Onboard the AI train
In-house and private practice lawyers weighed in on how IP practices can ‘future-proof’ themselves in a tech-driven IP world during a panel session at the INTA Annual Meeting on Sunday, May 3.
Michael Woods, senior IP paralegal at Celsius Holdings in the US, noted that legal departments are in a ‘build v buy’ state, which means while there are a lot of innovative ideas out there, they also come with challenges.
He noted that while large legal departments can invest the time and money to build and maintain in-house artificial intelligence (AI) tools, smaller departments need to rely on third-party tools. However, those tools that could effectively help IP lawyers don’t yet exist, he added.
For instance, he noted that lawyers assess “likelihood of confusion” through experience built over years, but “AI doesn’t have that legal nuance".
However, he believes that AI will get there and develop that "gut feeling" in the years to come.
According to Woods, for law firms, that means companies will handle much of the legal work in-house, and firms won’t be able to do “line billing” anymore.
He noted that in the future, clients wouldn’t want to work with law firms that want to raise invoices for every small thing, adding: “Strategic partnerships with law firms are where we want to go.”
Azhar Sadique, CEO of Aittorney in the UK, added that lawyers need to divide their work into two boxes.
Highlighting that lawyers provide both strategic advice as well as admin work, he noted: “We can no longer charge for the admin work [because of AI]”.
He said lawyers need to realise what they really provide and what they are charging for.
He noted that while lawyers already have the knowledge from years of experience and can offer unique strategies, they need a way to protect that value and not give it away to open AI models.
But for incoming young lawyers, he noted that law firms will need to create new roles, considering how AI is changing the profession.
Helene Nicora, trainer in behavioural neuroscience at MH Formations in Belgium, noted that law firms are reaching a plateau where there won’t be a big difference between those who are just somewhat savvy in AI and those who are very skilled in the technology.
“The difference will be in how we position ourselves,” she said.
She added: “If AI is saving time, we need to reclaim that time and find out how we can use it to our advantage.
“The value will shift to high-level judgments and neuro empathy. What’s going to make a difference is how you talk to a client and understand their issues – the human connection.”
“Soft skills are going to be the hardest asset in the coming years,” she concluded.
Future leadership
In another panel session, three generations of IP leaders weighed in on why ‘developing future leadership is a two-way street'.
Andrea Anderson, partner at Holland & Hart in the US, shared how she approaches leadership development from a Gen X perspective.
She noted that a model under which a senior partner hands down a strategy at a meeting and the team merely executes that isn’t viable, adding: “Two-way street means everyone in the team takes ownership regardless of their title”.
She added that her firm endeavours to foster a space where every person in the team knows their ideas are valued.
“We give them agency and autonomy, and our team members develop ownership. It is a virtuous cycle.”
Russell Jacobs, director and managing corporate counsel at Starbucks in the US, said his way of leading as a millennial is setting very clear expectations for his team and defining what success looks like.
“It helps them set themselves up for success. However, it’s important to know when to lean in and provide guidance and when to step back.”
He advised that when providing feedback to team members, a leader must share at least five or six positives for each negative, as receiving negative feedback can be amplifying for the recipient.
Jacobs added that he holds direct conversations with his team members about how he guides them, including what worked well and what he could have done differently.
However, he added that picking up on non-verbal “cues” and working on those are also important.
Felipe Stalman, AI specialist at branding agency Totem Branding in Spain, who brought the Gen Z perspective to the table, highlighted that all generations have their challenges.
Younger generations often have ideas that are not always viable, while older generations are often stuck in doing things in the way they have always done.
“The idea is not to eliminate differences but to work and make decisions together.”
Question of the day
Each day, our team will be meeting attendees, asking different questions about how they handle the Annual Meeting.
Today, Sunday, May 3, we asked how events such as INTA help with business development, and how lawyers make the most out of their meetings.
“All human life is here!” proclaims Chris Morris, partner at Haseltine Lake Kempner in the UK.
“In a profession where relationships are critical, the opportunity to meet with your referral network and potential network is invaluable."
Laura Alonso, partner at ECIJA in Spain, says events like INTA are “much more than just showing up and being seen”.
“For us, they're a real opportunity to connect with clients, industry leaders, and peers in a way that goes beyond the usual day-to-day work. You get to have those ‘bigger-picture’ conversations”.
As for getting the most out of your meetings, Alonso recommends doing your homework and “being intentional about it”.
“Know what matters to each client, think about where you can genuinely add value, and try to approach conversations from a business angle, not just a legal one,” she recommends.
“At the end of the day, it's not about how many meetings you squeeze in – it’s about the quality of those conversations and whether they lead to real, lasting relationships.”
Aparna Watal, partner at Halfords IP in Australia, says: “What I love about INTA is that it does everything at once: you're learning, you're catching up with people you've collaborated with all year but not met yet or seen lately, and somehow you leave with new relationships you didn't expect.
“It's one of those events where the agenda and the in-between moments are equally valuable. My tip is to be open, be curious, be useful, and be kind. Don’t spend the whole time talking about yourself. The follow-up afterwards is where the real value usually begins.”
Morris at Haseltine Lake Kempner further notes that planning is essential.
“INTA is huge and (particularly in London) very spread out. At smaller conferences, you can, to an extent, rely on spotting someone on the attendee list and running into them. With INTA, it’s hard enough to find someone you have arranged to meet.
“What sort of a meeting is it going to be? If it’s a lengthy catch-up, maybe don’t schedule it in the hotel bar at 5pm. Mix it up; it’s hard to be fresh and on form if it’s your 8th half-hour meeting in a row at ‘Meeting Point 1’. And leave enough time: if you’re late, the whole meeting is on the back foot.
“Finally, take a break. Go for a walk (or a lie down!). It’s easy to feel guilty if you have a ‘gap’, but better to be refreshed and ready for your next meeting than glazing over and completely missing the question a new contact has just asked you. There are no prizes for the most meetings (though INTA may have a ribbon).”
Juan Pablo Silva, founder of Silva in Chile, has been attending INTA for almost 35 years.
“In my opinion, it is critical to be part of these meetings,” he says.
“The only way to grow, connect internationally, learn and start playing in the big leagues is being part of associations like this one. The way to get more benefit is by preparing meetings in advance.”
He adds: “Another tip is not to become crazy about meeting in-house counsel, which is the typical mistake that we commit. Be friendly with everyone, no matter where that person is coming from or how big his or her law firm is. That is the best way to network and grow in the future.”
The INTA Annual Meeting runs from May 2 to May 6 at Excel, London.
