You want to get practical legal advice from somebody who’s “been there, done that” a few times already.
I have over 30 years of experience in managing legal risks and in developing business strategies. I’ve worked as in-house general counsel (and corporate secretary) in small enterprises – both nonprofit and private – and have counseled large pharma and large bio. And I was the life sciences patent practice leader in a major international law firm, and also served as the founding technology transfer director for the National Institutes of Health.
Can you get exceptional legal advice from somebody who’s a “virtual” part of your management team?
I have extensive experience as an adviser to senior executives and boards of directors, and I have also served in several senior management positions. Working alongside of your management team as a virtual member means that I get to know you and your objectives and priorities. My inside exposure allows me to deliver “customized” and highly responsive service for my clients’ specific business goals and enterprise strategies.
You want a legal adviser who can predict and deal with evolving business issues.
I teach strategic planning for the Johns Hopkins biotech masters degree program, and I advise pharmaceutical clients about IP strategies through a separate, non-legal consulting practice. So I know how to spot address emerging legal issues before they become urgent business issues.
You aren’t happy with the hourly rates of the typical law firm and also wonder if your legal budget overall can be better managed.
Retaining outside general counsel on a consistent but as-needed basis allows you to manage your legal expenses and is much less expensive than hiring a senior attorney or using a traditional law firm. My retainer and project-based fee arrangements are predictable, and allow me to provide ongoing client support without extra charges for every meeting and phone call. I am able to keep my fees competitive because my overhead is low. And I stretch my clients’ legal budget by keeping work “in-house” to expand their legal competency, while also collaborating with and managing any specialized outside counsel with my “law-firm insider” experience.
You wonder whether a small law firm with lower rates will have credibility with your investors and strategic partners
Absolutely because experience counts. And I use specialized databases and state-of-the-art analytical tools for projects involving patents, technology assessment, licensing, freedom-to-operate and due diligence. Also, my network of smart and committed experts is a resource when external legal and business guidance is helpful to my clients.