Strategic IP Support since 1997
Recent Insights & News
When Anyone Can Build It in an Afternoon, What’s Left to Own?
Something quietly broke this year in one of Silicon Valley’s most-watched classrooms. In Steve Blank’s 2026 Lean LaunchPad at Stanford, every team used AI to spin up working products in hours — and the result wasn’t faster learning. It was faster failure. As Blank put it, the not-so-obvious change was that building products rapidly let…
The $60,000 Business Name: Why a Business Name Search Is Not Enough
Choosing a plainly descriptive business name feels like the safe option. It rarely is. In 2013, a small Melbourne pool servicing company settled on “Pro Pool Services”, checked the ASIC and ABN registers, had its accountant confirm the name was available, and got on with business. This week, in The Pops Group Pty Ltd v…
Who Gets Paid for the Platform? Lessons From a Big Week in AI and Intellectual Property
The most valuable intellectual property in your business is often not the product your customers see — it’s the platform underneath it: the data it learned from, the delivery technology it rides on, the foundational patents everything else is built over. Several developments this past week show what happens when someone owns those foundations, and…
When the Moat Goes Orbital
Ben Thompson’s recent Stratechery analysis is a masterclass in how scale, integration and narrative compound into something competitors can no longer touch. Starlink is profitable not because the satellites are clever, but because SpaceX owns the launch capacity that puts them there. Tesla’s Full Self-Driving isn’t licensed from anyone. The “rack-in-space” thesis Thompson lays out…
Could Your IP Strategy Survive a Wargame?
Most companies now accept that geopolitical risk belongs in corporate strategy, yet very few have ever stress-tested how they would actually respond. McKinsey’s recent article, The art, science, and technology of geopolitical scenario planning, puts numbers on the gap: fewer than a third of organisations rate their geopolitical risk management as mature, a third do…
