More and more businesses are facing change on multiple fronts – with that comes disruption, but also opportunity. Which is possibly why we’ve always been happy to embrace change. The opportunities it creates intrigue and fascinate us – because it’s those opportunities which enable us to help our clients succeed.

It’s the challenge of change we like. When you really know your stuff, when you are out-and-out experts, then using that expertise to think differently, to see round corners and to find better solutions is what makes being an expert fun.

For a while now – in fact, before anyone else – we looked at our clients’ legal issues in the context of their sector. Our sector-based approach means we can advise our clients, not just comprehensively, but also commercially. We can give the best advice to help them to tackle the issues they’re facing today, and help them prepare for the ones that they will face tomorrow. Disruption has become a business norm, and for our clients it’s not a question of “Is change happening?” – it’s “How quickly, and across how many areas?”. 

One of the things that enables us to think differently is our culture. We have a great culture and, time and time again, it’s acknowledged as being outstanding. And what’s great about that is it brings and keeps the best people working for us – plus, it attracts innovative and approachable clients, who think like us. Our culture is fundamental to our success. So we cherish and protect it, we live by our values and reward the behaviours that support them. And our clients value this as much as our people. For us, stuffy stereotypes and fussy formality have been left in the past – where they belong. We push forward because we don’t have time for rigid hierarchies and inflated egos, but we make time for energy and ambition. And let’s not forget a big part of being the law firm of the future is reflecting the changing world around us. So we’re committed to welcoming diversity, promoting innovation and celebrating success.

Germany?page=0&service=6453 Latest Articles

Life Sciences and Healthcare

Licences in Insolvency: German Law, the New EU Directive, and What Licensors and Licensees Must Do Now

Germany's long-standing failure to legislate on the treatment of licences in insolvency is not merely a technical legal problem. It is a competitive disadvantage felt most acutely in the pharma and biotech sectors, where licence agreements sit at the heart of how patented compounds, platform technologies, and clinical-stage assets are commercialised. Uncertainty around a licensed IP position feeds directly into investment decisions, deal valuations, and the willingness of counterparties to engage with German entities at all. The adoption of Directive (EU) 2026/799 of the European Parliament and of the Council of 30 March 2026 on the harmonisation of certain aspects of insolvency law (the "Directive" or "Insolvency Directive") has changed the landscape – at least in part. The Directive entered into force on 21 April 2026, and Member States have until 22 January 2029 to transpose it into national law. For Germany, that transposition window is the first realistic legislative opening since 2012 to address the structural deficiencies of the Insolvenzordnung (InsO) as they apply to intellectual property licences.Both licensors and licensees who hold material IP positions governed by German law should take an active interest in the Directive as it resolves some of the risk, however, only partially. In the meantime, the existing legal framework continues to generate risks that are manageable through careful contractual and structural planning.
28/10/2026
Read time 8m

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