What is the biggest challenge currently facing your biotech clients, and how are you helping them to overcome it? 

We’re helping them to strike a balance between robust innovation protection and efficient IP management in a rapidly evolving global landscape by developing comprehensive IP strategies that align with their research goals and business objectives.

We emphasise early strategic planning, encouraging clients to invest in building strong patent portfolios from the outset. This involves conducting thorough patent searches and analysis into interactive landscapes to mitigate potential disputes and identify opportunities for cross-licensing agreements and open innovation.

To accelerate the grant process, we leverage international routes and streamline internal IP operations. We utilise technology to provide real-time updates to keep clients informed throughout the prosecution cycle. Our approach to drafting claims balances broad protection with efficient prosecution.

We also help clients protect trade secrets through strategic use of provisional applications. This multifaceted approach helps our clients navigate the complex biotech IP landscape, fostering innovation while ensuring access to fundamental scientific knowledge and promoting fair market access for life science technologies.

You currently lead a global team of more than 100+ IP professionals. How do you ensure that all employees fulfil their potential while maintaining a high standard of services for clients? 

Leading a global team of more than 100 professionals, I view leadership as a journey with clear goals, trust and delegation. I focus on five key areas:

• fair compensation;
• cultivating joy, purpose and recognition;
• encouraging continuous learning;
• prioritising work-life balance; and
• supporting clear career advancement pathways.

We embrace mistakes as learning opportunities and foster a culture of mutual growth. We create a dynamic workplace through continuous learning, adapting to change and listening to clients. This philosophy drives our collective success in the ever-evolving field of intellectual property.

How has your experience as a patent analyst shaped your current approach to IP strategy? 

My experience as a patent analyst has been foundational to my current approach to IP strategy. I’ve leveraged this background to lead teams in portfolio management, resulting in more than 3,000 granted IP rights.

Understanding the big picture, claim drafting, patent classifications and prosecution cycle nuances are crucial. To stay current, I still engage regularly in patent analysis to ensure that my strategies remain up to date.

This analytical foundation and 15 years of experience have made me a recognised IP expert and enable me to solve complex problems.

What are your biggest concerns about the current SEP/FRAND space – in India and globally?

My primary concerns are around increasing complexity and unpredictability. Multiple jurisdictions (including India) are willing to set global FRAND rates, which is creating a web of potentially conflicting decisions. This jurisdictional fragmentation increases legal uncertainty and may lead to forum shopping.

In India, the use of downstream product value as a royalty base could lead to inflated royalty rates. This divergence from practices elsewhere may create inconsistencies in global licensing strategies. The Delhi High Court’s recent US$29-million damages award to Ericsson underscores the growing importance of Indian courts in SEP disputes.

SMEs face significant challenges in negotiating FRAND licences and managing litigation costs, which could stifle innovation and market entry for smaller players. The evolving regulatory landscape – particularly in the European Union and United States – adds another layer of complexity.

Balancing SEP holders’ rights with fair access for implementers remains critical, especially as the use of injunctive relief increases. These factors create a challenging environment for all stakeholders in the global SEP/FRAND ecosystem.

You work with an array of businesses, from start-ups to Fortune 100 companies. How do you tailor your approach depending on the client you are dealing with? 

I adjust my approach based on each client’s unique needs and stage of development. I always ask “why?” and try to understand the larger goal.

For start-ups, we focus on strategising early to avoid common pitfalls. We help identify IP assets and create a protection plan aligned with business goals. We review agreements to ensure rightful ownership and provide comprehensive searches to assess potential and freedom to operate.

For larger corporations, we offer more complex portfolio management and global IP strategies.

We prioritise fixed and transparent costs for all clients. We agree on costs upfront, providing clarity and predictability.

Communication is key. Each client has a designated account manager acting as their virtual IP counsel, available anytime. This personalised service ensures a tailored approach that aligns with each company’s size, focus and goals.