical instrument used only by experts. Foreign companies entering the Japanese market often believed that partnering with a major domestic brand would ensure success. However, many such ventures struggled with disappointing sales and contractual restrictions.
Following the decision to transfer 17 employees from Millipore to the new venture, we needed to expand our team to 20 members. During a conversation with Mr. Y, my colleague, at a hotel bar after the headquarters meeting, we agreed to recruit S, a former subordinate who had left the company two years earlier. I called him from the hotel, saying, “An exciting new venture has been decided. Can you submit your resignation and be ready? I’ll explain more when I return to Japan.” By the time Mr. Y met with him after returning, S had already prepared his resignation letter. This marked the addition of a critical team member to our bold and unconventional sales team.
With no mass spectrometry knowledge among our applications or service staff, we decided to consult with Brian about recruiting a service engineer from a competitor. Through a recruitment agency, we identified a candidate—an engineer with 17 years of overseas experience who had recently returned to Japan. Within a month, he joined our team.
The following week, Jay Smith from PerSeptive’s U.S. mass spectrometry team visited Japan. Along with Mr. Y and me, he accompanied us to J Corporation’s headquarters to finalize sales rights. At the meeting, the J Corporation business director immediately said, “It seems you’ve been poaching our staff. This is unacceptable.” I responded calmly, “I don’t understand your accusation. We’re here to discuss sales agreements, and starting the conversation with such a claim is inappropriate.”
While it was true we used a recruitment agency to hire talent, the process followed proper procedures. Employment relationships are between individuals and companies, and transitions occur only after resignation letters are submitted and accepted. Recruitment agencies ensure confidentiality and fairness, respecting individual decisions. At the time, Japanese business culture was dominated by a corporate mindset, where loyalty to one’s employer was paramount. Unlike in the U.S., where individual skills and career growth are highly valued, Japan’s business customs prioritized collective loyalty over individual ambition.

High-end Voyager Elite MALDI-TOF mass spectrometer (1996)
Confidence in Looking Beyond Past Circumstances
The tense meeting with J Corporation began on a sour note and soon transitioned into discussions about sales rights with Jay Smith. However, the business director made a shocking statement:
“Jay, just like your team, my team is well-versed in mass spectrometry. Entrusting such a critical product to a team that only understands Japanese chromatography is highly risky.”
Accompanying sales manager Mr. Y was outraged and abruptly switched from English to Japanese:
“Did you just say ‘risky’? That’s incredibly disrespectful. Do you even know who we are and where we come from? Jay, let’s leave. This kind of disrespectful meeting is a waste of time.”
Jay, unable to understand the Japanese exchange, stood bewildered. The meeting ended immediately, and as we made our way back on the Chuo Line, Jay finally learned the details of the heated conversation. This led to another loud argument between Jay and Mr. Y on the crowded train, drawing stares from passengers. Struggling to mediate and drenched in nervous sweat, I somehow managed to get us to Shinjuku and then Shinagawa Station. That hour-long journey remains a blur in my memory, likely due to the intense pressure of the situation.
Once we reached Shinagawa, we found a small sushi restaurant near the station. Perhaps needing an outlet for our frustrations, we drank copious amounts of sake. By the time we noticed, the two were arm-in-arm, singing together—a strange turn of events that brought some levity to an otherwise challenging day.
Thus began the sales activities for the mass spectrometer without securing an exclusive sales contract with J Corporation. Our decision to avoid entrusting the MALDI-TOF mass spectrometer business entirely to J Corporation was based on specific reasoning. Historically, mass spectrometers had been developed through industry-academia collaboration, making them highly specialized, expensive, and intricate analytical instruments. The primary users were experts in chemical structure analysis. However, the MALDI-TOF mass spectrometer was designed for biomolecules such as proteins and offered simplified operation, appealing primarily to bio-researchers specializing in protein chemistry. These users valued the utility of data over intricate knowledge of the instrument’s mechanics.
In essence, successful sales required a consultative approach—understanding researchers’ needs and explaining how the instrument could contribute to their work. Most experts in mass spectrometry or instrument development struggled to communicate effectively in the language of bio-researchers. This was akin to the evolution of computers: while early buyers focused on languages, mechanisms, and semiconductor types, modern consumers purchasing PCs or smartphones rarely consider such technical details. Similarly, explaining hardware specifications to bio-researchers was ineffective, as they neither understood nor sought such information.
Many members of my team had extensive experience with high-performance liquid chromatography (HPLC). In the 1980s, the focus initially lay on hardware competition. However, in biofields like peptide and protein separation or blood drug concentration measurement, and in university medical research, instruments were viewed as tools. Understanding the language of applications was crucial to outpacing competitors, a skill our team naturally developed over time. This parallels the marketing strategies of Apple, which focused on user needs, and Keyence, a domestic leader known for connecting user demands with manufacturing. Both companies’ growth underscores the power of user-focused business strategies.
With no formal agreement in place, the two companies began competing sales activities simultaneously.
(To be continued)