IP is a management function. Run it like one.
A Fractional Chief IP Officer. Patent strategy as a management function, at the altitude the CFO and the board need.
Why you have IP.
What each patent is built to do, from the first draft.
Product coverage
Focus on current and future revenue streams. Each patent is written around the product the company sells.
Competitor targeting
Patents shaped around the competitors you meet now and the ones you expect. With the portfolio in order, you can act when someone copies what you built.
Partner and licensing posture
You set the tone of a joint venture, distribution, or licensing conversation with the strength of your IP, and you negotiate from a position of leverage.
Standards and pools
Patents shaped to support membership and contribution in the standards bodies and pools that matter to your industry.
Acquirer readiness
Each patent ties to a thesis written down before the disclosure was drafted. The portfolio reads in diligence the way the rest of the business reads.
IP-backed lending
Ownership is clear and each patent ties to revenue. Capital is available against the portfolio when the company wants it.
How we keep IP costs low.
Four moves. Bring out the best in your outside counsel and build strategic assets that move the needle.
We come to the attorney prepared.
Disclosures, earlier-work reviews, and patent targets are worked out before counsel is engaged. The attorney receives a complete brief.
The attorney drafts and works the application through the patent office. That is the work counsel bills for, and that is the work you receive.
We give counsel clear guidance.
Each application comes with a playbook covering scope, fallback positions, follow-on applications, and when to push or settle. The attorney decides and moves forward at the pace of the business.
Fewer billable check-ins. Applications move at the pace of the business.
Each patent answers a business question.
A patent covers a product, targets a competitor, supports a standards or pool position, or qualifies for lending. Each patent serves one of those purposes.
Asset quality rises. The budget moves to the work that compounds.
You hold the docket.
The docket lives with you. You see what is coming. You pick which law firm handles which matter. You switch outside counsel when that is the right call, and the file comes with you.
The institutional memory of the portfolio sits inside the company.
Bring some items in-house and use outside counsel where they excel.
What you gain.
Patent activity connects to business value.
Lower outside-counsel fees.
Outside counsel does the work that matters: drafting patents the business needs and working them through the patent office. Patent volume follows your business objectives.
Each patent tied to a competitive position.
A named competitor, a licensing posture, a standards or pool play, or a specific product the company sells.
A portfolio available as collateral.
Ownership is clear and each patent ties to revenue. Capital is available against the portfolio when the company wants it.
IP that changes competitor behavior.
Patents written around a competitor’s roadmap or a standard the industry is moving toward. The portfolio carries weight when a cross-license or a demand letter arrives.
How an engagement is shaped.
The 90-day assessment comes first. The ongoing engagement that follows is sized to your portfolio and the work the company needs done, in three stages as the business grows.
An ongoing engagement that aligns our incentives with portfolio work that compounds over years.
Sized to the portfolio under management and the work it is asked to do, with the operating altitude of a full-time Chief IP Officer.
Pre-revenue / Build
Small portfolio. Foundational work: getting the first patents shaped well, setting the disclosure rhythm, and writing each patent around the product the company will sell.
Growth
Largest portfolio and the most curation. Active deal posture, competitor reads, joint venture and licensing positioning, and lending readiness if the company wants the option.
Established
Coordinated with the CFO. Financial-instrument work: cross-licensing, standards positioning, IP-backed loans, and readiness for a sale. Sized to the asset base.
Every Chief IP Officer engagement starts with a clear read on the portfolio you have.
From the first day, we help you triage any urgent issues with your patent attorneys. At the same time, we begin mapping all the patented concepts you own. The decisions, leverage, and budgeted twelve-month plan that follow point each patent dollar at a business result.
The ongoing engagement builds on what the assessment finds, and you decide at the end whether to continue.
Who this serves.
If one of these is on your desk, the conversation is worth having.
A business-first framework.
You want a business-first framework for patent decisions and the day-to-day docket off your plate.
Know what patents buy you.
You pay for patent activity and want to see what it buys.
Patents as competitive leverage.
You want your patents working for the business as competitive leverage.
A competitor has arrived.
A competitor moved into your space and you want the stronger position.
A deal is coming.
A joint venture or distribution conversation is coming and you want to walk in prepared.
Lower counsel fees, same law firm.
You want outside-counsel fees to come down while your law firm stays in place.
A thirty-minute call. Let’s talk through your portfolio.
Enough to understand your business, your portfolio, and the right first steps.