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 every filing is shaped to do, before it is drafted.
Product coverage
Focus on current and future revenue streams. Filings drafted to cover the product the company sells, with claim scope written against the product, not against the invention.
Competitor targeting
Filings shaped against the specific competitors you encounter, and the ones you expect to. With the portfolio in shape, you have the option to enforce when someone copies what you’ve built.
Partner and licensing posture
You set the tone of a JV, distribution, or licensing conversation with the strength of your IP. You negotiate from a position of leverage, not weakness.
Standards and pools
Patents shaped to support membership and contribution in the standards bodies and pools that matter to your industry.
Acquirer readiness
Every filing tied 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
Clean chain of title. Filings mapped to revenue. Capital available against the portfolio when the company wants it.
How we hold IP costs down.
Four moves. Bring out the best in your outside counsel. Build strategic assets that move the needle.
We come to the attorney prepared.
Disclosures, prior-art reads, and claim targets are worked out before counsel is engaged. The attorney receives a brief, not a blank page.
The attorney drafts and prosecutes. That is what they bill for and that is what comes back.
We give guidance, not questions.
Each application includes a playbook — scope, fallback positions, continuation strategy, when to push and when to settle. The attorney decides and moves forward without waiting on us.
Fewer billable check-ins. Prosecution moves at the pace of the business.
Every filing answers a business question.
A filing protects a product, targets a competitor, supports a standards or pool position, or qualifies for lending. A filing that does none of those does not get drafted.
Asset quality goes up. The budget reallocates to the work that compounds.
You hold the docket.
The docket lives with you, not the law firm. 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.
No law firm holds the portfolio hostage. The institutional memory of the portfolio sits inside the company.
Bring some items in-house and use outside counsel where they excel.
What you’re actually buying.
The gap between filing activity and business value — closed.
Lower outside-counsel fees.
The outside counsel does the work that matters — drafting and prosecuting filings the business actually needs. Filing volume tracks business objectives, not invention disclosures.
Every filing tied to a competitive position.
An infringement read against a named competitor, a licensing posture, a standards or pool play, or a specific product the company sells. Filings that fit none of those do not get drafted.
A portfolio the company can borrow against.
Clean chain of title. Filings mapped to revenue. Capital available against the portfolio when the company wants it.
IP that changes competitor behavior.
Claims drafted against a competitor’s roadmap or a standard the industry is moving toward. The portfolio is worth something when the cross-license or the enforcement letter comes.
How an engagement is shaped.
Sized to the portfolio you have and the work the company needs done. Three stages — for what the business is solving for as it grows.
An ongoing engagement, not hourly billing — hourly billing creates the wrong incentives for portfolio work that compounds over years.
Sized to the portfolio under management and the work the portfolio is being asked to do. A fraction of what a full-time Chief IP Officer costs all-in, with the same operating altitude.
Pre-revenue / Build
Small book. Foundational work — getting the first filings shaped right, the disclosure rhythm set, claim scope written against the product the company is going to sell.
Growth
Largest portfolio. Highest curation work. Active deal posture, competitor reads, JV and licensing positioning, lending readiness if the company wants the option.
Established
Coordinated with the CFO. Financial-instrument work — cross-licensing, standards positioning, IP-backed loans, M&A readiness. Sized to the asset base.
An analysis of the portfolio you have, before either of us commits to an ongoing engagement.
Ninety days, fixed fee. We look at the portfolio, what each family covers, where the thin spots are, where money is going to filings the business will not use, and where the leverage is sitting unclaimed.
You leave with a written analysis of the portfolio and a 90-day shape for the engagement that follows. Either side can decide not to continue at the end of it.
Fit.
- You want a business-first framework for patent decisions — and the day-to-day docket off your plate.
- You’re paying for patent activity and want to know what it’s buying you.
- You want your patents working as a business weapon — competitive leverage, not paperwork.
- A competitor moved into your space and you want the upper hand.
- A JV or distribution conversation is coming and you want to walk in stronger than they are.
- You want outside-counsel fees to come down without changing law firms.
- You’re only doing patents because someone said you should.
- You’re comfortable outsourcing IP to a law firm that gets paid by how much work they can create for themselves.
- You have no intention of ever using your IP.
A thirty-minute call. See if we can help.
Enough to know whether this is a fit. If it isn’t, we’ll say so on the same call.