Susan L. Heller

Heller, the chair of Greenberg Traurig's global trademarks and brand management group, describes her work as big-name brand portfolio development, enforcement and monetization on a global basis. In other words, everything’s in a name.

“It used to be that most disputes had to do with money or geographical issues for distributors,” Heller said. “More recently, it’s about who has control over the brand and its messaging.”

Heller is quick to point to technology as both a blessing and a curse for her clients. For example, Heller said global internet accessibility has made each portfolio global in some respect. Clients no longer launch in three or four markets. With social media, they are instantly launched worldwide.

In 2016, firm client Alcoa Corp., a Fortune 500 company, decided to spin off its production unit and rebrand the parent company as Arconic Inc. The rebranding process included looking for trademarks worldwide, assessing roadblocks at different global locations and developing goodwill in countries like China where a trademark requires more than being the first to file.

“You do a lot of front-loading and analysis to know a mark — in every translation — is going to be available,” Heller said. “It’s striking the balance between drilling down to the minutia and keeping an eye on the end game, because you need to see where you’re going and be creative to get there.”

Heller said the importance of social media to a brand has even altered who she works with when she takes on a client. Each political statement on Twitter from a top business executive, she said, could have an impact on the brand she’s hired to protect and develop.

“As consumers we can see how a brand can take a hit on social media or become a hit,” Heller said. “I spend a lot more time working with internal marketing folks and appreciating the marketing sensitivities and objectives.”

— Paula Lehman-Ewing