Billion-Dollar Bonanzas

As engineering schools go, it is hard to think of more than a handful that can compete with the prestige of Caltech. Not only is the school one of the most difficult to get into — don’t even bother applying without near-perfect SAT scores, or math and science grades — it also has the most faculty citations of any university in the world. No surprise then, that Caltech can boast of over 70 Nobel Prize winners among its researchers, faculty, and alumni, while continuing to foster an environment of research for both faculty and the student body. That research has led to the university earning thousands of patents, with the school reporting that it receives more invention disclosures (descriptions of potentially patentable inventions submitted by an inventor or inventor group) per faculty member than any other domestic university.

Like an increasing number of other prestigious research universities, Caltech has not shied away from trying to increase its multibillion-dollar endowment via patent licensing and enforcement. At the apex of those efforts is the case filed in 2016 by Caltech against Apple and its WiFi-chip supplier Broadcom. Nearly 2,000 docket entries — and both IPRs and resultant CAFC appeals — later, a Los Angeles jury issued a huge verdict in Caltech’s favor of over $1 billion, based on Apple and Broadcom’s infringement of five claims from three Caltech patents. The verdict, reported as the sixth-largest of all time in a patent case, could have been worse for the defendants had the jury found their infringement willful. Despite that incremental victory in the midst of a rough defeat, the immediate reaction to the verdict, particularly from Broadcom investors, was not what the defendants had hoped for.

From a news cycle perspective, two main types of patent events really command immediate broad media attention. Billion-dollar verdicts, despite their rarity in patent disputes, definitely make the cut, no doubt due to the inarguably immense amount of money that appears destined to change hands as a result. To a lesser extent, Supreme Court patent decisions can also garner media attention, with the amount of discussion of any such decision in the mass media dependent on how arcane the issue of law involved is. Returning to billion-dollar verdicts, it is interesting to note that this is the second one earned by a major research university against multinational technology operating companies in just the past few years. (Carnegie Mellon achieved one against Marvell Semiconductor a few years back.) If that doesn’t wake up some other tech transfer offices, I don’t know what will.

At the same time, it is important to remember that getting to a billion-dollar verdict is not easy. Nor has a billion-dollar verdict ever been paid without being modified on appeal or the case settling according to at least one report. On the first point, just one look at the number of lawyers appearing on Caltech’s behalf from Quinn Emanuel proves how intensive these types of high-stakes patent cases are. And how important it is for the university to find a funding partner for the case — whether that be a megarich firm like QE willing to work on some kind of  contingency arrangement, or through third-party litigation funding. For patent owners, both options come at significant cost, albeit only if a successful result occurs. Verdicts like this one, however, should at a minimum serve to increase the appetite for funders and firms to get behind university enforcement campaigns.

As for whether this verdict will stand up on appeal, that is a much more involved question. One critical issue on appeal will be damages, with the jury awarding $1.40 per Apple device in royalties as part of getting to their huge verdict. In response, the defendants raise two significant arguments. The first one, which to me at least is more legally compelling, is that the jury awarding damages against both Apple and Broadcom is inconsistent with the hypothetical negotiation construct for patent cases and is incompatible with the idea of patent exhaustion. I can only imagine that the Federal Circuit will need to grapple with that question absent settlement. Second, the defendants argue that the $1.40 royalty rate is grossly inflated, considering the amount of technology in smartphones and other consumer electronic devices that contributes much more to the demand for those products than what Caltech’s patents teach. Instead, they argue that a $.01/product royalty is more appropriate, though Apple has had mixed results challenging jury verdicts on awarded royalty rates in the past few years.

As for settlement prospects, there is recent precedent from the Marvell case for a university earning a multihundred-million-dollar windfall based on a settlement following a billion-dollar verdict. But that case presented some unique issues around extraterritorial sales that are very different than the damages issues that Apple and Broadcom face against Caltech. Add in that Apple has historically never paid big (more than $25 million or so as far as I am aware) to settle a patent case filed against it by a nonpracticing entity — Qualcomm doesn’t count, since they are an Apple supplier too — and we are in uncharted territory here. On one hand, it seems like Apple could decide that paying off Caltech will not set a bad precedent for its dealings with other nonuniversity NPEs. On the other hand, why start paying big money until you absolutely need to? Should be fascinating to see how things develop.

Ultimately, verdicts like this give a boost to the entire patent ecosystem, if only because they remind everyone that certain patents can actually be considered very valuable, at least by a jury. Absent settlement, we know that the legal wrangling is likely to continue for some time, as with any contested verdict in a patent case. We will see how things turn out. For now, however, we can sit back and watch as Caltech celebrates its billion-dollar bonanza. For as long as it stands, at least.

Please feel free to send comments or questions to me at gkroub@kskiplaw.com or via Twitter: @gkroub. Any topic suggestions or thoughts are most welcome.


Gaston Kroub lives in Brooklyn and is a founding partner of Kroub, Silbersher & Kolmykov PLLC, an intellectual property litigation boutique, and Markman Advisors LLC, a leading consultancy on patent issues for the investment community. Gaston’s practice focuses on intellectual property litigation and related counseling, with a strong focus on patent matters. You can reach him at gkroub@kskiplaw.com or follow him on Twitter: @gkroub.

Law Firm’s Epic Super Bowl Commercial Features Lawyers Putting Out Mafia-Style Hits On Insurance Company Mascots

(Screenshot via YouTube)

Take a seat, #BabyNut, we’ve got some important legal matters to attend to. Lawyers are known for putting out over-the-top commercials during the Super Bowl, and this year was no different.

Just before halftime, small personal injury firm Maloney-Lyons aired this amazing commercial in the Mobile, Alabama area. In the commercial, name partner David J. Maloney announces that he’d like to become the “Godfather of Personal Injury,” and his associates proceed to gun down all of the major insurance company mascots.

They’ve made insurance companies offers they couldn’t refuse.


Staci ZaretskyStaci Zaretsky is a senior editor at Above the Law, where she’s worked since 2011. She’d love to hear from you, so please feel free to email her with any tips, questions, comments, or critiques. You can follow her on Twitter or connect with her on LinkedIn.

5 Issues On The Minds Of Managing Partners

(Via Getty Images.)

“Uneasy lies the head that wears a crown,” in the famous words of Shakespeare. Applied to the world of law firms, it could be translated as follows: “It’s not easy being a managing partner.”

Managing partners have a lot on their minds these days. And last Thursday, at a lively panel at the annual meeting of the New York State Bar Association (NYSBA), five law firm leaders let us into their world.

Skillfully moderated by my colleague Craig Brown, Managing Principal of Bridgeline Solutions (Lateral Link’s temporary staffing arm), the panel featured Daniel Connolly, Managing Partner of the New York office of Bracewell; Louis DiLorenzo, Managing Member of the New York office of Bond, Schoeneck & King; Ronald Shechtman, Managing Partner of Pryor Cashman; Marc Landis, Managing Partner of Phillips Nizer; and Richard Scarola, Managing Member of Scarola Zubatov Schaffzin. The featured firms run the gamut in terms of size from Bracewell, a Biglaw firm with 400 or so lawyers; Pryor Cashman, a midsize firm with just under 200 attorneys; and Scarola Zubatov Schaffzin, a boutique with a dozen lawyers.

What did the panelists discuss? Here are some highlights (with thanks to Jack Newsham of Law.com for his excellent write-up).

1. Managing millennials.

Like it or not, in less than a decade, millennials will make up about 75 percent of law firm staff. So managing partners need to know how to manage millennials (and it won’t be long before millennials themselves are managing partners of major firms, since the oldest millennials are approaching 40).

According to Daniel Connolly of Bracewell, there is some truth to the view that millennials value work-life balance more than their predecessors. Sabbaticals, family time, and flexible-work arrangements all appeal to millennials — and, to be honest, who can blame them? But in a client service business, this does have implications for the business aspects of law firms — a topic the panel also tackled.

2. Developing business.

It’s harder and harder to be a “service partner” in this day and age. Ronald Shechtman said that at Pryor Cashman, 40 percent of partners originate $1 million or more in business, and two-thirds of partners originate $500,000 or more. While the need for a $4 million or $5 million book of business may be exaggerated, firms definitely want partners who can at least “pay for themselves.”

3. Keeping up the culture.

In the words of Shechtman, “The greatest management challenge for our firm is to maintain the culture that we have.” And I suspect that many managing partners would agree with him.

Of course, “culture” will vary from firm to firm (although every firm will claim to be “collegial”). At Pryor Cashman, for example, collaboration is key — which translates into a culture that values presence in the office. The firm also has low leverage, a partner to nonpartner ratio of about 1:1, which Shechtman credits for the firm’s strong retention.

But other firms have very different cultures, and they also manage to succeed. For example, an increasing number of Biglaw firms accommodate working remotely, which can help firms attract and retain talent (e.g., lawyers with significant family responsibilities).

4. Planning for the future.

Law firms are, to their credit, increasingly focused on succession planning. So it should come as no surprise that the topic came up at the managing partner panel.

Some firms have a mandatory retirement age, which they believe helps encourage (or even forces) older lawyers to transition business to the next generation. At the same time, in an age where people are living longer and healthier lives, some older lawyers can and want to remain very active.

Bracewell balances these considerations by having what Daniel Connolly described as a “mandatory but discretionary” retirement age — which encourages lawyers to make way for the next generation, but allows for some exceptions. All older partners must develop a plan for handing off business to their younger colleagues, however, regardless of when they plan to retire.

5. Advancing diversity.

The lack of diversity on the panel did not go unnoticed. As Marc Landis of Phillips Nizer put it, “You’re looking at five white men.”

But how — and how quickly — will law firms change on this front? Alas, that is the subject for another, much longer discussion.


DBL square headshotDavid Lat, the founding editor of Above the Law, is a writer, speaker, and legal recruiter at Lateral Link, where he is a managing director in the New York office. David’s book, Supreme Ambitions: A Novel (2014), was described by the New York Times as “the most buzzed-about novel of the year” among legal elites. David previously worked as a federal prosecutor, a litigation associate at Wachtell Lipton, and a law clerk to Judge Diarmuid F. O’Scannlain of the U.S. Court of Appeals for the Ninth Circuit. You can connect with David on Twitter (@DavidLat), LinkedIn, and Facebook, and you can reach him by email at dlat@laterallink.com.

Privacy Watch 2020: Everyone Gets To Choose

(Image via Getty)

I have not yet figured out a way to write about politics in a way that does not piss off friends on the other side of the aisle. I mean, look at the state of affairs in the country. Regardless of where you fall on the political spectrum — Democrat, Independent, Republican — I think everyone can agree that something is broken. You know what? I say vote them all out and start over.

But you know what subject is not a political to me? Privacy.

I have never fully understood why in the U.S. we place such a different value, a lower value, on privacy. Young people today seem hell-bent on displaying their entire lives on social media, they never hesitate to plug their personal or financial information in the latest app to purchase something, and some people have literally made a living out of having cameras in their homes.

Older Americans are not immune. Moms and dads, grandmothers and grandfathers, in a kind of odd attempt to keep up with young people, have taken to some of the same habits. I’m guilty of it too.

And I think I get it. The world has changed. We have all these new tools to communicate, to exchange our thoughts, promote stuff, and conduct the business of our daily lives. Tools that largely did not exist 25 years ago. So, some might say this is just a natural progression of societal needs or wants. This is the new normal.

But how did almost no one think that there might be some problems with this? That there may be consequences to the sacrifices we make on privacy?

I’m not that old, and in many ways, I feel blessed to have lived through the transition from the analog to the digital world, but I remember a time when privacy seemed to have greater value in the U.S.

So, when the National Institute of Standards and Technology issued a privacy framework last month, I was pleased to read it and even more pleased I could actually understand it. The NIST Privacy Framework: A Tool for Improving Privacy through Enterprise Risk Management is “a voluntary tool intended to help organizations identify and manage privacy risk so that they can build innovative products and services while protecting individuals’ privacy.”

The Privacy Framework, which does not have the force of law, is designed to enable organizations to prioritize their privacy protection activities and outcomes to address a diverse array of privacy concerns and develop more effective solutions that may lead to better outcomes for individuals and organizations.

According to the NIST website, the Privacy Framework is intended to be used by organizations of any type or size, and it is sector agnostic, meaning it does not matter if you’re in legal, manufacturing, services, or software. Current technology trends, such as artificial intelligence and the Internet of Things, are a little scary for privacy and security professionals. But the Privacy Framework, which is designed to be compatible with any legal or regulatory scheme, can provide some guardrails for development in these areas as well.

Privacy, I think, has become a choice. And everyone gets to choose. The question, then, becomes what you’re going to choose (or sacrifice) in order to maintain some semblance of privacy?


Mike Quartararo

Mike Quartararo is the President of the Association of Certified E-Discovery Specialists (ACEDS), a professional member association providing training and certification in e-discovery. He is also the author of the 2016 book Project Management in Electronic Discovery and a consultant providing e-discovery, project management and legal technology advisory and training services to law firms and Fortune 500 corporations across the globe. You can reach him via email at mquartararo@aceds.org. Follow him on Twitter @mikequartararo.

Biglaw Senior Associate Killed In Avalanche During Ski Trip

(Image via Getty)

Today brings us unfortunate news from Japan, where a Freshfields attorney was killed in an avalanche during a backcountry ski trip. Barnaby Levy, 34, was a senior associate with firm who advised corporations and financial institutions throughout the Asia-Pacific region on transactional tax issues.

The South China Morning Post has additional information:

Barnaby Levy (Image via LinkedIn)

Levy was backcountry skiing with his brother and a local guide on the southern flank of 703-metre-high Mount Pinneshiri in the town of Nakatombetsu, in northwest Hokkaido, when the avalanche struck around 11:30am on Saturday.

Local emergency services responded to reports that a group had been caught in an avalanche and scrambled a helicopter to recover Levy from the mountainside and transfer him to a nearby hospital, national broadcaster NHK reported. Levy was pronounced dead a short while after being admitted.

Levy’s brother and the guide both survived. An avalanche warning for Mount Pinneshiri had been issued due to “unseasonably warm winter conditions,” but Levy and his brother went on an off-piste ski route nonetheless. According to local media, now an investigation has been opened into why they went ahead with those plans.

The firm released the following statement upon receiving news of the senior associate’s death: “Barnaby Levy was a wonderful colleague, friend and lawyer. We are shocked and saddened by this news and he will be greatly missed. Our hearts go out to his family and many friends at this difficult time.”

We here at Above the Law extend our condolences to Barnaby Levy’s family, friends, and colleagues during these trying times.

British lawyer who worked in Hong Kong dies in Japan avalanche [South China Morning Post]
Big-Law Senior Associate Killed in Japan Avalanche [Law.com International]


Staci ZaretskyStaci Zaretsky is a senior editor at Above the Law, where she’s worked since 2011. She’d love to hear from you, so please feel free to email her with any tips, questions, comments, or critiques. You can follow her on Twitter or connect with her on LinkedIn.

WeWork Comes To Terms With What It Actually Is

Biglaw Firm Pivots Direction And Loses Partners In The Process

(Image via Shutterstock)

Big changes are in the air at Irell & Manella.

Yesterday, the Biglaw firm announced to all attorneys that the firm was pursuing an “alternative business model.” According to the email sent by partner Jonathan Kagan, they are “focus[ing] on areas where we have a clearly demonstrated record of success and excellence when compared to other firms.”

The email goes on to spell out exactly what that means:

“We therefore plan to focus our future growth and investments in our litigation practice areas, particularly IP and complex business litigation. Although we will continue to have lawyers in other practice areas at the Firm (particularly in certain transactional areas), we do not anticipate making significant investments in non-core practice areas in the near future.”

As you might imagine, not everyone — particularly those in “non-core” areas — is excited about the change. And Kagan’s email reflects this, as he points to several partners, Mike Kaplan, Greg Klein, and Harry Mittleman, who have departed or are on their way out. And, as the new reality sets in, more exits are anticipated.

Kagan’s email goes on to assure the attorneys that the firm is in “fantastic financial health,” which is always nice to hear, but especially so after high-profile departures.

Best of luck to Irell with its new strategic vision. And here’s hoping all those attorneys who are no longer aligned with the core focus of the firm find a welcoming lateral market.

Read the full email from Kagan below.


headshotKathryn Rubino is a Senior Editor at Above the Law, and host of The Jabot podcast. AtL tipsters are the best, so please connect with her. Feel free to email her with any tips, questions, or comments and follow her on Twitter (@Kathryn1).

Morning Docket 02.04.20

Madonna (Photo by Stuart Wilson/Getty Images)

* Madonna has been sued over claims that this “material girl” has been showing up late to concerts. [Billboard]

* UpCounsel, the website that matches lawyers with clients that need projects completed, has announced that it will be shuttering on March 4th. [ABA Journal]

* A Minnesota personal injury lawyer is in hot water for allegedly conspiring with chiropractors to defraud insurance companies. [Star Tribune]

* The attorney for a woman charged with busting through Mar-a-Lago checkpoints claims his client is mentally unwell. [Associated Press]

* Judge Deborah Batts, the federal judge tasked with overseeing the New York criminal trial of Michael Avenatti, passed away yesterday at the age of 72. [NBC News]


Jordan Rothman is a partner of The Rothman Law Firm, a full-service New York and New Jersey law firm. He is also the founder of Student Debt Diaries, a website discussing how he paid off his student loans. You can reach Jordan through email at jordan@rothmanlawyer.com.

Zimbabwe miners turning increasingly to off-grid as country’s power crisis deepens – The Zimbabwean

One of the country’s largest miners, RioZim, last week applied to the Zimbabwe Energy Regulatory Authority (ZERA) for licences to build four solar power plants for each of its four mining operations, with a combined output of 214MW, the publication said.

RioZim has also signed a $200m agreement with Chinese firm, China Gezhouba Group International Engineering Corporation (CGGC), for the construction of three solar power plants at its mines.

Industrial and Commercial Bank (ICBC) of China has already signed up to provide 85% of the funding while Standard Bank will also make 15% contribution, said Fin24.

Caledonia Mining Corporation, a Toronto-listed gold mining company, has along been able to circumvent infrastructural problems in Zimbabwe.

It beat its gold production guidance for 2019 and announced an increase in its quarterly dividend despite power shortages and other operating bottlenecks and restrictions. It also announced it wants to build a 20MW power plant at its Blanket mine.

Steve Curtis, CEO of Caledonia Mining, expressed interest to develop a power hybrid system that will incorporate solar, grid and diesel power to improve performance at the mine, while achieving sustainability at the same time.

“During the day (it will be a) photo-voltaic generating plant. We will then use technology to create a hybrid system and we will save on diesel and on the US dollars we spend on our grid power,” he said.

Post published in: Business

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