Company: OCEA
Filing Date: 2025-04-08
Form Type: 10-K
Source: 0001641172-25-003155
Chunk: 2569

Company: Ocean Biomedical, Inc.
Filing Date: 2025-04-08
Form: 10-K
Item: Item 1
Chunk 2569
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 establish
    a business development, partnering, sales, marketing, medical affairs and/or distribution infrastructure to commercialize any products
    for which we may obtain marketing approval and intend to commercialize on our own or jointly with third parties; and

    ●
    maintain,
    expand and protect our intellectual property portfolio.

68

To
become and remain profitable, we must develop and eventually commercialize products with significant market potential. This will require
us to be successful in a range of challenging activities, including completing preclinical studies and clinical trials, obtaining marketing
approval for product candidates, manufacturing, marketing and selling products for which we may obtain marketing approval and satisfying
any post-marketing requirements. We may never succeed in any or all of these activities and, even if we do, we may never generate revenue
that is significant enough to achieve profitability. If we do achieve profitability, we may not be able to sustain or increase profitability
on a quarterly or annual basis. Our failure to become and remain profitable would decrease the value of our company and could impair
our ability to raise capital, maintain our research and development efforts, expand our business or continue our operations. Such failure
could result in the loss of all or part of your investment.

Ocean’s
independent registered public accounting firm included an explanatory paragraph in its audit report on Ocean’s consolidated financial
statements for the year ended December 31, 2024, stating that Ocean’s working capital deficit and anticipated losses from operations and Ocean’s
need to obtain additional capital raised substantial doubt about Ocean’s ability to continue as a going concern.

Risks
Related to Our Corporate Structure

We
may not be successful in our efforts to use our differentiated business model to build a pipeline of product candidates with commercial
value.

A
key element of our strategy is to use our differentiated business model to form or seek strategic alliances, create joint ventures or
collaborations, or enter into licensing arrangements with third parties for programs, product candidates, technologies or intellectual
property that we believe are novel, employ differentiated mechanisms of action, are more advanced in development than competitors, or
have a combination of these attributes. We face significant competition in seeking appropriate strategic partners and licensing and acquisition
opportunities, and the negotiation process is time-consuming and complex. We may not be successful in our efforts in building a pipeline
of product candidates through acquisitions, licensing or through internal development or in progressing these product candidates through
clinical development. Although our research and development efforts to date have resulted in our