In founder-led entertainment and production businesses, intellectual property (IP) often hides its true potential. Most companies focus on the next project, overlooking the fact that IP can generate recurring, scalable income when managed correctly. The real issue isn’t creativity - it’s a lack of financial systems and strategic focus to monetise these assets effectively.

Here’s the truth: IP isn’t just a by-product of your work - it’s a financial engine waiting to be activated. With the right systems, IP can provide predictable cashflow, reduce reliance on one-off projects, and create long-term stability.

This article explores how to:

• Identify and assess the value of your IP.

• Build systems to track, manage, and grow IP revenue streams.

• Avoid common mistakes, like weak contracts or poor financial oversight, that often leave revenue on the table.

If your IP portfolio feels like an untapped resource, this guide provides the clarity and tools to turn it into a reliable income stream.

License Your Intellectual Property: A Wealth-Building Guide

Identifying and Valuing Your IP Assets

Before your intellectual property (IP) can start earning, you need to know exactly what you own and how much it’s worth. Many creative businesses accumulate assets over time - formats, characters, music, scripts, production methods, brand identities - without keeping a clear record of their value. Without this clarity, attempts to monetise these assets often feel like a shot in the dark.

But simply identifying what you have isn’t enough. You also need to determine which assets are ready for licensing, selling, or further investment. For instance, a television production company might own numerous formats, but only a few may have the potential for global success. Similarly, a games studio might discover that its proprietary technology holds more value than the games themselves. A music publisher might be sitting on a back catalogue perfect for synchronisation licensing but hasn’t properly packaged or marketed it. The process begins with creating a clear inventory, followed by a detailed audit to assess each asset’s potential.

Conducting an IP Audit

An IP audit is a systematic way of cataloguing all the assets your business owns or controls. This isn’t about legal compliance - it’s about making smart commercial decisions. The aim is to build a complete inventory that identifies what you have, its origins, who owns it, and the rights attached to it. Without this foundation, decisions around licensing, partnerships, or market expansion are based on guesswork.

Start by grouping your IP into categories such as:

• Copyrights: Scripts, music, videos, written works

• Trademarks: Brand names, logos, taglines

• Patents: Particularly relevant for tech-driven creative businesses

• Formats and concepts: TV formats, game mechanics, production techniques

• Licensing agreements: Existing deals generating royalties or revenue shares

Each category has unique commercial and financial considerations. For example, copyrights often involve fragmented ownership - common in film and television - which can complicate licensing. If ownership isn’t clearly defined, monetisation becomes legally tricky and risky.

Trademarks are often overlooked but play a crucial role in generating revenue. A production company’s name, a character’s identity, or a show’s title can all be trademarked and licensed. Many companies discover, too late, that they’ve been using trademarks for years without registering them, leaving themselves open to infringement or unable to protect exclusivity.

When it comes to formats and concepts, focus on documenting their uniqueness and market validation. Metrics like audience ratings or revenue performance can significantly boost their appeal to potential buyers or partners.

Licensing agreements require separate attention. These represent both current revenue and future obligations. Whether you’ve licensed IP to others or acquired rights from third parties, you need to track details like duration, territory, exclusivity, royalty rates, and renewal options. Losing track of these agreements can lead to missed payments, expired rights, or even breaches of contract.

A centralised register of all your assets - detailing ownership, usage, and revenue potential - should be maintained and updated regularly. With this clear visibility, monetisation shifts from guesswork to a strategic, informed process.

Valuing IP for Commercial Use

Once you’ve identified your assets, the next challenge is determining their worth. Unlike physical assets, IP doesn’t have a straightforward market price. Its value is influenced by factors like market demand, revenue history, competitive positioning, and legal protections. For creative businesses, this is further complicated by the subjective nature of the work - what’s valuable to one buyer may hold little interest for another.

There are three main methods for valuing IP:

• Income-based: This approach ties the value of IP to its expected revenue. For example, a music catalogue generating £50,000 annually could be valued at a 10x multiple, resulting in a value of £500,000.

• Market-based: This method compares your IP to similar assets sold or licensed. However, finding comparable data can be tough, as every piece of IP is unique and market information is often confidential.

• Cost-based: This approach considers the cost of creating the IP. While useful for internal budgeting or valuing proprietary technology, it rarely reflects an asset’s true market potential. For instance, a script might cost £10,000 to write but could be worth millions if it becomes a hit - or nothing if it’s never produced.

For most creative businesses, the income-based approach is the most practical starting point. If an asset already generates revenue, its value can be modelled. For those that don’t, potential revenue can be estimated through market research, comparable deals, or pilot projects. Engaging professional valuation services can strengthen your position when negotiating sales, seeking investment, or entering licensing deals.

Not every asset requires a formal valuation, though. For internal decision-making, rough estimates often suffice. The key is to prioritise assets based on their commercial potential. Ask yourself:

• Which assets have strong market demand?

• Which can be monetised quickly?

• Which need significant investment to generate returns?

A useful framework is to rank your IP portfolio by revenue readiness. Assets already generating income go to the top of the list - they’re proven and can often be scaled or replicated. Those created but not yet monetised sit in the middle - they may need better packaging, pitching, or partnerships. Finally, assets still in development or at the concept stage are at the bottom - they’re speculative and require investment before they can deliver returns. This ranking helps you focus your time and resources on what matters most.

Core Approaches to IP Revenue Generation

Once you've identified and assessed the value of your intellectual property (IP) assets, the next step is figuring out how to transform them into reliable revenue streams. This involves creating income models that fit your business, safeguard ownership, and generate steady cashflow. The best approach depends on the type of assets you hold, your business goals, and how much capacity you have to manage relationships with partners, licensees, or international markets.

Successful IP monetisation often involves combining multiple income streams. For instance, a production company might license formats internationally while also forming co-production partnerships and selling merchandise rights. A games studio could earn royalties from platform distribution while licensing its engine technology to other developers. Similarly, a music publisher might generate income from synchronisation fees, streaming royalties, and licensing deals for the same catalogue. The goal is to build a diverse portfolio of revenue sources that complement each other, reducing over-reliance on any single deal or market. This mix lays the groundwork for the financial systems and management practices discussed later in this guide.

Each revenue approach, however, comes with its own set of requirements. Licensing, for example, demands strong royalty tracking and reporting systems. Partnerships call for clear profit-sharing agreements and collaborative frameworks. International expansion introduces challenges like currency risks, tax considerations, and localisation costs. Preparing for these complexities in advance is critical to avoid costly mistakes and ensure your IP generates sustainable, scalable revenue.

Licensing and Royalty Agreements

Licensing is one of the most common ways to monetise IP, particularly in creative industries. It allows you to keep ownership of your assets while granting others the right to use them in exchange for fees or royalties. This approach generates recurring income without requiring you to invest in production, distribution, or marketing yourself - a cost-efficient way to scale your business.

The terms of a licensing deal determine how much you earn, how long the revenue lasts, and how much control you retain over your IP. Key elements like upfront fees, royalty rates, territorial rights, contract duration, and exclusivity clauses directly impact your cashflow and long-term earnings.

• Upfront licence fees offer immediate cash but may come at the expense of lower ongoing royalties. This can be helpful if you need funds quickly, although it might undervalue your IP if the licensee generates significant revenue later.

• Royalty-based agreements, on the other hand, preserve long-term earning potential but provide no immediate cashflow. The right balance depends on your financial position and the proven success of your asset. For example, a tested and successful format in your home market gives you stronger leverage to negotiate both upfront fees and favourable royalties. For unproven assets, higher royalties tied to performance may be necessary in exchange for lower initial payments.

Royalty rates vary by industry. For instance, television royalties might range from 2–10% of production budgets, while gaming royalties could fall between 10–30%. Fixed fees are also common in areas like music licensing.

Tracking royalty payments can be challenging. Licensees are required to report revenue and pay royalties on time, but discrepancies are not uncommon. Without proper systems in place, you might overlook underpayments, especially in industries like music or gaming where revenue streams - such as streaming, downloads, and in-app purchases - are complex and inconsistent.

To avoid this, set up a robust royalty tracking system as soon as you sign your first deal. Track key details like the licensee’s name, the asset covered, royalty rates, payment schedules, and reporting requirements. For businesses managing multiple deals, a centralised dashboard that compares expected and actual payments can help you spot late payments and discrepancies, enabling you to address issues promptly and forecast future income more accurately.

Contracts should also include protections. Clearly define revenue bases, allowable deductions, and audit rights. For instance, some licensees may try to deduct costs like marketing or platform fees before calculating royalties, which can reduce your earnings. If you agree to net revenue royalties, specify which costs are deductible and set reasonable caps. Alternatively, gross revenue royalties eliminate these ambiguities but may result in a lower percentage rate.

Audit rights are crucial. These allow you to review the licensee’s financial records to verify payments. Without them, you have little recourse if you suspect underreporting. While most licensing agreements include audit clauses, they often come with conditions - such as requiring you to cover audit costs unless discrepancies exceed a certain threshold. Negotiate these terms carefully and exercise your audit rights when payments don’t align with reported figures.

Partnerships and Collaborations

Unlike licensing, which focuses on individual agreements, partnerships involve shared risks and rewards. Instead of simply granting rights for a fee, you work with another party to develop, produce, or distribute an asset, sharing both costs and revenues. This model is widely used in film and television co-productions, merchandise collaborations, and franchising.

The financial advantage of partnerships lies in shared investment. If you lack the resources to fully capitalise on an asset - whether it’s producing a TV series, launching merchandise, or entering a new market - a partnership can provide access to funding, expertise, and distribution networks. However, sharing investment often means giving up some control and accepting a smaller share of the profits. Structuring the partnership to reflect each party’s contribution and risk is key.

Co-productions are a well-known example, particularly in the entertainment industry. Here, companies pool resources to produce content and share both costs and revenues. International co-productions can be especially beneficial, as partners may bring access to local markets, tax incentives, or broadcaster relationships. For example, a UK production company might partner with a Canadian firm to take advantage of co-production treaties, which can unlock public funding and tax credits, reducing production costs by 30–50%. However, these partnerships must be carefully managed to avoid disputes over creative control, revenue allocation, or IP ownership.

The terms of a co-production agreement should clearly outline financial contributions, revenue shares, and IP ownership. Equal financial investment doesn’t always mean equal ownership. For instance, if one partner provides the original IP - such as a book adapted into a series - they might retain a larger share of the revenue or back-end rights, even if their monetary investment is smaller.

Merchandise collaborations are another avenue, especially for businesses with strong brand IP or well-known characters. Instead of licensing merchandise rights for a flat fee, you could form a joint venture where both parties invest in product development, manufacturing, and marketing, splitting the profits. This approach gives you more control over product quality and brand positioning but requires hands-on involvement in areas like inventory and retail management.

Franchising is less common but offers scalability. This model allows others to replicate your business model or IP under your brand in exchange for franchise fees and ongoing royalties. It’s particularly suited to businesses with proven formats, like entertainment venues or educational programmes, that can expand across multiple locations. While franchising enables rapid growth with minimal capital, it demands structured systems, training programmes, and strict quality control to protect your brand.

Regardless of the partnership type, the financial structure must address profit allocation, cost recovery, and exit terms. Profit-sharing should reflect each party’s overall contribution, not just their initial investment. Cost recovery clauses determine how expenses are recouped before profits are distributed, which is especially important in co-productions. Exit terms should outline what happens if a partner wants to leave, sell their stake, or if the venture underperforms. Without clear agreements in these areas, partnerships can become financially and legally problematic.

International Market Expansion

Expanding your IP into international markets can open up substantial revenue opportunities but also brings added complexity. Different regions have unique consumer preferences, legal frameworks, and commercial practices. Strategies that work in the UK might need adjustment for markets in the US, Europe, or Asia. Beyond adapting the creative aspects of your IP, you’ll need to address financial and tax considerations that could significantly impact your net revenue.

International expansion requires precise systems to manage currency fluctuations, tax obligations, and localisation costs. These adjustments ensure that your efforts to grow globally don’t create unexpected financial challenges.

Financial Systems for Managing IP Revenue

To truly maximise and manage earnings from intellectual property (IP), having robust financial systems is non-negotiable. Without them, revenue streams can become blurred, making it hard to verify payments, forecast income, or pinpoint underperforming assets. This lack of visibility can stall decision-making, leaving you guessing about where to invest or what to improve.

Unlike standard product sales or service fees, IP revenue is inherently more complex. Payments can be irregular, spread across multiple agreements, and calculated using intricate formulas involving royalties, deductions, and performance thresholds. A single asset might generate income from diverse sources - streaming royalties, merchandise licensing, format sales, and synchronisation fees - each with its own unique terms and schedules. Managing this maze requires systems that not only track IP revenue with precision but also provide clarity to optimise its potential.

The aim isn’t just to document income but to build a financial framework that reveals which assets are thriving, which deals are falling short, and where future cashflow is likely to flow. This insight enables strategic moves - whether it’s renewing agreements, renegotiating terms, or investing in fresh IP - based on hard data rather than guesswork.

Building IP-Specific Reporting Systems

Most standard accounting software is ill-equipped to handle the intricacies of IP revenue. These systems tend to lump all income into generic categories, treating licensing fees, royalties, and partnership distributions as one and the same. While this may suffice for basic bookkeeping, it offers little insight into which assets are driving profits or how different revenue streams compare.

To gain actionable insights, you need a reporting system tailored to IP. This involves structuring your financial records to track revenue by individual asset, contract, and income type. For instance, a production company licensing three TV formats internationally should be able to see revenue for each format separately, broken down by region and licensee. This level of detail shows which formats are performing well, which regions are lagging, and whether payments are being made on time.

Start with a simple but well-organised system - many businesses rely on spreadsheets early on. Record essential details such as the asset, contract terms, payment schedules, and actual versus expected earnings. Over time, as your portfolio grows, manual tracking becomes less practical. At this stage, investing in a centralised dashboard that integrates data from your accounting and contract systems can provide real-time visibility. Such a dashboard can highlight key metrics like total revenue by asset, overdue payments, upcoming renewals, and revenue trends, while also flagging discrepancies for swift resolution.

It’s also vital to differentiate between recognised revenue and received cash. Many IP deals involve payment terms that don’t align with revenue recognition rules, so understanding the gap between what’s earned on paper and what’s in your bank account is essential for managing cashflow effectively.

For businesses with multiple IP assets, creating a dedicated profit and loss statement that separates IP revenue from other income streams is invaluable. This approach helps you evaluate the overall contribution of your IP portfolio and weigh it against the costs of development, protection, and commercialisation. If heavy investment in IP development isn’t yielding proportional returns, this level of analysis can spotlight the issue and prompt a course correction.

Finally, your reporting system should tie seamlessly into your contract management. Every IP deal comes with specific terms - royalty rates, payment schedules, and renewal options - that directly affect revenue. Keeping these details isolated in separate files increases the risk of errors. Instead, ensure your financial system references contracts directly, making it easier to verify payments, enforce terms, and prepare for audits or disputes.

Forecasting IP Revenue

Understanding current revenue is just the first step - forecasting future income is where strategic planning takes shape. Predicting IP revenue is far trickier than forecasting product sales or subscription fees. IP deals are inherently variable, with royalties tied to factors like licensee performance, shared costs, and even currency fluctuations. Despite these challenges, forecasting is essential for planning growth, managing cashflow, and allocating resources.

The foundation of effective forecasting lies in categorising revenue streams into predictable and variable components. Predictable income includes upfront licensing fees, fixed payments, and minimum guarantees - amounts you can count on regardless of external factors. Variable income, on the other hand, includes royalties, profit shares, and performance-based fees, which depend on market conditions and consumer demand.

For predictable revenue, the process is straightforward. For example, a three-year licensing deal with a £50,000 annual fee can be projected with confidence. Variable revenue requires a more nuanced approach, relying on historical data to identify trends. If you’ve licensed an asset before, use past performance as a baseline for similar deals in comparable markets. Over time, as you gather more data, your forecasts will naturally become more refined.

For new IP assets with no performance history, benchmarking becomes key. Research comparable assets in your industry - whether it’s a new video game or an international TV format - and use their performance as a guide. While these comparisons won’t provide exact figures, they help establish realistic expectations and avoid overly optimistic projections.

Scenario modelling is equally important. Rather than relying on a single forecast, develop multiple scenarios - conservative, moderate, and optimistic - based on varying market conditions. This approach doesn’t eliminate uncertainty but prepares you for different outcomes, helping you stress-test your cashflow under various circumstances.

For international revenue, don’t overlook the impact of exchange rate fluctuations. Incorporating currency assumptions into your forecasts and considering hedging strategies for significant exposures can help manage this risk effectively.

Contract renewals and expirations also play a crucial role in forecasting. Many IP agreements have fixed terms, and revenue can drop to zero when a contract ends unless it’s renewed or replaced. By tracking renewal dates and factoring in the likelihood of extensions, you can better anticipate potential gaps in revenue.

Finally, integrate your IP revenue forecasts into your broader financial planning. IP income shouldn’t exist in isolation - it needs to align with your overall cashflow model and funding strategy. If your forecasts show strong revenue growth but also highlight high upfront costs for new developments, you’ll need to plan for the timing mismatch between investment and returns. Conversely, stable IP income can be leveraged to fund other areas of your business or reduce reliance on external financing.

Common Mistakes and How to Avoid Them

Once your valuation and revenue systems are in place, the next step is to address contractual and operational weaknesses that could jeopardise long-term returns. Even the most robust IP portfolios can falter if monetisation strategies are poorly executed. The most common pitfalls can be grouped into two areas: weak contractual protections that leave revenue streams exposed, and financial systems that fail to keep pace with portfolio growth.

Weak Contractual Protections

Every IP revenue stream begins with a contract, yet many creative businesses approach these agreements without the necessary diligence. Whether due to rushed negotiations or a lack of foresight, contracts often contain gaps or ambiguities that can lead to expensive disputes later on.

One frequent issue is unclear rights definitions. For instance, a licence agreement might fail to specify which territories, formats, or distribution channels are covered. Imagine a production company licensing a TV format, assuming the deal only covers traditional broadcast, only to find the licensee exploiting streaming rights without additional payment. Without precise terms, you’re left arguing over interpretations rather than enforcing clear agreements.

Royalty calculations are another common trouble spot. Terms like "net revenue" or "gross receipts" can be interpreted in various ways, especially when allowable deductions aren’t clearly defined. To protect your interests, contracts should explicitly outline which costs can be deducted and impose reasonable caps to prevent abuse.

Audit rights are often overlooked or inadequately defined. Contracts should include clear provisions for audits, specifying who bears the cost - typically the licensee, if discrepancies exceed a certain threshold (5% to 10% is standard). Without these terms, enforcing your rights becomes far more difficult.

Payment terms also require careful structuring. Deals relying solely on royalties, without upfront fees or guaranteed minimums, leave you vulnerable if the licensee underperforms. Including minimum guarantees ensures a revenue baseline and incentivises the licensee to maximise the IP's potential. Payment schedules should be well-defined - quarterly reporting and payments are common - along with penalties for late payments to discourage delays.

Termination clauses are equally critical. Without clear exit provisions, you could find yourself stuck in an unproductive deal. Contracts should allow for termination if the licensee fails to exploit the IP within a set timeframe or falls short of agreed performance levels.

Finally, don’t underestimate the importance of jurisdiction and dispute resolution. For international deals, specifying arbitration in a neutral location can save time and money compared to litigating in foreign courts.

The solution lies in creating internal standards for your contracts. Develop templates that cover essential protections, and train your team to identify red flags during negotiations. Over time, this approach becomes second nature, safeguarding your revenue while keeping deals on track.

Failure to Scale IP Systems with Growth

When your IP portfolio is small, manual systems - like spreadsheets - might work just fine. But as your portfolio grows and revenue streams multiply, these systems often collapse under the weight of complexity. What once took a few hours a month can spiral into a time-consuming and error-prone mess, leaving you with limited visibility into your assets.

The warning signs are hard to miss:

• Payments that can’t be matched to specific contracts

• Overdue invoices that linger unnoticed

• Revenue forecasts based on guesswork rather than data

• A lack of clarity about which assets are performing well

Without scalable systems, underperforming assets, payment discrepancies, and missed opportunities can go unnoticed, leading to a loss of control over critical revenue streams.

Building scalable systems doesn’t mean investing in expensive software right away. It starts with recognising when your current methods are no longer effective and taking deliberate steps to strengthen them.

Steps to scale effectively:

• Centralise contract data: Store all key terms - royalty rates, payment schedules, renewal dates, and audit rights - in a single, accessible location.

• Integrate financial reporting: Ensure your accounting systems can track payments against specific contracts, flag discrepancies, and highlight overdue amounts automatically.

• Automate reminders: Set up alerts for payment due dates, contract renewals, and audit windows to minimise missed opportunities.

• Expand team expertise: Bring in professionals who understand both the commercial and financial aspects of IP management, ensuring knowledge is shared across the team to avoid bottlenecks.

As your portfolio grows, consider using platforms or dashboards that consolidate data from multiple sources, offering real-time insights into revenue by asset, contract, or income type. Automated reconciliation can highlight discrepancies early, allowing you to address issues before they escalate.

Conclusion

Intellectual property is often overlooked as a key asset for creative businesses. Many founders are so focused on the next project or commission that they let existing IP sit idle, bringing in little to no revenue. But with the right systems in place, these assets can evolve into steady, scalable income sources, reducing dependency on project-based work and adding long-term value to the business.

As discussed earlier, the foundation of effective IP monetisation lies in identifying your assets, assigning them the right value, and setting up financial systems to manage their revenue potential. Whether it’s through licensing deals, strategic collaborations, or expanding into international markets, these approaches translate earlier insights into practical financial growth. Success in this area demands clear contracts, robust reporting tools, and tailored forecasting models that account for IP-driven income.

The common pitfalls - flimsy contracts, limited audit rights, and systems that can’t handle growth - arise from treating IP as an afterthought rather than a financial priority. Creative businesses that excel in this space treat IP with the same precision they bring to production budgets or client agreements. They centralise their data, automate critical reminders, integrate financial reporting, and equip their teams to detect and address problems early. These strategies align with the best practices highlighted throughout this guide.

For founder-led businesses with ambitions to scale, IP monetisation offers a rare advantage: the ability to create recurring revenue streams without a matching increase in costs. A single format, brand, or catalogue can generate income across multiple platforms, regions, and formats simultaneously. But unlocking this potential demands more than creative vision - it requires financial discipline, predictable systems, and a clear, strategic approach.

As outlined in this guide, strong systems can transform dormant IP into active revenue. If your IP library is expanding while your financial oversight lags behind, or if you’re entering licensing agreements without the safeguards or infrastructure to manage them effectively, the frameworks shared here are designed to help. These are the same strategies used by creative companies that have successfully scaled their IP operations. The real question isn’t whether your IP holds value - it’s whether you’re equipped to harness it.

FAQs

How can creative businesses determine the true value of their intellectual property assets?

Assessing the worth of intellectual property (IP) is both an art and a science, blending financial analysis with a deep understanding of your industry. Start by pinpointing the revenue streams tied to your IP - whether that's through licensing fees, royalties, or direct product sales - and analyse how it performs in the market. To add context, comparable market data can be incredibly helpful. By examining similar IP assets within your sector, you can gauge their valuation and market demand.

But don’t stop there. Think about the bigger picture. Could your IP open doors to partnerships, expand into international markets, or inspire new product lines? These opportunities can significantly influence its overall value. To navigate this complex process, consider enlisting a valuation specialist or a CFO with experience in creative industries. Their expertise can help you build a solid framework, ensuring your IP’s value is accurately reflected in both your financial strategies and broader business decisions.

What should I prioritise when creating a licensing agreement to maximise long-term revenue?

When drafting a licensing agreement, the goal is to protect your creative assets while securing a steady income. Start by outlining the scope of the licence - this means specifying the rights being granted, the geographic areas covered, and the length of the agreement. These details set the foundation for clarity and mutual understanding.

Next, determine royalty rates and payment terms that align with the value of your intellectual property. The terms should ensure a fair return while creating a reliable revenue stream.

To safeguard your brand, include quality control provisions. These ensure that your standards are upheld throughout the partnership. Additionally, address ownership of any improvements or derivative works that might arise during the agreement to avoid future disputes. Finally, incorporate clear renewal and termination clauses to retain control and adaptability as circumstances change.

By carefully planning these elements, you can create an agreement that not only protects your IP but also supports sustainable growth.

What financial systems are crucial for managing and tracking revenue from intellectual property in a growing portfolio?

To stay on top of revenue from intellectual property (IP) in an expanding portfolio, businesses need financial systems designed to handle their specific demands. These systems should make it simple to track licensing agreements, royalty payments, and partnership income, while also shedding light on how your IP assets are performing.

Using an integrated accounting platform with features like multi-currency support, detailed revenue categorisation, and automated reporting can make a big difference. Such tools not only help you stay compliant with UK tax regulations but also give you a clear, real-time view of your cash flow. On top of that, platforms with contract management and royalty tracking capabilities can simplify daily operations and uncover growth opportunities within your IP portfolio.

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