Paul Adams is the Chairman and CEO of EverEdge IP, a global strategic consultancy specialising in intellectual property.
Since embarking upon his technology commercialisation career in the late 1990s, Paul has worked with some of the world’s leading technology companies.
Before founding EverEdge IP in 2003, Paul served as Intellectual Property Manager for Brunswick New Technologies (formerly Navman). As one of the world's leading manufacturers of GPS technology and consumer electronics devices, Brunswick New Technologies’ revenues exceeded US$500 million. During this time Paul was responsible for a multi–million dollar intellectual property portfolio and budget and he managed the intellectual property outputs of more than 500 engineers and scientists.
Other career highlights include developing and managing The Icehouse Incubator, the University of Auckland's technology incubator. He developed the incubator from an empty warehouse to hold 15 high technology companies. The Icehouse incubator has been named by Forbes Magazine as one of the top 10 technology incubators in the world and was the only incubator to make the list from outside the United States.
Paul has also worked in Silicon Valley, where he co-founded a technology start-up company and raised venture and development capital.
Paul has three times been named as one of the top intellectual property strategists in the world by IAM Magazine, the world’s premier intellectual property magazine. This is an unranked list of the world’s top intellectual property strategists based on client and peer practitioner feedback. In March 2012 he led EverEdge IP to win the New Zealand International Business Award for Best Commercialisation of Intellectual Property and in September 2012 he was awarded the “Global IP Leader” Prize at the Intellectual Property Focus Forum in Shanghai, China.
Paul holds degrees in Law (Honours) specialising in software licensing law and Arts (major: Economics and History) from the University of Auckland. He is a past Member of the New Zealand Government’s Advisory Board to the National Network of Commercialisation Centres. He currently sits on the Board of Lewis Holdings Ltd (a NZ$350M investment vehicle) and on Advisory Boards to Callaghan Innovation (the New Zealand government’s commercialisation vehicle) and the McDiarmid Institute for Advanced Materials and Nanotechnology. He is a frequent guest speaker at intellectual property and commercialisation international conferences and events.
11:00 The Most Important Assets in Your Organization: What CLO’s Need to Understand about Intellectual Property and Intangible Assets Today
Yet intangible assets and intellectual property remain a challenging area for CLOs today. Patents and trademark portfolios too often grow out of control, connecting intangible assets to specific business outcomes is challenging and intellectual property monetization is more difficult in practice than theory.
Join two of the world’s top intangible asset strategists as they examine three issues critical to CLO’s and intellectual property today:
- Rationalizing IP spend to improve ROI: Intellectual property spend is notoriously inefficient: the USPTO’s own data shows 97% of patents never make any money. Patent and trademark portfolios frequently become significant and impenetrable cost-centers. Yet intellectual property can also be the “Rembrandt in the attic” that releases significant value. What can CLOs do to effectively rationalize intellectual property spend, improve efficiency and generate returns on historical investments in intellectual property?
- Connecting innovation to bottom line reality: Instinctively we understand that innovation is a critical driver of company performance yet there is no causal relationship between R&D or intellectual property spend and stock price performance. Learn how the CLO plays a critical role in connecting R&D and intangible assets to tangible outcomes: to margins, market share and ultimately stock price.
- Transfer Pricing: Over 60% of all international trade is in intra-company transfer payments, the majority of which are justified by intangible assets (management processes, brand, data, content and patents). Failing budgets are driving national governments to turn their attention to these arrangements. This topic will address what CLOs need to understand about managing intellectual property strategy in a changing transfer pricing environment