Not all careers in law follow a straight line.
Mine began not in a courtroom, but in code. Before I ever earned a law degree, I was working as a patent attorney with a background in electrical and software engineering, along with a degree in finance. I didn’t set out to be a conventional lawyer, and that’s perhaps why I’ve never quite become one.
Today, I work at the frontier of innovation. I advise startups scaling into global markets, multinational corporates navigating disruption, and founders preparing for acquisition. My role is part legal, part technical, and part strategic. It’s also deeply personal and shaped by years of experience across patent drafting, litigation, and commercial deals. I now sit in a space where law, technology, and commercialisation intersect, and where intellectual property becomes more than just protection; it becomes leverage.
This is the story of how I got here and what I’ve learned about building a legal career that doesn’t follow the usual map.
A foundation in both code and law
Like many patent attorneys, I started from the technical side. I earned an honours degree in engineering and entered the world of intellectual property before I even held a law degree. I was drawn to the interplay between invention and commercial value, between what’s possible in theory and what’s viable in practice.
As I progressed through my legal studies and later moved into litigation and commercial advisory, I found myself increasingly fascinated not just with the mechanics of IP, but with the strategy behind it. What made some IP portfolios valuable while others gathered dust? Why were some businesses able to use their patents and trade marks to open new markets and revenue streams, while others found themselves tied up in disputes with little commercial upside?
I had the unusual privilege of seeing both ends of the IP spectrum: the creation of rights on one side, and the consequences (good and bad) on the other. It gave me a panoramic view of how innovation, law, and commercial ambition come together (or sometimes, collide).
Building an IP strategy lens
Over time, this blend of experiences led me down a path I hadn’t seen clearly defined in traditional practice: IP strategy.
This wasn’t just about filing patents or managing trade mark portfolios. It was about aligning protection with commercial outcomes. It meant thinking early about M&A, licensing models, competitive positioning, and even supply chain dynamics. And it required working closely with founders, engineers, executives, and investors in a holistic manner, rather than just with traditional legal teams.
I began working with high-growth startups from their earliest days, some of which are now multi-billion-dollar companies. At the same time, I was fortunate to engage with global innovation teams at companies like Boeing, Microsoft, AT&T, Shell, BHP, and P&G. These experiences taught me how to speak multiple languages: technical, legal, and commercial. More importantly, they revealed that IP, when handled strategically, could become a core asset class and not just a line item on a risk register.
From filing to positioning: a shift in focus
One of the key realisations in this journey was that IP means different things depending on where you’re standing. To an inventor, it’s recognition. To a lawyer, it’s protection. To a business, it’s leverage.
And to a buyer? It’s often the difference between deal or no deal.
As I began doing more M&A advisory, especially sell-side work for tech founders, I saw firsthand how IP positioning could impact valuations, deal terms, and post-acquisition integration. Some of the most impressive technologies I encountered had limited exit options because their IP structures weren’t aligned with their growth or market strategy. Others, with seemingly modest portfolios, commanded significant premiums because their IP fit the business model and future-proofed it.
This reinforced my belief that intellectual property needs to be architected with intent. Not every company needs to file early and often. In some cases, trade secrets or speed-to-market are more valuable. In others, a carefully structured set of filings (spanning jurisdictions, layered with brand protection and licensing pathways) can open doors that would otherwise stay shut.
Working across borders and industries
My work today spans a wide spectrum: advising founders, structuring cross-sector licensing models, helping corporates rethink their IP approach, and supporting acquisitions. I’ve worked across industries—from AI to clean energy, gaming to manufacturing—and across geographies, with clients in Australia, Southeast Asia, the US, Europe, and beyond.
This variety has reinforced a simple truth: innovation doesn’t fit into neat boxes, and neither should legal careers.
Some of the most valuable work I do now wouldn’t have been possible if I’d stayed within a single professional identity. But by integrating legal, technical, and commercial thinking, and staying close to those building the future, I’ve been able to create a practice that’s both fulfilling and future-facing.
The road ahead for IP strategy
We’re living in an era of accelerating change. Quantum computing, synthetic biology, machine learning, and decentralised systems are redefining what’s possible. In this landscape, IP frameworks are being stress-tested, not just by speed, but by complexity.
The challenge for legal professionals is not just to keep up with these changes, but to help shape them. That means moving beyond static models of protection and into dynamic models of value creation. It means helping clients build IP that scales, adapts, and integrates with broader commercial and technical objectives.
And it means recognising that IP is not just a legal concern, it’s a strategic one.
A different path for lawyers
For those in the legal profession, especially young lawyers or those early in their careers, I offer this reflection: the skills you’re building are incredibly valuable. But they can be applied in more ways than you might imagine.
You don’t need to leave the law to evolve within it. Whether you’re working in a firm, in-house, or independently, there are opportunities to carve new paths at the intersection of law and innovation. You might find yourself advising on blockchain ecosystems, helping startups secure freedom to operate, or working with corporates to turn dormant IP into monetisable platforms.
The future of legal practice won’t just be defined by better contracts or faster filings. It will be shaped by those who can integrate legal insight with business vision, and who are willing to explore the less-trodden path.
Final thoughts
I didn’t set out to become an IP strategist. I simply followed the work that felt meaningful, where my technical, legal, and commercial experience could converge to create impact.
Along the way, I’ve had the chance to work with brilliant innovators, bold founders, and pioneering corporate teams. And I’ve come to believe that some of the most important legal work happening today isn’t being done in courtrooms—it’s happening in boardrooms, labs, deal rooms, and startups where the future is being built.
If you’re one of those building that future and you want your IP to be a growth enabler, not just a protective shell, then perhaps it’s time to think more strategically.
Because sometimes, the most powerful legal work begins where the usual paths end. If you’d like to connect or discuss innovation and IP strategy over a coffee, feel free to reach out.
