If you've ever taken ballroom dance lessons or watched Dancing with the Stars , you may know that each dancer in a pair has a respective assigned role: leader or follower. The leader initiates movement with confidence and decisiveness, and the follower responds accordingly. Together, the dancers ideally move in sync, with elegance and grace. Without a strong leader, the results are disappointing. The dancers may go through the motions, but they achieve far less than what's possible. In corporate intellectual property and legal departments, a different kind of "dance" is ever present--the interactions between (a) in-house counsel and (b) their outside counsel, solutions and services providers, and other vendors. Over the years, I've observed that in-house "dancers" fall into one of two distinct categories: leaders and followers. The Followers Corporate attorney "followers" tend to view outside counsel and other external relationships in transactional terms. As such: They may focus almost exclusively on assigned project work, to the exclusion of building relationships and optimizing value, costs, and service delivery. This focus may breed a set-and-forget, conventional approach to their management of outside providers. They may act passively or passive-aggressively when displeased with an external provider, rather than directly broaching issues of concern and attempting to seek changes and improvements. Consequently, unaddressed concerns may become major grievances. Resentments may intensify. They may not actively assess, reassess, coach, and (if necessary) fire underperforming providers. Overall, the followers don't see it as their role to drive the highest performance of their outside counsel and other vendors. The Leaders In marked contrast, corporate attorney "leaders" take a holistic, relationship-centric approach when teaming up with external providers. They set high expectations and give providers a chance to rise to the occasion. They're highly collaborative, looking for the win-win for their company and the provider. And they don't hesitate to make changes when a provider fails to deliver and is incapable of, or resistant to, rehabilitation. In sum, the leaders proactively drive performance of external providers to yield the highest performance possible and a highly optimized provider ecosystem. Quartal IP Offers "Dance" Lessons Corporate IP and legal professionals who are followers, but are open to feedback and growth, certainly can become leaders, thus delivering greater impacts to their internal clients, enterprises, and shareholders. Quartal IP can help you achieve such a transformation. Our services suite for companies includes strategic advisory services , group training sessions, and one-on-one coaching directed to managing and strengthening outside counsel and IP service provider relationships. Please contact us if you'd like to schedule a consultation to discuss.

Restringing a piano. As a freelance pianist, I’ve played countless pianos over the years, including pianos built from the late 19th century to the present day. Sometimes I come across two pianos made by the same manufacturer during the same era, with identical design and components. Despite these commonalities, the pianos may play and sound remarkably different. One is excellent, while the other is good, okay, or even awful. The difference usually stems from the owner's (or owners') stewardship of the piano over time, including investments in its maintenance and improvement. Indeed, there’s nothing quite like an expertly regulated and carefully tuned instrument that can reach its full expressive and sonic potential. In contrast, a piano whose care is neglected falls up short, no matter the sincerity and hopes of pianist and audience. The same holds true for the leadership and collaboration potential of IP and legal professionals, including attorneys and other professionals in companies, law firms, and service providers: Without proper stewardship, such persons may never reach their potential, disappointing their organizations, their teams, and themselves. Anything But Soft Unlike hands-on, tactical skills, which come naturally to many professionals, so-called soft skills may feel elusive. Contary to their name, these soft skills play pivotal roles in a professional's success. Soft skills include, among others: communication skills, such as active listening, clear and concise writing, advocacy, public speaking and presenting, non-verbal communication, and giving and receiving feedback collaboration and teamwork skills, such as working well with people of different personalities, emotional intelligence, empathy, exhibiting a can-do approach, and conflict resolution leadership and influence skills, such as conceiving and articulating a vision, motivating and empowering others, delegating tasks effectively, inspiring trust, coaching and mentoring, and decision-making under pressure problem solving and critical thinking skills, such as creative and strategic thinking, sound judgment, and analytical skills Amidst the burdens of getting work done, IP and legal professionals seldom have time to hone, let alone think about honing, the above skills. In addition, these skills are closely linked to their core personality and interactions with others, often requiring subtlety and nuance. Therefore, it's extremely difficult for professionals to detach, neutrally self-assess their strengths and weaknesses, and know what to modify and how to improve. Executive Coaching Changes the Tune An executive coach works collaboratively with a professional to help them reach their full potential, often focusing on development and refinement of soft skills, always with a customized approach based on the professional's current strengths and weaknesses. "Executive" is a bit of a misnomer, for an executive coach works not only with executives, but also managers and individual contributors who need or want a catalyst to move to the next level. In enterprises, sometimes it's an individual's manager or another leader who recognizes the value of engaging a coach to help the individual succeed. Other times, it's the individual who desires to grow and approaches leadership with a request to work with a coach. Exemplary methodologies that an executive coach may employ include goal setting and alignment, 360-degree feedback, behavioral assessments, inquiry and reflective dialogue, accountability structures, strengths-based development, role-playing and simulation, development planning, and shadowing and real-time feedback. With intentionality and a commitment to executive coaching, an IP or legal professional can make significant strides as a leader and collaborator. Consider Engaging Quartal IP for Executive Coaching Quartal IP offers tailored one-on-one coaching sessions for individuals in law firms and companies , to help your team members become holistically capable and effective. We also provide law firm leadership training, in-house and general counsel training and bootcamp, and other programs and courses for lawyers and legal professionals. Please contact us if you would to explore how we can help. ​

An intellectual property (IP) consultant  helps law firms , companies , and individuals develop and implement strategies to maximize profits and business impacts in the domain of IP. The role varies based on the consultant’s expertise and client needs but often encompasses consulting, advisory, training, or coaching services related to (1) protecting, managing, and monetizing intellectual property assets, such as patents, trademarks, copyrights, and trade secrets, and (2) the management of law firm practice groups and in-house corporate IP departments to maximize group and individual potential. More specifically, IP consultants may assist with: 1. IP Strategy Development Advising companies on how to build and protect their IP portfolios Aligning IP strategy with business goals Conducting competitive IP analyses to assess risks and opportunities 2. Business Development & Relationship Building Assisting law firms, vendors, and solutions providers in growing their IP practice Connecting companies with investors, collaborators, or legal experts Providing guidance on client development and strategic partnerships 3. Operations & Strategic Planning / IP Software Implementation Helping law firms and companies design and implement robust plans to organize, optimize, and grow their practice Assisting enterprises with the selection and implementation of IP and legal operations software, such as intellectual property management systems (IPMSs) 4. Talent & Leadership Development / Training & Coaching Conducting workshops on IP best practices Training teams on patent, trademark, and copyright strategies Providing group and executive coaching sessions on topics such as collaborating with clients and external providers, leading and managing personnel, and communicating value to the C-suite 5. Monetization & Commercialization Helping clients license, sell, or otherwise monetize their IP Identifying potential partnerships and licensing opportunities Assessing the value of IP assets for business transactions 6. Litigation & Risk Management Support Advising on IP enforcement strategies Helping companies mitigate IP-related risks Assisting with IP due diligence for mergers, acquisitions, or investments Some consultants focus on legal aspects, while others specialize in business strategy, innovation management, or market positioning. Choosing the Right IP Consultant A highly effective IP consultant has firsthand knowledge of the kinds of complex issues you and your clients face, and has a proven track record of success solving them collaboratively. He or she is conversant with the ecosystem in which you practice, can think holistically and creatively, and brings strengths that complement your own, such as related to big-picture strategy, relationship building, and leadership development. If you’re a partner in a law firm who’s trying to elevate performance to benefit your firm and its clients, consider retaining an IP consultant with extensive prior experience as both a law firm partner and a corporate attorney and legal executive. If you’re an in-house practitioner or corporate business executive who’s trying to drive higher team and individual performance, consider engaging an IP consultant with extensive prior experience as a corporate attorney, legal executive, and law firm partner. If you can find such a consultant, you’ll be able to channel precious time and resources into actually solving problems and achieving material impacts. Quartal IP's Principal IP Consultant Quartal IP is led by Carlo Cotrone , a highly strategic and collaborative IP attorney with extensive firsthand knowledge and experience as both a law firm partner and a chief IP counsel. Unlike many of his peers who’ve elected to focus primarily on tactical legal matters for the entirety of their careers, Carlo evolved his practice as he gained insights over 24+ years. He brings a keen capacity as a strategist, collaborator, and developer of team and individual talent. Please reach out if you’d like to explore how Quartal IP can help you achieve even greater success.

[To the superstitious, July is often considered an unlucky month for weddings. In a nod to such lore, and to the leisurely and whimsical days of summer, this is a satirical “love” letter from a fictitious client to its fictitious outside intellectual property counsel, a domestic or foreign law firm. The firm has been providing IP representation to the client for quite some time. Unbeknownst to the firm, but acutely felt by the client, their relationship is on the rocks. In a final act of desperation, the client penned these words in hopes that the firm will move swiftly to help heal the brokenness.]  Dear Law Firm: To read the full article, please visit IPWatchdog .

[Upon receipt of the fateful l ove letter from its fictitious IP client, the fictitious law firm was speechless—momentarily. Feeling aggrieved and misunderstood, and yet hopeful that their relationship could be saved with an added measure of TLC (top-tier legal counseling), the firm summoned up the courage to prepare this reply letter. In an act of contrition (or maybe vindication?), the firm has taken the bold step of publishing it on IPWatchdog. Note to commenters habitually fed up with clients large and small: This one’s for you.] VIA EMAIL Dear [IP Client]: To read the full article, please visit IPWatchdog .

CEOs, general counsels, and other senior leaders in a corporation often take a hands-off approach to IP strategy and execution, heavily delegating these functions to in-house IP counsel and related team members. This isn’t surprising given the esoteric nature of many IP matters and the extraordinary demands on senior leaders coming from all corners. Even if they lack IP savvy, corporate leaders should be on the watch for warning signs that their IP team may not be high-functioning. When they perceive such signs, leaders should investigate. What are potential warning signs, and how does one spot them? To read the full article, please visit IPWatchdog .

Intellectual property professionals—defined broadly here as persons or entities whose professional work involves or relates to IP or IP practitioners—abound as members on LinkedIn. All IP professionals who join LinkedIn are sellers in the sense that they’re looking to market themselves or their organizations to those on LinkedIn whom they perceive as buyers. In the mind of a seller, a buyer has a present or future need for something offered by the seller, or otherwise can offer the seller some kind of professional benefit. In this article, I share my personal “don’ts” and “do’s” for IP business development on LinkedIn. I’d like to see sellers increase their chances of success—and decrease the amount of buyers’ time they consume by pursuing suboptimal strategies. To read the full article, please visit IPWatchdog .

Every year around this time, many pause to reflect on the past and present and chart a course for self-improvement. For aspiring or accomplished intellectual property (IP) strategists, the new year offers us a clean slate to bid farewell to bad IP habits and adopt sounder approaches to benefit the enterprises we represent, the teams in which we work, and our own careers. To that end, consider these seven resolutions. To read the full article, please visit IPWatchdog .

I’ve been reflecting on what makes patent practitioners highly valuable to their clients. In a prior IPWatchdog article , I asserted that one should aspire to practice as an intellectual property counselor —who leverages patent prosecution as one strategic tool among many, rather than narrowly conceptualizing his or her role. What about the day-to-day acts of preparing and prosecuting a patent application? Here are ten concrete steps IP counselors can take to advance their clients’ interests and distinguish themselves from their peers. To read the full article, please visit IPWatchdog .

Patent prosecution—the act of negotiating with a U.S. or foreign patent office to obtain patent protection—sometimes is viewed unfavorably by lawyers and clients, being associated with (1) limited career scope, (2) commodity work product, and (3) reduced law firm profitability. This baggage may impede patent prosecutors’ advancement within some organizations, despite the talent they bring and the results they achieve. Unfortunately, patent prosecutors may unwittingly perpetuate negative stereotypes by adopting a complacent approach to their practice. By its nature, patent prosecution may breed such complacency, thus hindering a practitioner’s effectiveness and professional development. Patent prosecutors who view themselves first and foremost as IP counselors—and strive to embody the seven traits described below—are more likely to grow and retain clients and ultimately have more fulfilling careers. To read the full article, please visit IPWatchdog .

Washington, DC, February 27, 2025: Intellectual property veteran and longtime IPWatchdog contributor Carlo Cotrone  today announced the launch of his new consulting firm, Quartal IP LLC .   Quartal IP helps law firms and companies drive higher profits and more significant business impacts by unleashing the power of strategic planning and execution, relationship building, and leadership development.   Cotrone stated: “Over the years, I’ve encountered countless practitioners who excel at doing tactical IP and legal work, yet feel ill-equipped to reach their full potential as strategists, collaborators, and leaders. I’m launching Quartal IP to help law firms and companies better see the bigger picture, actualize powerful solutions, inspire their teams to excel, and ultimately achieve even greater success.”   Services Suite for Law Firms   Quartal IP offers a consulting services suite to enable law firm practice groups to become more client-aligned and client-savvy. Adaptable to general practice and IP boutique firms, the suite includes these services:   ·      Client Relationship Building ·      New Client Acquisition ·      Strategic Planning ·      Training & Coaching   Notably, Quartal IP has built a software-based framework for conducting client relationship assessments and implementing customized action plans to strengthen such relationships.   Services Suite for Companies   Quartal IP also offers a consulting services suite to enable corporate executive teams and in-house IP and legal departments to deliver stronger outcomes to their businesses. The suite includes these services:   ·      IP Strategy Development ·      Operations & Strategic Planning ·      IP Software Implementation ·      Training & Coaching   Specifically, Quartal IP provides IP stewardship assessments, as well as tailored group training sessions and one-on-one executive coaching sessions on topics such as aligning IP and business strategies, cultivating highly effective leaders and business partners, and elevating outside counsel and vendor performance.   About Carlo Cotrone, Founder & Principal Consultant   To Quartal IP, Cotrone brings over 24 years of IP, legal, and leadership experience and insights spanning both private and corporate practice. Most recently, he served as global chief IP counsel & assistant general counsel for a $14B manufacturing company, where he led a team of 34 professionals. He also was an equity partner at an Am Law 200 firm, representing established, developing, and early-stage companies in numerous industries.   Besides extensive substantive knowledge and tactical expertise, Cotrone brings to Quartal IP’s clients a rare blend of talents in thinking holistically and creatively, fostering synergies within and between enterprises, and developing team talent. His IPWatchdog articles  and this IPWatchdog Unleashed episode  provide a window into his philosophies and thought leadership.   About Quartal IP   To learn more, please visit Quartal IP’s website at https://www.quartalip.com/ .    This press release originally appeared on IPWatchdog .

Despite their best efforts, patent practitioners may reach an impasse during negotiations with patent examiners at the United States Patent and Trademark Office (USPTO). If an applicant still desires patent protection, it can authorize the filing of a notice of appeal to the Patent Trial and Appeal Board (PTAB) and an associated appeal brief. Over the years, I’ve observed some patent attorneys and agents approach ex parte appeals as essentially a document assembly exercise: arguments from past Office action responses are pasted into a template and then submitted to the PTAB. In my view, such an approach represents a missed opportunity to present the strongest possible case for patentability. In a worst-case scenario, it may even prevent a client from securing the patent protection it deserves. To maximize clients’ chances of success, practitioners instead should approach appeals with the mindset of a strategist and advocate. To read the full article, please visit IPWatchdog .