What a Global Telco Learned About SEP Value – And What You Can Too

This article was originally published as a blog in Evalueserve website on September 2025 : What a Global Telco Learned About SEP Value 

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Introduction: The Hidden Value in Your Patent Portfolio 

Intellectual property is a critical lever for competitive advantage and long-term value creation. Yet, even enterprises with substantial R&D legacies frequently fail to extract the full economic potential of their portfolios. Standard Essential Patents illustrate this challenge. These assets, fundamental to industry standards, may remain underexploited, their licensing value hidden by complexity and inattention. 

This blog examines the case of a global telecommunications leader that systematically activated dormant SEP assets. By applying a rigorous methodology and leveraging specialist expertise, the company identified significant licensing opportunities potentially worth millions, achieved without litigation or costly organisational expansion. Their experience provides a replicable framework for organisations seeking to optimise and monetise SEP holdings. 

Phase 1: Recognising the Opportunity 

The company in question had an extensive, technically diverse patent portfolio. Some of these patents were likely essential to widely adopted industry standards. However, the team lacked the internal expertise to assess or act on this potential. Their last engagement with patent pools had been years earlier, and institutional knowledge had faded. 

This approach is a fairly common scenario. Many companies invest in innovation but don't revisit their IP strategy as the market evolves. In this case, the trigger came from within: a renewed interest in understanding whether the portfolio could deliver more than just defensive value. 

With the decision to explore monetisation made, the first step was to understand both the internal assets and the external landscape. 

Phase 2: Mapping the Portfolio and the Market

The team began with a dual-track approach: 

1. Portfolio categorisation: They classified patents by technology domain and assessed potential relevance to existing standards. 

1. Patent pool landscaping: They identified active pools, their licensing programs, and the standards they covered. 

This exercise revealed more than expected. Even seasoned IP professionals discovered new pools and licensing programs they hadn’t previously encountered. The SEP ecosystem had evolved—and so had the opportunities. 

With this foundational understanding in place, the next step was to align internal strengths with external demand. 

Phase 3: Strategic Alignment and Prioritisation

Not every patent is worth monetising. The team focused on aligning the strongest technologies with the relevant standards and the most active and relevant patent pools. They filtered out low-value areas and prioritised segments with high licensing potential. 

This phase was about focus. By narrowing the scope, the team avoided wasting resources on marginal assets and concentrated on areas where the return on effort would be highest. 

But identifying potential is only half the battle. To license effectively, you need to prove essentiality. 

Phase 4: Deep Dive into Essentiality 

The team conducted a deep-dive analysis to determine which patents were truly essential to the standards in question. This involved: 

1. Essentiality assessments 

1. Claim charting (mapping patent claims to standard specifications) 

1. Legal and jurisdictional reviews 

Claim charting was especially critical. It transformed assumptions into evidence, providing the company with a credible foundation for licensing discussions. It also helped them understand which patents could be leveraged immediately—and which might require further development or support. 

With validated assets in hand, the company was ready to engage with the market. 

Phase 5: Engaging Patent Pools 

Armed with claim charts and strategic insights, the company was ready to approach selected patent pools. These engagements move past administration and function as strategic negotiations. Next steps were to evaluate: 

1. Submission requirements 

1. Licensing terms 

1. Revenue distribution models 

Expert support was essential here. It helped the company avoid common pitfalls, such as overlapping pool coverage or unclear royalty structures. The goal wasn’t just to join a pool—it was to join the right pool, under the right terms. 

Once agreements are signed, the focus can shift from setup to sustainability. 

Phase 6: Relationship and Revenue Management 

With licensing agreements in place, the ongoing monetisation needs managing: 

1. Royalty reporting and revenue forecasting 

1. Ongoing communication with pool administrators 

1. Feedback loops for future pool participation 

These steps turn from a one-time project into a managed revenue stream. The company also gains visibility into emerging standards and new licensing opportunities, positioning them for long-term success. 

The financial results appear impressive and convincing, while the strategic benefits extend much further. 

The Impact: Revenue, Clarity, and Optionality 

The project delivered measurable results: 

1. Millions in licensing potential enabled 

1. Strategic clarity on the value and positioning of the portfolio 

1. Operational efficiency through a repeatable, scalable process 

1. Optionality for future monetisation, including direct licensing or asset divestment 

But beyond the numbers, the company gained something even more valuable: confidence. They now understood their IP landscape, their market position, and their monetisation options. 

And perhaps most importantly, they developed a new mindset around IP. 

Beyond Revenue: A Shift in Organisational Thinking 

This project generated future income and reshaped the company’s perspective on its IP. The legal team became a strategic partner. The business leadership saw IP not as a cost centre, but as a growth lever. And the organisation as a whole became more proactive in identifying and acting on monetisation opportunities. 

Claim charting, for example, became a tool not only for licensing but also for internal valuation and strategic planning. The company also began exploring bilateral licensing and potential partnerships based on its newly validated assets. 

So what can other companies learn from this journey? 

Final Thoughts: Awareness Is the First Step to Impact 

This case proves that SEP monetisation doesn't require a massive internal team or a high-risk litigation strategy. What it does require is awareness, structure, and the right partners, empowering you to unlock the full potential of your IP. 

If your company has invested in R&D, chances are you're sitting on valuable IP. The question is: are you doing anything with it? 

With the correct methodology, even a dormant portfolio can become a strategic asset. And as this global telco learned, the return on that investment can be measured not just in revenue, but also in resilience, relevance, and long-term value, paving the way for future growth and innovation.