USDA Releases Reports on Economic Impact Analysis of the U.S. Biobased Products Industry and on Hemp Research and Innovation

On March 8, 2024, the U.S. Department of Agriculture honored the second annual National Biobased Products Day, “a celebration to raise public awareness of biobased products, their benefits and their contributions to the U.S. economy and rural communities.” USDA states that as part of its activities to honor National Biobased Products Day, it released two reports:

Economic Impact Analysis of the U.S. Biobased Products Industry

USDA states that its commissioned report “An Economic Impact Analysis of the U.S. Biobased Products Industry: 2023 Update,” shows that, based on data from 2021, the biobased products industry has grown nationwide despite the impacts of the global COVID-19 pandemic. According to USDA, key report findings include:

  • Biobased products, a segment of the bioeconomy, contributed $489 billion to the U.S. economy in 2021, up from $464 billion in 2020. This is an increase of $25 billion — a 5.1 percent increase;
  • The biobased products sector, and the jobs it supports, are shown to impact every state in the nation, not just the states where agriculture is the main industry; and
  • The use of biobased products reduces the consumption of petroleum equivalents. In 2017, oil displacement was estimated to be as much as 9.4 million barrels of oil equivalents. In 2021, the displacement grew to 10.7 million barrels of oil equivalents.

USDA notes that the findings span seven major sectors representing the bioeconomy: Agriculture and Forestry; Biobased Chemicals; Biobased Plastic Bottles and Packaging; Biorefining; Enzymes; Forest Products; and Textiles. The 2023 Update is the sixth volume in a series of reports tracking the impact of the biobased product industry on the U.S. economy.

Hemp Research and Innovation

USDA also released its “Hemp Research Needs Roadmap,” which reflects stakeholder input in identifying the hemp industry’s greatest research needs: breeding and genetics, best practices for production, biomanufacturing for end uses, and transparency and consistency. According to USDA, these priority research areas “cut across the entire hemp supply chain and are vital to bolstering hemp industry research.” USDA notes that growing demand for biobased products, like those from hemp, “creates potential for added-value use in food, feed, fiber and other industrial products that can improve the livelihoods of U.S. producers and offer consumers alternative biobased products.”

USDA also announced a $10 million National Institute of Food and Agriculture investment to Oregon State University’s Global Hemp Innovation Center. USDA states that the Center will work with 13 Native American Tribes to spur economic development in the western United States by developing manufacturing capabilities for materials and products made from hemp.

July 2021 Legal Industry News: Attorney Hiring, Law Firm Awards & Innovation

Happy July! We’re back with another edition of our legal industry news roundup. Read on for the latest law firm hiring, pro bono, and legal innovation news.

Law Firm Hiring & Moves

Much Shelist Law announced new management committee members and practice leaders for their firm.

Sheryl Jaffee Halpern, the chair of Much’s Labor and Employment group, joined the Management Committee. In her labor and employment practice, Ms. Halpern provides guidance to employers, devising practical solutions for complicated legal and business problems.

“The Much culture allows each individual to grow and develop, and I look forward to fostering our people-first philosophy as a member of our senior leadership team,” said Ms. Halpern. “I’m proud to be part of a firm that understands the power of diverse viewpoints when it comes to building a creative and collaborative workplace.”

Courtney E. Mayster, the chair of Much’s Real Estate group, joined the management committee. Ms. Mayster a commercial real estate attorney guides lenders, property owners, and investors through complex projects.

“Client relationships are at the heart of our firm,” said Ms. Mayster. “As a member of the Management Committee, I’m excited to lead Much’s efforts to enhance the client experience and ensure we continue bringing our clients smart, practical advice and innovative ideas.”

Mitchell RothSteve BlonderGreg MannMichael Shaw, and Glenn Taxman were all re-elected to Much’s Management Committee.

Much also named six attorneys as vice chairs of their respective practice groups:

Mayer Brown named John Nadolenco as managing partner of the firm’s Los Angeles office. Mr. Nadolenco joined Mayer Brown in 1995 and whose civil litigation and trial practice focuses on high-stakes cases and class action defense.

“It’s a tremendous honor to assume the responsibility of leading the Los Angeles office, which is a key strategic geography of the firm’s West Coast footprint,” said Mr. Nadolenco.

“John is an exceptionally talented litigator who has held a number of key leadership roles at Mayer Brown, and is highly regarded in the Los Angeles business community and throughout the firm,” said Jon Van Gorp,  the chair of Mayer Brown.

Kennedy’s Global Law firm added Judith A. Selby as a partner in their New York office. Ms. Selby brings a wealth of knowledge and almost 30 years’ experience in the insurance litigation field, with a concentration in cyber and data privacy, and adds to Kennedys’ growing US niche in cyber incident response and data privacy compliance.

“I’m delighted to join Kennedys’ global Cyber and Privacy practice. Increasingly, cyber and privacy issues are international and have no borders. My clients will benefit from the firm’s deep bench and global resources as they confront today’s most challenging cyber, privacy, and technology-related issues,” said Ms. Selby.

“We couldn’t be more pleased to have Judy join Kennedys. Given her reputation in the US and globally, she will be a critical addition to our growing Cyber and Data Privacy practice in the US and globally throughout Kennedys,” said Meg Catalano, Kennedy’s U.S. Managing Partner.

Manatt, Phelps & Phillips, LLP added Ted Hunter as a real estate partner in its New York office. Mr. Hunter advises on investment, funding and joint ventures, with work ranging from acquisitions, dispositions and leases to financings, workouts and development transactions.

“A respected figure across the commercial real estate sector, particularly in New York and New Jersey, Ted excels at navigating complex real estate deals by finding common ground between his clients and other involved parties,” said Donna L. Wilson, Manatt’s CEO and Managing Partner.

“Manatt’s holistic approach to the real estate industry—which includes both comprehensive legal and advisory offerings—and the firm’s long-standing focus on servicing clients in this space make it the ultimate one-stop shop for my clients,” said Mr. Hunter.

Pro Bono & Recognition

The Public Interest Law Initiative’s (PILI) Pro Bono Recognition List recognized Barnes & Thornburg’s pro bono efforts, alongside 47 other law firms.

“We are deeply grateful for the recognition that PILI has bestowed on us for the sixth year in a row. We have worked diligently in the Chicago office to increase and enhance our pro bono activities. This recognition is a testament to our firm’s long-standing tradition of providing pro bono services to those in need,” said Kevin Driscoll, pro bono administrator for Barnes & Thornburg’s Chicago office.

Steptoe & Johnson PLLC is one of more than 160 law firms participating in the Mansfield Rule 5.0 certification process. The Mansfield certification process ensures firms are considering at least 30 percent women, racially and ethnically diverse disabled and LGBTQ lawyers for promotions and leadership roles.

“Mansfield certification is the gold standard for law firms that are committed to increasing diversity among their lawyers and professional ranks, and in leadership roles,” said Steptoe & Johnson CEO Christopher L. Slaughter.

“Our clients have made diversity and inclusion a crucial part of their business and they expect the same from their legal counsel.  As a firm, we have made great strides in our diversity and inclusion efforts and obtaining Mansfield certification is the next step in that journey,” said Michael E. Flowers, the Director of Diversity and Inclusion at Steptoe & Johnson.

Foley & Lardner partnered with Boys & Girls Clubs of America to spread the message of diversity and inclusion, and help kids meet their potential. Through the partnership with Foley, the Boys and Girls club will work to advance their diversity, equity and inclusion initiatives which offer culturally relevant programs and resources for children.

“We look forward to expanding our work with Boys & Girls Clubs of America and the kids they serve. The work Boys & Girls Clubs of America does every day is part of the change needed to provide equitable opportunity to all,” says Jay O. Rothman, Chairman and CEO of Foley & Lardner.

Foley also engages in pro bono work for Boys & Girls Clubs of America on legal matters helping local clubs to offer more programs to a broader range of children.

Law Firm Awards & Innovation

The Chicago Daily Law Bulletin and Chicago Lawyer Magazine recognized Susan A. Capra, a partner at Clifford Law Offices, as one of the 50 Salute! Woman in Law in 2021.

The Law Bulletin/Chicago Lawyer selection committee, Ms. Capra’s peers, and a Women’s Advisory Board selected Ms. Capra for the award from a pool of over 400 nominees. The committee selected the awardees  “for their work to mentor and promote other women in the profession, their success in the legal community and being a shining example of leadership.”

Ms. Capra, who is also a registered nurse, focuses her practice on hospital and medical negligence litigation.

“I am honored to be among those recognized for this honor in a profession to which I have dedicated my life,” she said.

The Legal 500 United States included 90 Katten Muchin Rosenman law firm attorneys on its 2021 guide. Katten received recognition as leader in 21 practice areas.

Katten ranked highly in the following areas:

  • M&A: Middle-Market (Sub-$500 Million)

  • Structured Finance: Derivatives and Structured Products

  • Structured Finance: Securitization.

Katten attorneys also made The Legal 500’s “Leading Lawyers” list, including:

Additionally, the Legal 500 selected Associate Brett J. Seifarth as a “Rising Star” for making major contributions to his practice.

The Legal 500 analyzes the strengths of law firms across the world, basing its rankings on feedback from 300,000 clients worldwide and a team of researchers.

FFor the 10th year in a row, DLA Piper ranked among the best law firms for women by Working Mother. Specifically, DLA Piper ranked highly for hiring and retaining women, providing flexible working arrangements and promoting the advancement of women in law.

“It is our responsibility as a firm to ensure that our leadership pipeline is made up of a diverse group of lawyers who are well equipped to face the challenges of helping lead a global law firm, and programs like DLA Piper’s Leadership Alliance for Women (LAW) are a crucial factor in our ability to meet that goal. These initiatives and policies promote a more inclusive firm culture, allowing us to better serve our clients across all industries,” said Jackie Park, co-US managing partner of DLA Piper.

LAW focuses on helping women attorneys through networking, leadership skill development, and business development opportunities.

Copyright ©2021 National Law Forum, LLC

For more articles on the legal industry, visit the NLRLaw Office Management section.

DOE Announces $8.8 Million In Funding For Algae Technology Innovation Projects

On September 8, 2017, the U.S. Department of Energy (DOE) selected an additional four Productivity Enhanced Algae and Toolkits (PEAK) projects to receive up to $8.8 million.  The projects aim to develop high-impact tools and techniques that will increase the productivity of algae organisms to reduce the costs of producing algal biofuels and bioproducts.  In total, DOE has awarded over $16 million in funding to the initiative.

The project winners include:

  • Colorado School of Mines, in partnership with Global Algae Innovations, Pacific Northwest National Laboratory, and Colorado State University, which will use advanced directed evolution approaches in combination with high-performance, custom-built, solar simulation bioreactors to improve the productivity of robust wild algal strains;
  • University of California, San Diego, which will work with Triton Health and Nutrition, Algenesis Materials, and Global Algae Innovations on the development of genetic tools, high-throughput screening methods, and breeding strategies for green algae and cyanobacteria, targeting robust production strains;
  • University of Toledo, in partnership with Montana State University and the University of North Carolina, which will cultivate microalgae in high-salinity and high-alkalinity media to achieve productivities without needing to add concentrated carbon dioxide, and deliver molecular toolkits, including metabolic modeling combined with targeted genome editing; and
  • Lawrence Livermore National Laboratory, which will ecologically engineer algae to encourage growth of bacteria that efficiently remineralize dissolved organic matter to improve carbon dioxide uptake and simultaneously remove excess oxygen.
This post was written by  Kathleen M. Roberts of Bergeson & Campbell, P.C. ©2017
For more Environmental & Energy legal analysis go to The National Law Review

U.S. Airways Vs. Sabre: 3 Ways To Prove Healthy Market Competition

Airplane, Sky, U.S. AirwaysAt the heart of any antitrust suit lies the intent to foster healthy competition in the market. But what, exactly, does healthy competition foster? Lower prices, sure. But, more importantly, better products, better services, and more innovative ways to provide them, as well as fair negotiations among vendors.

Successful defense of an antitrust suit starts with proof of healthy competition. A recent battle of the experts in the $134M trial between airline giant, U.S. Airways (recently merged with American Airways), and Sabre Holdings Corp., a trip-planning conglomerate, offered three indicators to successfully prove healthy market competition:

Innovation

In the trial, U.S. Airways claimed Sabre—as part of a conspiracy to increase airfares and damage U.S. Airway’s position in the market—forced it into an unfair, anti-competitive contract in 2006. At the time Sabre, which boasted a large share of the trip-booking market, served as one of the primary sources of airfare data for a massive network of travel agents responsible for a significant portion of U.S. Airways bookings. In the suit, U.S. Airways claimed it had no choice but to contract with Sabre in order to maintain access to this large travel agent network. Sabre’s expert, however, University of Chicago economics professor Kevin Murphy, pointed to U.S. Airway’s plea as the exact type of reasoning that is detrimental to the market, i.e., lack of innovation.

According to Murphy, U.S. Airways could have researched, planned and implemented the creation of a new technical platform, a “bridge” Murphy called it, to the numerous travel agents that would have alleviated the need to utilize Sabre’s connection. In other words, there was opportunity to innovate had U.S. Airways found the cost of the project in conjunction with the end result—which would have alleviated the need to partner with Sabre—more valuable than the contract with Sabre. Motive and opportunity to innovate around stagnant models is a sign of healthy market competition. In addition, the “threat” of creating a new model, as Murphy put it, also has value and would have impacted negotiations.

Negotiation

To further his argument that the Sabre-U.S. Airways contract was the result of healthy competition, Murphy also pointed to the stern negotiations U.S. Airways and Sabre entered into prior to execution of the contract. Witnesses at the trial testified that U.S. Airways took very stern negotiating positions before a final value was agreed upon between the parties. Murphy explained this could not have occurred had Sabre truly possessed the type of anticompetitive market power U.S. Airways claimed. If that had been the case, Sabre would have simply named their price and left U.S. Airways powerless to refuse. Fair bartering among vendors for provision of unique, in-demand services is another indicator of healthy market competition.

Valuation

One of the primary points of contention between U.S. Airways’ expert and economist Murphy was Sabre’s “full content” contracts, a requirement by Sabre that air carriers provide access to any and all fares they offer. U.S. Airways’ expert referred to this as a “no discount” constraint. In other words, if the consumer knows the carrier has previously priced a flight at $200, that prevents the carrier from now telling the consumer—with a straight face, at least—that the true value of the flight is $300 but will be generously offered at a discount for only $200. Full disclosure, according to U.S. Airways, limits the carrier’s ability to alter pricing to suit demand. Murphy, however, explained “full content” actually increases competition because it drives prices down. If consumers have all options available at the time of booking, they will often choose the lowest priced option that suits their need. This is the cornerstone of competition. Full disclosure allows for unfettered comparison shopping and enables the consumer to value all options according to personal preference and necessity. If certain options (which are often not simply the lowest-priced) begin to advance, this spawns innovation among market competitors to match consumer desire and the cycle begins anew: innovation, negotiation, valuation.

© Copyright 2002-2017 IMS ExpertServices, All Rights Reserved.

Spearheading Technological Change and Innovation: The Role of the Legal Marketer

Technology is changing the landscape of the legal worldLaw firm technology client service, and making it possible for law firms to achieve new heights in terms of client service, transparency, and making smart, data driven choices.  Roland Vogl, Executive Director of Stanford Program in Law, Science and Technology (LST), will be the keynote speaker at the LMA Technology Conference in San Francisco in October.

Vogl says, “Currently, technology is coming to the law from all sides.  It’s making the law more efficient for all stakeholders, it’s giving lawyers a better understanding of what’s relevant for a particular case, and they can use new technologies to be more empirical and data-driven about their decision making.  It gives lawyers a way to make internal processes more efficient, and deliver their services to their clients more efficiently.”  There is a lot of potential with technology in the law, however, the road is not sunshine and roses.  Significant challenges must be faced down to reap the rewards of technology in law firms, and Vogl believes legal marketing professionals are uniquely positioned to advocate and strategize for the appropriate technologies for their law firms.

He elaborates, “It’s challenging for law firms to figure out what technologies to embrace. Firms need to determine what they need, what their clients need, and how to use technology to add value in the most efficient way.”  Many attorneys are not interested in solving this problem, as Vogl points out: “Lawyers don’t really want to run businesses, they want to practice law. The best way to package or bundle or make their legal expertise available and accessible to create a data informed work product is not a lawyer’s priority.”

Vogl thinks that Legal Marketers are the ones who can help bring firms up to date technologically. Legal marketers, according to Vogl, are the “internal evangelizers of the firm.”  He says, “The legal marketer works as a liaison between the client and the law firm, and knows what the client expects.  Legal marketers can help identify which technologies law firms should use based on their knowledge of  what clients want.”  Additionally, legal marketers can serve as “tech scouts” in order to keep the lawyers in the firm aware of how the industry is changing.  Vogl says, “Marketers can keep the lawyers in the firm informed about how the practice is changing and how technology is driving that change, and what the law firm can do, adjustments the law firm can make to try and modernize their practice.”  Finally, part of the job of a legal marketer is to differentiate the firm from other firms.  One way firms can define themselves is on how they use technology.  Vogl says, “a way to differentiate to the outside world is whether a firm is a modern firm that uses modern project management tools.”

Making these changes can be an intense process, because in many instances firms are not only adopting new technologies, but also new work procedures.  Vogl says, “The partnership structure makes it very hard to embrace new technologies and new business models and work processes.”

In some ways, creating the environment that’s conducive to change is like nurturing a grassroots movement; it can take time to win hearts and minds in the notoriously conservative law firm environment.  To take on this challenge Vogl suggests a team committed to change.  He says, “It’s important to create a task force, a group of lawyers who see the importance of change–working in conjunction with the marketers–to create a catalyst for change and facilitate conversations within the firm.”  In many ways, the need for change is a constant conversation where early adopters need to campaign and get other members of the firm to see the wisdom of their view.  Vogl says, “you have to bring other lawyers along to get critical mass to push the changes through.”

Another way to pursue change, once the firm leadership is on board, is to use the firm’s structure by practice group as an advantage.  Vogl suggests having individual practice groups adopt new technologies and procedures first to demonstrate their benefits. Firm-wide change is difficult, so starting with one practice group can make the change more palatable. Vogl says, “To create firm-wide change, you need to market the change internally to the firm.  Do events, create materials, educate the rest of the firm about how it works, and how it has worked for early adopters, and celebrate successes.”  A final piece of the puzzle for the marketer comes after the change has been implemented.  Once the firm has made the changes and is delivering what the client wants, Vogl suggests the marketer “project those changes to the outside world to make a compelling story for other, prospective clients.”

Even though the road towards embracing technology is convoluted, and there are many challenges ahead, the potential is exciting.  Vogl suggests firms and marketers “Think big, but start small” as they advocate for change in their law firms.

Copyright ©2016 National Law Forum, LLC

One week until the LMA P3 Conference, June 12-13 in Chicago

The National Law Review is pleased to bring you information about the LMA P3 Conference to be held in Chicago June 12-13, 2014.

LMA_P3_WB250x250_Frame2

 

When

Thursday – Friday, June 12-13, 2014

Where

Hyatt Chicago Magnificent Mile
633 N. Saint Clair St.
Chicago, IL 60611

Dig deeper into project management, pricing and process improvement.

The 2013 LMA P3 Conference set the bar high with fantastic breakout sessions, partner presentations and networking opportunities, but this year’s conference looks even more promising.

Join us for P3 – The Practice Innovation Conference, where pricing, project management, and practice innovation experts will discuss the use of various tactics to explore solutions to real issues face by law firms today.

This execution-focused conference will have attendees roll up their sleeves and collectively work out solutions. Click here to view the full conference schedule.

There is still time to register! Register now!

2 more weeks until LMA P3 – Practice Innovation Conference, June 12-13, Chicago, IL

The National Law Review is pleased to bring you information about the LMA P3 Conference to be held in Chicago June 12-13, 2014.

LMA_P3_WB250x250_Frame2

 

When

Thursday – Friday, June 12-13, 2014

Where

Hyatt Chicago Magnificent Mile
633 N. Saint Clair St.
Chicago, IL 60611

Dig deeper into project management, pricing and process improvement.

The 2013 LMA P3 Conference set the bar high with fantastic breakout sessions, partner presentations and networking opportunities, but this year’s conference looks even more promising.

Join us for P3 – The Practice Innovation Conference, where pricing, project management, and practice innovation experts will discuss the use of various tactics to explore solutions to real issues face by law firms today.

This execution-focused conference will have attendees roll up their sleeves and collectively work out solutions. Click here to view the full conference schedule.

There is still time to register! Register now!

LMA P3 Conference – The Practice Innovation Conference, June 12-13, Chicago, IL

The National Law Review is pleased to bring you information about the LMA P3 Conference to be held in Chicago June 12-13, 2014.

LMA_P3_WB250x250_Frame2

 

When

Thursday – Friday, June 12-13, 2014

Where

Hyatt Chicago Magnificent Mile
633 N. Saint Clair St.
Chicago, IL 60611

Dig deeper into project management, pricing and process improvement.

The 2013 LMA P3 Conference set the bar high with fantastic breakout sessions, partner presentations and networking opportunities, but this year’s conference looks even more promising.

Join us for P3 – The Practice Innovation Conference, where pricing, project management, and practice innovation experts will discuss the use of various tactics to explore solutions to real issues face by law firms today.

This execution-focused conference will have attendees roll up their sleeves and collectively work out solutions. Click here to view the full conference schedule.

There is still time to register! Register now!

The Top Ten Things You Should Know About The Innovation Act of 2013 (For Now)

Andrews Kurth

 

Companies that find themselves either defending against patent infringement lawsuits or enforcing their own patent infringement claims should pay close attention to the Innovation Act of 2013 (H.R. 2639). The Innovation Act (“the Act”), which was introduced by Representative Bob Goodlatte (R-VA), made it out of committee and has now been passed by the House, is aimed squarely at non-practicing entities (“NPEs”), i.e., companies that own patents but that do not sell any products or provide any services themselves. While NPEs may be the primary target, the Innovation Act, if passed, will impact all patent litigation, not just NPE efforts. Likewise, while primarily having a potentially negative impact on plaintiffs, the Act will also have potentially negative impacts on defendants. With bipartisan support and the backing of the White House, the Innovation Act may be the first such legislation to pass.

The Innovation Act makes numerous amendments to Title 35, the section of U.S. Code embodying U.S. patent law. These changes include introducing a discovery delay and other discovery changes, fee shifting, customer suit staying and party-of-interest transparency, heightening pleading requirements and expanding post-grant review. If nothing else, NPEs and their targets should know the following about these changes and the Innovation Act:

Discovery: Perhaps the most expensive and intrusive aspect of any U.S. patent litigation is the discovery process. Indeed, the expense and process of discovery is often the most effective tool used by plaintiffs to bring defendants to settlement, as the process can begin early in the case before any substantial determinations regarding the merits are decided. As a result, defendants are often forced to spend up to hundreds of thousands of dollars going through the discovery process before having any idea whether infringement is a substantial risk or not. The Innovation Act significantly neuters this tool and makes other significant changes to discovery in patent cases:

1. The Act limits discovery to only matters relevant to interpreting the claims until such time as the claims are actually interpreted. Claim interpretation is often dispositive of the merits of the case. Consequently, defendants would be able to dispose of frivolous cases before the expensive discovery process or make settlement decisions more fully informed of the risks; and

2. The Act seeks to better balance discovery costs between the parties, ordering the Judiciary Conference to address the presumably unfair burden placed on defendants and place a higher burden of costs on plaintiffs.

Fee Shifting: Another area in which U.S. patent litigation, indeed U.S. litigation as a whole, differs from foreign litigation is that, except in extreme cases, each party bears its own litigation costs. Currently, NPEs often file suit against multiple defendants. Each defendant is often offered a settlement for an amount much less than that defendant’s anticipated litigation costs. As defendants settle, the settlement price typically is increased for other defendants, further encouraging early settlement. Consequently, many defendants that otherwise believe they have a strong non-infringement case will settle because the cost of achieving victory is substantially higher than settling. This strategy would not work in most foreign countries since, in those countries, the losing party pays the winning party’s fees and costs. The Innovation Act would align U.S. patent litigation with this practice and eliminate the strategy of leveraging high litigation costs for early settlement.

3. In other words, under the Act the Court can force the losing party to pay the winning party’s attorney fees and costs. If passed, this would have a dramatic effect on patent litigation defendants’ decision making process and the typical enforcement strategy of many NPEs. By allowing Courts to shift the litigation costs to the losing side, defendants may be significantly motivated to litigate when they have a strong case even if the price of settlement is relatively low. Combined with the discovery delay described above, defendants will have considerable incentive to remain in the case at least through claim interpretation and to fight infringement claims if the claim interpretation is favorable…

4. …but, by allowing Courts to shift litigation costs to the losing side, defendants’ potential exposure may also be much higher. If the defendant ultimately loses a case, the Court presumably could order them to pay the plaintiff’s litigation costs, particularly if it was apparent that they should have settled. Consequently, the Act’s changes will necessitate defendants making smart decisions about their risk exposure. Fortunately, the discovery delay will enable defendants to economically make more effective decisions by delaying significant discovery costs until after claim interpretation.

5. The Act’s fee-shifting provisions also allows for the limited joinder of parties (such as those covered by transparency provisions described below) to satisfy the award of litigation costs. In principle, this provision could be used against defendants as well as plaintiffs.

The other changes mentioned above may also cast a chill on the NPE business and other patent plaintiffs.

Customer Suit Staying

6. The Innovation Act requires the staying of patent lawsuits against a defendant’s customer. Plaintiffs often sue a defendant’s customers in order to pressure the defendant into settling, often on terms less favorable than the defendant’s actual liability would dictate. Under the Act, an action against a customer may be stayed if the customer agrees to be bound by the results of a suit against the manufacturer. Consequently, customer suit staying takes away another pressure point for plaintiffs.

Post-Grant Review Expansion

7. The Innovation Act expands the post-grant review available against covered business methods (“CBMs”), making CBM review a more effective tool to fight back against patent lawsuits. Specifically, the Act makes the CBM review program permanent and codifies the broad interpretation of what is a CBM.

Heightened Pleading Requirements

8. Currently, many plaintiffs merely name the patents infringed and, in some cases, the products or services infringing. Heightened pleading requirements require more detailed initial pleading by plaintiffs, including greater details describing how a defendant’s products or services infringe the asserted patent claims.

Party-of-Interest Transparency

9. The actual parties of interest are often not discernible from patent complaints. Many NPEs are shell companies that serve the purpose of hiding the actual party asserting the patent. The Innovation Act requires detailed descriptions of the plaintiff’s business and identification of the real party or parties-of-interest behind the asserting plaintiff. Such transparency makes next to impossible for plaintiff’s to hide their true identity and may impact litigation strategies currently used by NPEs and other plaintiffs.

10. Additionally, the party-of-interest transparency provisions of the Act also permit possible joinder of the real party or parties-of-interest behind the asserting plaintiff. This provision gives real teeth to the Fee Shifting provisions of the Act as it may prevent a real party-of-interest from hiding behind a shell company with limited or no resources and avoiding the consequences of the Fee Shifting provisions.

Keep in mind that the Innovation Act will not just affect the Act’s main target, NPEs. Indeed, the Innovation Act has the potential to affect others. Defendants that choose to fight a patent lawsuit rather than settle could find themselves on the losing end of the fee-shifting provisions. Also, the Act may encourage a delay in sharing sales numbers until after claim interpretation, with the result that defendants that may have previously settled for reasonable amounts may find themselves paying much higher amounts if the claim interpretation goes poorly. On a different front, the amounts NPEs and others are willing to pay for patents may be reduced because of the greater risks and costs involved in enforcement. This could reduce the market for patents that provide additional sources of revenue for many patent owners. This in turn could reduce the overall value of patents, the amount companies are willing to spend on patenting and result in an overall chilling effect on research and development and ultimately innovation. As the Innovation Act evolves through the legislative process, some or all of the points above may vary, but the clear direction of the Act, the limitation of patent litigation by NPEs, will remain.

Article by:

Sean S. Wooden

Of:

Andrews Kurth LLP