Baker McKenzie advised ClinChoice Medical Development on the acquisition of CROMSOURCE S.r.l., an ISO-certified, full-service contract research organization with corporate headquarters in Verona, Italy and with operational subsidiaries in the US and seven countries throughout Western and Eastern Europe, along with field-based staff across various locations in Europe and across the US. Founded in 1997, CROMSOURCE has a proven track record of supporting global pharmaceutical, biotechnology and medical device clients with exceptional clinical research and staffing capabilities.

Baker McKenzie assisted ClinChoice with a team led and coordinated by partner Marco Marazzi , assisted by senior associates Daniele Pitrolo, Arianna Ferri and Elisa Impalà , as well as counsel Antonio Lattanzio and associate Guido Pinto for regulatory aspects, and various professionals from seven other jurisdictions.

DLA Piper assisted Cromsource.

Grant Thornton assisted Clinchoice in the accounting/financial and tax aspects.

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Global disputes are becoming more frequent, more complex and more costly as corporations and financial institutions face new and heightened operating risks — including rapid digital transformation, rising expectations and accountability related to sustainability and other ESG matters, supply chain challenges, increasing data and cybersecurity incidents, and growing enforcement efforts and coordination between regulatory authorities across jurisdictions.

Against that backdrop, protecting your business in a global market takes lawyers who can dominate pivotal cases while maintaining broad perspective. Our dispute resolution team comprises battle-tested litigators with deep roots in their home jurisdictions — drawing on the wisdom gained from local training, contacts and cultural understanding to drive your litigation strategy. As part of an integrated global team, we ensure that business objectives aren’t sacrificed to one-off wins, and that your reputation for fair dealing remains intact.

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Flexibility is currency in the new working world. Organizations and employees alike are eager to capitalize on the opportunities offered by technological advancements and shifts in working culture. We are witnessing a significant evolution in the types of work people do, where and how work gets done, as work moves beyond traditional paradigms.

Nine-to-five, bricks and mortar employment models exist within known legal frameworks, but embracing new ways of working means uncertainty — transformative decisions raise legal questions without obvious answers, and the blindspots associated with complex employment, tax, data, cybersecurity, IP and compliance issues can leave organizations vulnerable to challenge by authorities, employees and other stakeholders.

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A challenging global business environment — reshaped by the disruption of the pandemic, challenges to supply chains, the emergence of new transformative digital technologies, changing workforce trends, and soaring inflation and interest rates in some jurisdictions — is increasing business and legal risk around licensing transactions.

Licensing transactions, usually requiring long-term collaboration, even in normal times require a significant degree of confidence in the viability and stability of the business model of both parties. The instability of the global economy has led to a surge in instability at a macro and micro level, and is exposing weakness in businesses that seemed perfectly stable until recently. This is now frequently affecting licensing relationships which find themselves exposed to the ripple effects of the global transformations or, at worst, to the insolvency or restructuring of a party to a license.

For companies already experiencing distress and undertaking insolvency proceedings, creditors may pursue strategies to recover as much of their debt as possible and to protect valuable assets, such as intellectual property. The licensees of insolvent companies may seek to preserve their rights to use licensed intellectual property and licensors may want to ensure royalty payments are collected and optimized. Lastly, opportunistic third parties may find opportunities to bid on and acquire intellectual property assets that wouldn't ordinarily become available. Sales of intellectual property to third parties may have a considerable effect on both licensors and licensees.

Each of these parties will need to understand the unusual rules of intellectual property licenses in insolvency proceedings in order to effectively approach the risks and opportunities posed by this complex landscape. This complexity is enhanced when the intellectual property licenses at issue in an insolvency case cross borders. In some instances, the debtor in an insolvency case may seek to enforce the laws of its home jurisdiction in a foreign country where the counterparty to the license resides or operates, catching the counterparty off-guard. It is therefore critical that businesses involved in these types of transactions understand the insolvency laws and procedures in all affected jurisdictions.

This guide presents answers to some of the most common IP licensing issues arising in insolvency proceedings in key jurisdictions — including notably the United Kingdom, where recent insolvency legislation has introduced significant reforms to the insolvency process and the treatment of intellectual property in such proceedings.

Trademark

Our Global Real Estate Group recently hosted a webinar on current hot topics impacting the global warehousing and logistics market. Lawyers from our real estate and construction team were joined by Marcus de Minckwitz, EMEA head of Industrial and Logistics at Savills, and Michael Smith, president of First Mile Refrigerated Ventures, a US private equity firm investing into cold storage and processing facilities.

The webinar began with a market update from Marcus de Minckwitz (EMEA head, Industrial and Logistics, Savills).

It then moved on to a panel discussion, with Michael Smith (President, First Mile Refrigerated Ventures), Florian Thamm (Partner and Chair, Baker McKenzie's Real Estate Practice Group), Mike Webster (Partner, Construction), and Ben Farnell (Partner, Real Estate and Sustainability).

The discussion covered the following topics:

What are the key differences between logistics and other assets?
What sort of leasing considerations are specific to a logistics project?
Are we seeing an increase in construction projects for warehousing and logistics developments, and has this been accelerated by the Covid-19 pandemic?
What changes are we seeing to the procurement approaches for owners and developers who are developing logistics assets?
What sort of ESG commitments are being embedded into legal documentation for logistics projects?
What are the most popular structures used for logistics transactions in Europe at the moment?
What are typical real estate joint venture structures?

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