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with a heavy focus on patent litigation. When Bartlitand Beck left Kirkland to form their own firm in 1993,Berten joined them as a partner and continued doingpatent litigation work for the fledgling firm, BartlitBeck Herman Palenchar & Scott. In 1999, Berten leftto focus on patent litigation and formed his own firm,Competition Law Group.Unlike most patent litigators, Berten, 48, is atechnology agnostic; he has tried all types of patent casesacross a range of industries. One can navigate the growthof technological innovation in the U.S. just by reading thelist of matters he has handled over his more than 20-yearcareer, from medical devices, advanced thermal barriercoatings, financial products, vehicle navigation systems,genetic markers, machine vision systems and bar codesystems to cellular-based data entry devices.“When IP lawyers see some of thebest of the best in their professionopting to move outside the traditionallaw firms, it will obviously impact thecareer planning of younger lawyers.”– Joseph Siino, Founder, Ovidian GroupWhile Berten was litigating patent cases, around 2004,he started getting cold calls from clients asking himif he could monetize their patents. At the time, one ofthe biggest tech stories was the patent suit filed by NTP,Inc., a small Virginia-based patent holding company,against Blackberry maker Research in Motion. NTP,which owned approximately 50 U.S. patents, ended upcollecting a $450 million settlement in 2005.The first call Berten got came from a client “out of theblue” asking if he could sell a patent for them.“I thought it could be saleable, but I’ve never done itbefore,” Berten recalled thinking. He successfully soldthe patent and the same client came back asking him tomonetize 400 more patents. By 2008, Berten’s litigationpractice turned into a one-man machine, 80 percentfocused on patent sale and licensing transactions and 20percent on litigation.“I started thinking that there’s a real opportunity fora firm that would be organized as a law firm advisingpeople on how to sell their patents,” he said.But his former partners “just wanted to focus on patentlitigation,” Berten explained. Then he met Steger in 2008while working on a patent sale transaction. At the time,Steger, 42, was the chief IP counsel at Ygomi, a technologycompany that developed 4G wireless software. Like Berten,Steger started his patent career in private practice doingpatent litigation, first with Brinks Hofer Gilson & Lioneand then with Mayer, Brown, Rowe & Maw. As Bertendescribed it was like meeting one’s soul mate.“Steve and I both liked the monetization process andwe felt that there really is no firm out there that combinesselling, licensing and litigation,” he said. “In this spaceyou’re either a non-lawyer broker who negotiates a sale oryou have law firms that would generally focus on litigation.”Berten left Competition Law Group to start Global IPwith Steger. Shortly after, 32-year-old patent attorneyRagnar Olson, who was aformer director of OceanTomo’s patent transactiongroup, joined them. ChicagobasedOcean Tomo, an IPconsulting firm, was the firstto introduce the idea of sellingpatents to the highest bidder.The patent communitygreeted the firm’s first patentauction, held in 2006 at theSan Francisco Ritz-Carlton,with surprise and skepticism.The auction attracted morethan 300 attendees. Thecompany managed to getabout 400 patents in 77 lots,or groups of patents, on theblock; 24 of the lots were reportedly sold. To critics of thepublic auction, the result was tepid at best. But for thebelievers, the auction, which attracted enormous mediacoverage, opened up the IP market to the general publicand presented a novel way of monetizing IP.Berten considers Olson’s experience with OceanTomo “invaluable” and his addition was the last piece tocomplete Berten’s vision of an IP law firm whose lawyersnot only know about patent law but also how to mintmoney out of patents.“He knows a lot of patent buyers and sellers,” Bertenexplained.Global IP could not have timed their market entrybetter. Nortel was selling all its operating businessunits in a bankruptcy auction. Included was a portfolioof approximately 7,000 patents, which created a bigbuzz in the high-tech industry, as it was the first timea portfolio of that size covering such a huge swath ofwireless technology was available for sale. But sellingthe portfolio proved difficult, as Nortel’s in-house legalL A W D R A G O N 28 I s s u e 13