Lang Guojun

Founder and CEO of 3-U Bio

Before founding 3-U Bio, Lang Guojun had been deeply engaged in the pharmaceutical industry for many years.

He first worked at Henlius, a subsidiary of Fosun Pharma, holding positions in R&D and quality control; later, he joined another company, focusing on product and marketing. This cross-cutting practical experience spanning "R&D-production-marketing" endowed him with a diversified perspective and holistic thinking to examine the industry.

Thanks to such accumulation, Lang Guojun keenly captured a critical "gap" in China's biopharmaceutical industry chain around 2015.

"At that time, the industry had a solid foundation in commercialization, process production, and even clinical trials, but there was an extreme shortage of platform-based companies in the most upstream links of drug discovery and preclinical R&D," Lang Guojun recalled.

Back then, China's pharmaceutical industry was undergoing a difficult transition from "generic drugs" to "innovative drugs", with most people adopting a wait-and-see attitude. However, Lang Guojun saw the core bottleneck and huge opportunities for innovation in the coming decade—solving the source problems of drug discovery is the fundamental value of platform-based companies.

Looking back on the eventful decade of innovative drugs, countless companies emerged and then faded away, but 3-U Bio advanced steadily step by step.

Lang Guojun summarized that the most important reason why 3-U Bio has safely navigated industry cycles is its consistent adherence to the dual-wheel drive of "R&D innovation" and "commercial operation", avoiding the fragility of a single model. He observed: "Many companies only focus on R&D; once the capital chain breaks, even the best projects have to be put on hold."

This "dual-wheel drive" strategy has demonstrated remarkable resilience amid the recent capital winter. Lang Guojun shared: "We achieved break-even in 2024, built a solid profit base in 2025, and maintained positive cash flow. This not only ensures our survival but also our healthy development."

Only by surviving can one talk about the future. However, the ultimate competitiveness that has truly established 3-U Bio's foothold lies in its solid technological moat.

Over the past decade, 3-U Bio has built an intelligent library of 10 trillion molecules, which is the core cornerstone of its competitiveness.

Currently, the capacity of mainstream domestic molecule libraries mostly ranges from 10 billion (10¹⁰) to 100 billion (10¹¹). 3-U Bio's molecule library has reached 10 trillion (10¹³), with a capacity 100 to 1,000 times that of other libraries.

"A 10-billion-level library may only screen out dozens of candidate molecules," Lang Guojun explained. "In theory, a 10-trillion-level library can screen thousands or even tens of thousands of lead molecules. This means that for any target, we can provide a wealth of high-quality candidate molecules, greatly improving the success rate of subsequent R&D from the source."

But 10 trillion is not the end; 3-U Bio will continue to upgrade and expand its molecule library in the future.

With the help of AI technology, the new molecule library will bid farewell to the randomness of early libraries and realize "rational design" of incoming molecules—actively screening molecules and constructing optimal sequences to make the library more intelligent and efficient. 3-U Bio also plans to upgrade molecular formats: from the initial full-length antibody library, to the leading single-domain antibody library, and now to the trillion-level peptide library, constantly breaking the boundaries of molecular forms.

In the future, 3-U Bio further plans to explore the combination of peptides and nucleic acids to build a next-generation molecule library.

The vision of proposing the "Novel Drug Innovation Factory" and committing to building an industry ecosystem is underpinned by far more than just 3-U Bio's ultra-large-capacity molecule library at the technical level.

Over the past decade, 3-U Bio has successfully delivered more than 2,000 projects for over 2,000 clients, establishing a reliable and in-depth client network—a solid foundation supporting its strategic transformation.

The core of this transformation is a leap from the one-way service relationship of traditional CROs to an open, efficient, and win-win ecological network.

The "Novel Drug Innovation Factory" aims to build an open platform that integrates upstream and downstream industrial resources to provide clients with ecological comprehensive solutions. Its fundamental value lies in deeply engaging in and systematically empowering clients' innovation processes, thereby enhancing the long-term core competitiveness of partners.

This "deep empowerment" is reflected in multi-level value creation in practice, the most direct of which is acting as a hub for resources and trust.

Lang Guojun shared a case with 写意君 (Xieyi Jun). A U.S. biotech company newly entering China urgently needed to connect with local CDMOs and safety evaluation institutions but made slow progress due to unfamiliarity with the market.

Relying on its profound local market insights and cooperation network, 3-U Bio not only precisely matched and introduced partners for the company but also accompanied inspections and assisted negotiations throughout the process, ultimately ensuring the successful implementation of the project.

In this process, what 3-U Bio provided to the client was far more than pure technical services, but comprehensive empowerment that bridges information gaps and builds trust relationships.

Furthermore, by forging deeply bound and mutually endorsed ecological relationships with strategic partners such as leading CDMOs, 3-U Bio has embedded itself in a powerful industrial credit network: strategic partners endorse its professional technology, while 3-U Bio guarantees the quality of the clients and projects it recommends, enabling more efficient access to high-quality resources and forming a virtuous cycle.

On this basis, the "Innovation Factory" plays an even more critical dual empowerment role, systematically connecting key breakpoints in the innovation chain.

On the one hand, the "Innovation Factory" can serve as a key driver for the transformation of scientific research achievements.

Many university laboratories hold promising early-stage targets but struggle to find channels for transformation; meanwhile, pharmaceutical companies lack the energy to contact, evaluate, and incubate these early-stage projects one by one. 3-U Bio's positioning is to become a reliable bridge connecting upstream innovation and downstream development.

"3-U Bio has an integrated intelligent platform combining dry and wet labs, a R&D base of tens of thousands of square meters and supporting facilities, and a service chain covering the entire process from raw material preparation and antibody screening to antibody engineering, in vitro efficacy, animal models, cell line construction, purification process development, formulation process development, and quality control," Lang Guojun pointed out. "Although we do not engage in large-scale production, we have built a complete closed-loop capability from front-end discovery to preclinical research."

On the other hand, the "Innovation Factory" can also act as a "matchmaker" deeply connecting capital and industry.

With in-depth insights accumulated from a large number of early-stage R&D projects, Lang Guojun stated that 3-U Bio can efficiently screen and connect high-quality projects for investment institutions, significantly reducing due diligence costs and information risks. After investment decisions are made, 3-U Bio can continue to provide professional R&D support to "escort" projects, realizing full-process empowerment from connection to implementation.

It is thus clear that the "Novel Drug Innovation Factory" is a strategic embodiment of 3-U Bio upgrading its decade-long accumulation of technology, experience, and network into a dynamic ecosystem.

Lang Guojun hopes that 3-U Bio will no longer be just a technology supplier, but a core hub connecting academia, industry, and capital. By providing resource docking, trust endorsement, and full-chain technical support, it will systematically drive the entire new drug R&D ecosystem to evolve toward greater openness, efficiency, and win-win cooperation.

In 2026, the "Novel Drug Innovation Factory" platform will be officially launched.

In the form of an integrated portal website, the platform brings together more than 70 specialized service platforms or product pages on a unified interface, enabling clients to access the required technical services or industrial resources through "one entry" and "one-stop acquisition", greatly reducing the complexity and cost of multi-supplier management.

At the same time, leveraging tools such as the oneClick+ online design platform and CRS mall, the "Innovation Factory" transforms in-depth expert experience into standardized and user-friendly products and services, significantly shortening project launch cycles.

According to Lang Guojun, the 39 service modules launched in the first phase are mainly based on 3-U Bio's own full-chain technology platform. Next, the "Novel Drug Innovation Factory" will selectively introduce and deeply integrate the technology platforms of external strategic partners.

3-U Bio will provide partners with free product definition, interface design, and content remodeling services, aiming to standardize technical modules from different sources and ensure users a clear-structured, smooth, and visually unified experience.

As the hub of all cooperation, the "Innovation Factory" will become a natural sedimentation tank for interactive data of all projects, forming a globally scarce multi-modal biopharmaceutical R&D data asset. This provides a unique foundation for training proprietary AI-driven drug discovery algorithms and prediction models in the future, building a long-term competitive barrier.

The ecological value proposition of the "Innovation Factory" platform is reflected in two levels. First, it is an open innovation platform that continuously gathers and outputs in-depth industry insights through the "Cutting-Edge Innovation" module, aiming to attract and retain high-value clients and establish an industry thought leadership brand image.

On this basis, the platform is committed to stimulating value network effects, systematically connecting clients, suppliers, scientists, and innovators, and promoting efficient collaboration within the ecosystem. Its long-term vision is that through such deep connections and trust mechanisms, cooperation can be directly facilitated on the platform in the future, solving the trust and efficiency bottlenecks in the traditional industrial chain. Furthermore, collaborative relationships will be sedimented into measurable "brand synergy" assets, ultimately forming a brand-new platform-based, network-collaborative business model.

Standing at a new starting point for the next decade, Lang Guojun admitted that his current state of mind is a complex mix of "passion" and "caution".

"It hasn't been easy for us to get here in 10 years," Lang Guojun said. "We've grown from just 3 people to over 200 today, and the efforts of the past decade have laid an exceptionally solid foundation for the company's development."

The "caution" stems from his clear understanding and awe of the laws of enterprise survival. "95% of enterprises do not survive beyond 10 years, and even fewer survive more than 15 years. Maintaining an enterprise's enduring success is extremely difficult."

It is this profound sense of crisis that keeps Lang Guojun calm and pragmatic at all times. "Instead of thinking about what will happen in 15 or 20 years, we first need to make 2026 the best it can be."

In the future, 3-U Bio will continue to adhere to the core strategy of dual-wheel drive of "R&D innovation" and "commercial operation", seeking a balance between the urgency of short-term growth and long-term sustainable development.

In Lang Guojun's vision, 3-U Bio will become one of the important sources of new drug R&D in China, and the fundamental driving force behind all this will always be the simple sense of mission he had at the start of his entrepreneurship.

"Making Innovative Biologics Accessible to All."