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Extracting value from intellectual property assets through IP monetization activities is a major objective for many organizations. This session will provide an in-depth discussion of issues to consider when assessing and valuing patent, copyright, trademark, and trade secret assets for possible commercialization. The panel will review the IP monetization programs, transactions, and structures available and provide strategies for structuring and building successful deals based on asset attributes, desired outcomes, and governing legal principles (e.g. standing, enforcement, royalty structures, and reserved rights).The panel will also include guidance for engaging key stakeholders to establish an IP strategy that supports monetization activities worldwide.

This blog explores the U.S. Food & Drug Administration (FDA) two final guidance documents to assist with transitioning medical devices: (i) that were subject to certain enforcement policies issued during the COVID-19 Public Health Emergency (PHE), and (ii) that were issued emergency use authorizations (EUAs). These guidance documents finalize the corresponding draft guidance documents that were issued on December 23, 2021.

Several generative AI models now provide the ability to simulate your favorite artist’s voice and lyrical tempo to create a track that sounds indistinguishable from the real thing. Several artists have voiced their displeasure for these impersonations and music giants are now pushing streaming services to ban music created by AI models with some success. This article from Seyfarth and Shaw discusses how artists can legally fight back. 

In the modern digital age, the possibility of a data breach is an imminent threat to a company’s cybersecurity. To combat this, in-house counsel must help inform and engage the board regarding the most effective data protection practices to mitigate risk. By preparing for the inevitability of a data breach, in-house counsel can work symbiotically with the board to make sure that their company is organized and well protected.

A sample Working Document setting up a table with the elements and principles to be found in Binding Corporate Rules.

This article is a global guide for the protection of designs in Switzerland.

This article highlights significant considerations for boards operating in today’s volatile business climate: Corporate governance has become more of a shared responsibility than ever before; directors should adopt a proactive stance and engage with management in candid, ongoing discussion about the company’s strategy; and directors have a responsibility to set the right tone at the top regarding long-term value creation.

This article is a four-part series in which Oracle Associate General Counsel Suchitra Narayen, QuisLex CEO Ram Vasudevan and consultant Rees Morrison discuss the opportunities and challenges facing a global legal department.

A member-submitted memorandum drafted to provide a non-profit organization's legal department a CASL overview.

This resource contains 51 key questions to ask when polling your clients about their satisfaction with outside counsel.

The purpose of the probationary period is for the employer and employee to get to know each other better before being bound to each other. During the probationary period, both the employer and the employee can terminate the employment contract.

Currently, it is difficult or impossible to find out who the main shareholders of private and non- listed companies are. A shareholder is only registered in the trade register and therefore public if a company has only one shareholder.

This article discusses warranties and indemnities in acquisition agreements in the Netherlands.

Which form of dispute resolution is best for your contract? Hear from in-house counsel and experts the pros and cons of different methods of dispute resolution from their experience and help inform you as you decide which form to use in your contracts.

Brief guidance on registering a copyright under Mexican intellectual property law.

This article addresses whether a court should require a company to establish a supervisory board so that the general meeting of shareholders will lose part of its powers.

5 Steps You Can Take When Your Client Doesn’t Pay! Sooner or later, almost all companies will have to deal with it: a client who does not pay. Which steps can you take when a client doesn’t pay? Which steps can you take to collect your claim?

There are certain exemptions that companies can make in order to lower costs when filing taxes. One is called a 403 Statement where the "mother" company takes on the liability of its subsidiaries.

Executive job titles hold a great amount of prominence in the corporate world. However, it can be difficult to discern the powers assigned to a director and how they differ in each role. Learn more about director titles similarities and differences.

Each company has the statutory requirement to promote its own interests. Consequently, companies from the same group may have conflicting interests in certain situations. Read more as to how conflicts are resolved and where ultimate responsibility of message lies.

Overview of the Legal Review Policy phase and how this relates to Contract Lifecycle Management.  

Overview of the people required in your legal team to manage contracts and how this relates to Contract Lifecycle Management.

Overview of how to create successful templates for contract efficiency and how this relates to Contract Lifecycle Management. 

Guidelines for creating negotiation and empowerment playbooks and MSA general playbooks. 

A few warning signs that you are not delegating effectively: work piles up on your desk; you can’t go on vacation, or if you do, you are glued to your laptop and email; and your staff is not showing initiative or good judgement. While most in-house counsel understand the costs of delegation, they greatly underestimate the benefits of delegation. This article offers tips on how to delegate effectively.

Legal departments of the small-to-medium size company face daily contract negotiation challenges in their business relationships with large and dominant customers, often having to agree to: no limitations on liability; open-ended indemnifications for a broad range of activities; compliance with onerous and expensive codes of conduct and corporate social responsibility programs; audit provisions; annual reductions in costs; etc. This leaves little room for negotiation or potential loss of business. Attend this session and learn how to face and negotiate these demands.