Where we engage

 

Most companies treat intellectual property as a legal matter — patents filed, trademarks registered, agreements drafted. That work is necessary but it is not strategy. Strategy is what the company does with the IP it owns: where it builds moat, where it licenses, where it cross-licenses, where it acquires, where it lets things go. We work that question alongside the legal infrastructure that supports it.

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Competitive Edge Assessment

 

A competitive edge is something the company can do that competitors cannot. The assessment is a structured read on what that edge is, where it is exposed, and how to protect it through the next several years of the company's development. At a high level, the work includes:

 

1. Naming the company's actual competitive edge — not the marketing version, the structural version.

2. Mapping the industry trajectory over the next three to five years and the company's position in it — what scaling, funding, and partnership decisions today will determine whether the competitive edge holds.

3. Designing the IP protections that defend the edge — patent, trade secret, contractual, structural — in the sequence that matches the company's situation.

 

The assessment produces a written read: what the competitive edge actually is, where it is currently protected, where it is exposed, and the sequence of actions that closes the gap.

IP Escrow

 

A structure that holds the company's IP separately from the operating entity, so that investor protections remain intact through to a successful exit or valuation event. We design the structure to fit the company's situation, not to fit a template.

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Fractional CTO and technology strategy advisory

 

We engage as the senior advisor to the company's CTO, working alongside the engineering team on technology strategy, R&D planning, and implementation. The lens is competitive: how the technology positions the company against the market, and what to build, buy, or partner for to strengthen that position.