Intellectual property (IP)

Category Manager of IP department

Stamicarbon was formed in 1947 as the licensing center of the Dutch State Mines, and now it is the licensing and IP centre of Maire group. In 2024 Maire holds 2,300 Patents with 170+ families. Before I started working with intellectual property, I had the impression that pretty much everything had been invented already. This is not true; there are always improvements and innovations. Our patent team has multiple colleagues who help in different stages of patent application but we also have patent attorneys who file litigations in case of infringments. Engineers go to our patent team when they think they may have invented something new. This leads to internal development of Innovation pipeline.

Our vendors play a critical role to support our day to day working, including digital tools for patent search to support in patent drafting to patent application and renewals. We apply for patents at EPO for Europe but also other countries locally with the network of suppliers present globally where we must secure the patents.

Managing multi-million euro yearly expenditures with external vendors, I oversee Intellectual Property (IP) as a key strategic category, ensuring its effective procurement, protection, and optimization.

Protecting IP Rights in a Service and Collaboration Agreements

I have actively contributed to multi-national innovation projects with external vendors, working across diverse sectors and institutions. In numerous instances, I have negotiated research collaboration agreements that led to co-ownership of foreground IP. Principles of open innovation, fairness and strategic alignment were key considerations. For example, defining clear scope limitations ensured equitable rights allocation and effective commercialization.

My collaborations span:

Industry & Supply Chain Partnerships – Engaging with research centers, laboratories, and suppliers globally including Germany, Austria, the Netherlands, Italy, UK, Switzerland and other countries to drive cutting-edge advancements and technology integration.
Academic & Fundamental Research Collaborations – Partnering with top-tier fundamental research institutions in Belgium, the Netherlands, and Norway, bridging applied research with real-world application

Strategizing IP Ownership of foreground IP

The process begins with identifying and categorizing all IP assets:

Background IP – Pre-existing knowledge, technologies, or materials.
Foreground IP – Innovations and assets developed through collaboration.

Clearly defining these categories along with domain specialist protects our future. Whether opting for sole or joint ownership, I ensure clarity on commercialization rights, sublicensing, territorial rights, royalties and usage scope. Additionally, licensing agreements—exclusive or non-exclusive—are precisely outlined to align with strategic objectives. A well-structured IP strategy safeguards interests, enhances operational efficiency, and mitigates potential conflicts.

Sometimes a novel solution may not be patentable or we might decide not to patent it (Trade Secret) by implementing Non-Disclosure Agreements (NDAs) to prevent unauthorized use, extending protections beyond project completion to cover employee confidentiality, data security, and return of assets.

Methods to acquiring Patent Rights

There are multiple ways to secure patent rights, depending on the strategy and collaboration model.

Direct acquisition involves purchasing patents from inventors, companies, or during asset liquidation.
Licensing agreements (exclusive or non-exclusive) allow access to patented technology while ownership remains with the original holder.
Joint ownership & research collaborations are common in industry-academic partnerships, ensuring fair IP distribution.
Patent pools & cross-licensing enable companies to share technologies, avoiding legal conflicts.
Technology transfer & open innovation provide structured ways to commercialize patents through universities or controlled agreements.
Mergers, acquisitions, and IP portfolio buyouts are also effective ways to expand patent assets strategically.

One of my earliest patent acquisitions was a direct patent acquisition in 2014, when I negotiated a one-on-one agreement with a retiring professor in Italy*. This was a win-win situation—our organization had the capability to scale the technology, while the professor not only benefited financially but also saw their innovation brought to life in the market.

📌 *Italy’s ‘Professor’s Privilege’ law granted patent ownership to academics instead of universities, unlike in Germany or the U.S., where institutions typically hold and commercialize IP for structured management.

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