In the early 20^th century, Ford Motor Company showed that it was possible to control every aspect of its business internally, even running its own rubber plantations to supply the raw materials for tires. In today’s dynamic, global markets that kind of self-contained organization is impossible to sustain. Companies thrive and grow through “open innovation,” establishing joint ventures and going outside the firm to acquire technologies and businesses. And they rely on long, specialized supply chains. Occasionally they consider hiring a senior executive from a direct competitor. All of these relationships involve taking some level of risk in providing trusted access to the company’s valuable secrets, or in exposing the organization to data contamination just by engaging in confidential discussions.

All of these transactions – from M&A to technology partnerships to licensing – present unique strategic, structural and operational challenges. Jim helps to meet those challenges with invaluable advice and counsel to his clients, whether they are an acquiror wanting to preserve its freedom to operate, or a target that needs to reveal its secrets slowly to conform to risk. Deploying his unique experience as an attorney and business manager, Jim works with clients directly, or as a specialist collaborating with law firms, to define and manage the trade secret risks involved in a wide range of business transactions.