Monetizing IPR Challenges: Is there actually anything wrong with it? An interview with Lee Cheng, Chief Legal Officer and SVP of Corporate Development at Newegg - Part I
It is no secret that Hayman Capital has recently become the source of much controversy in the realm of patent litigation. Hayman Capital, with the help of IP Navigation Group led by CEO Erich Spangenberg, has been making a great deal of money through Intellectual Property Right (IPR) challenges. With so many people focusing on the fact that money is being made, it seems that the conclusion being drawn is that Hayman and Erich are simply up to no good. But is this really the case?
Monetizing Patents and Patent Reform: Why IPR Challenges are a necessary function. An interview with Lee Cheng, Chief Legal Officer and SVP of Corporate Development at Newegg - Part II.
In Part I of the interview, Lee discussed the fundamental reasons why the controversy surrounding the monetization of IPR Challenges by Hayman Capital and Erich Spangenberg, is not fully warranted. In this final portion of the interview, Lee further discusses the need for IPR challenges, the monetization of patents, the need for patent reform in the Pharma industry and Newegg’s priorities for the year.
Third party piece by Managing Intellectual Property. “It has been a bad couple of weeks for hedge fund manager Kyle Bass’s efforts to get pharmaceutical companies’ patents invalidated…”
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Legal IQ: I am sure you would agree that the cost benefit analysis of your patent portfolio is essential in deciding what to patent and what not to patent. Is this the only piece of information that you take into account when making this type of decision? If not, what else would you consider? A Spillman: Thank you, Helen, for this question. This question is actually a very good question. It was a bit irritating in the beginning but I think what it means for me is that the cost benefit analysis is a very powerful way of looking at your patent portfolio. Not in a bookkeeping way, I think that's the important thing to understand, but if you really look at cost and benefit in a very broad sense of the meaning of the words, of course, you look at the agent's price and what the hourly rate is. I think it would also certainly include looking at the processes you are doing; can you take certain things in-house and does it make more sense to do certain things in-house?
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