A new relationship with in-house

Members of the inaugural WIPR Global In-House Elite find that strong business partnerships, curiosity, and trust are driving the value they offer, reports Baron Armah-Kwantreng, WIPR Rankings editor.

This year’s launch of the WIPR Global In-House Elite marks a deliberate outreach to the in-house counsel community, turning the spotlight around from private practice onto IP leaders within corporations.

For years, in-house counsel have been referees for ranking their private practice colleagues. But by researching the world’s best in-house IP counsel, WIPR is showcasing the wealth of talent among the in-house community itself.

Subscribers to WIPR will have noticed an increase in in-house content over the last year. Says Tom Phillips, group editor of WIPR and LSIPR: In-house lawyers are “experts in the art of wielding ‘it depends’ in reply to demands from department heads—or even the CEO—while admirably trying to keep the brand on the right side of the law.

This is a role that asks many things of those who choose to go ‘in-house’. “We have a long history of reporting on the skills, successes and concerns of this community. We are now looking for the most respected global players in the game.”

Attendees at WIPR events will be used to marquee in-house names chairing topical panels and being fellow guests at LSPN Spring in Boston and at WIPR Summit in Chicago, among other events.

Members of the inaugural Global In-House Elite shared their perspectives on the project, their roles, and their changing relationship with internal and external colleagues.

WIPR: What do you believe are the main challenges to managing IP at a large and diverse company?

Alexandre Gauthier, director of intellectual property, patent agent, Soucy: One of the main challenges comes from the decentralised structure of the Soucy Group, where each of the 13 business units is independent and autonomous. In addition to collaborating to design, manufacture, and assemble the various components of our track systems, which are recognised as among the highest performing in the industry, each unit has its own business model, expertise, and proprietary products.

In this context, I feel like I’m serving several companies and clients from the same position, which is motivating and diverse, but also presents its share of challenges when it comes to orchestrating everyone to develop a culture of innovation aligned with best practices in IP asset management to support our business goals and maximise our commercial value. This is my mission, and it requires daily motivation, dedication, and perseverance.

John Zevitas, vice president of group & managing legal counsel, T. Price Rowe: At a large and diverse organisation like T. Rowe Price, one of the central challenges in managing intellectual property is ensuring that innovation is identified and captured as it occurs.

We leverage technology and data to generate meaningful insights and value for clients, which naturally gives rise to valuable intellectual property across the enterprise.

The challenge lies not only in having the right tools and protections in place, but in integrating IP “by design” into day to-day business processes. While formal policies and governance provide an important foundation, effective IP management is ultimately driven by strong business partnerships, education, and alignment.

My team is fortunate to work with engaged business leaders who understand the role intellectual property plays in protecting innovation and enabling long-term value creation.

WIPR: What has been the focus of your work as an in-house counsel?

Nicola Borthwick, director global IP enforcement, Sony Interactive Entertainment: I set up a China enforcement programme focused on strategic litigation design and validation at another global company before my current role. I then joined Sony, where the new general counsel Stephanie Burns had a strategy to globalise IP enforcement.

Drawing on my previous experience, for three years I worked with two previous heads of IP enforcement and I am now the head of IP enforcement. As part of that journey I brought on board anti-counterfeiting activities at source in China. Not just raids, but rolling out strategic litigation design and validations, the whole package, including finding sources.

This meant finding and building a working relationship with reliable external counsel. Counsel who are comfortable with me going through every bit of the process with them; who are happy to engage in debate and be challenged and be pushed; and who will come back in a way that makes us all better lawyers.

WIPR: What is key to maintaining positive liaison for the in-house IP team with your business colleagues and with external legal counsel?

Gauthier: Being in-house comes with the role of liaison between the company’s technical and management teams and the external specialists we work with. In the first case, it’s important to listen to needs, be available, and understand the issues at stake.

Since IP is generally a little-known field, it’s necessary to take the time to explain, simplify, and illustrate the various concepts involved to ensure that stakeholders have all the information they need to make informed decisions. In the second case, transparent communication is crucial.

As a representative of Soucy’s interests, I want clear and objective opinions from the specialists we consult. In both cases, a key common element is trust. This is truly what ensures a lasting and effective collaboration.

Zevitas: An effective in-house IP team must operate in dual roles: as trusted legal advisors and as strategic business partners. Maintaining strong, positive relationships—with both business colleagues and external counsel—depends on sustained intellectual curiosity and a genuine commitment to understanding the industry, the business, and its evolving priorities.

By engaging proactively rather than reactively, we are better positioned to anticipate questions, align expectations, and integrate IP considerations seamlessly into decision making. This approach not only builds credibility and trust, but also drives greater efficiency and better outcomes for the organisation as a whole.

WIPR: How can WIPR best maintain and develop the business relevance of the Global In-House Elite list in future years?

Gauthier: I believe that publishing the list is already a fantastic initiative to promote in-house practice and highlight the work practitioners do. It seems to me that the list will also foster connections among us, in-house professionals, and highlight the added value of having an in-house team for companies hesitant to make the leap as well.

In this sense, I think any initiative aimed at encouraging the sharing of advice or opinions from the nominees, like this article, would be welcome.

Zevitas: To maintain and strengthen the business relevance of the list, it is important to continue shifting the narrative around intellectual property from a purely defensive or administrative function to a strategic business enabler.

Organisations increasingly benefit when they invest in proactive, commercially-minded IP teams that help advance core business priorities rather than simply manage portfolios. By highlighting concrete examples where in-house IP leaders drive value—through innovation, risk anticipation, and business partnership—WIPR can underscore the evolving role of intellectual property within the enterprise and further enhance the relevance and impact of the Global In-House Elite recognition in future years.

Visit the list at: worldipreview.com/ global-in-house-elite-2026