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An LFJ Conversation with Jonathan Stroud

An LFJ Conversation with Jonathan Stroud

Jonathan Stroud is General Counsel at Unified Patents, where he
manages a growing team of talented, diverse attorneys and oversees a
docket of administrative challenges, appeals, licensing, pooling, and
district court work in addition to trademark, copyright,
administrative, amicus, policy, marketing, and corporate matters.


Prior to Unified, he was a patent litigator, and prior to that, he was
a patent examiner at the USPTO. He earned his J.D. with honors from
the American University Washington College of Law; his B.S. in
Biomedical Engineering from Tulane University; and his M.A. in Print
Journalism from the University of Southern California. He enjoys
teaching, writing, and speaking on patent and administrative law and
litigation finance.

Unified is a 350+ international membership organization that seeks to
improve patent quality and deter unsubstantiated or invalid patent
assertions in defined technology sectors (Zones) through its
activities. Its actions are focused broadly in Zones with substantial
assertions by Standards Essential Patents (SEP) holders and/or
Non-Practicing Entities (NPEs). These actions may include analytics,
prior art, invalidity contests, patentability analysis, administrative
patent review (IPR/reexam), amicus briefs, economic surveys, and
essentiality studies. Unified works independently of its members to
achieve its deterrence goals. Small members join for free while larger
ones pay modest annual fees.

Below is our LFJ Conversation with Jonathan Stroud:

1)   Unified Patents describes itself as an “anti-troll.” You claim to
be the only entity that deters abusive NPEs and never pays. Can you
elaborate?

In the patent risk management space, Unified is the only entity that
works to deter and disincentivize NPE assertions.  Because of the
expense and economics of patent litigation, parties often settle for
money damages less than the cost of defending themselves, paying the
entity, often for non-meritorious assertions. This allows them to
remain profitable, thus fueling and incentivizing future assertions,
regardless of merit. Unified is the only solution designed to counter
that dynamic.  That is why Unified never pays NPEs. This ensures that
Unified never incentivizes further NPE activity. By focusing on
deterrence, Unified never acts as a middleman, facilitating licensing
deals between NPEs and implementors.

2) How does Unified Patents work with litigation funders, specifically?

As many NPE suits are funded or controlled by third parties, we are
often called to consult on and seek to understand litigation funding
and the economics of assertion.  Among other things, we provide filing
data, funding information, reports, and other work related to funding
and also run a consulting business related to negotiations and aspects
of dealmaking affected by litigation funding.  For example, we have
helped identify that at least 30% of all U.S. patent litigation filed
in recent years has been funded (up through 2020), through one
mechanism or another.  We will continue to work to understand the
marketplace and transactions, and endeavor to provide the best insight
into the marketplace that our data affords.

3)  With Judge Connolly’s recent ruling, disclosure has become a hot
topic in the US. How do you see this ruling impacting IP litigation
going forward?

Well before Chief Judge Connolly’s actions, litigation funding
disclosure has been a topic of discussion at the judicial conference,
among other judges, and amongst those implementing and revising the
Federal Rules of Civil Procedure, not to mention Congress and the SEC.
The Judicial Conference has been called to revise the disclosure rules
for over a decade.  Similar disclosure orders or rules applied in New
Jersey, California, Michigan, and another dozen district courts
nationwide, in addition to numerous rulings on admissibility and
relevance in Federal and state courts stretching back decades.  Chief
Judge Connolly’s order has attracted outsized interest in the patent
community in particular.  It quickly exposed some of the 500 or so
cases filed annually by IP Edge as funded, as well as the high number
of patent plaintiffs in Delaware.   Calls for disclosure did not begin
with Judge Connolly; has been a continuing ongoing debate stretching
back decades. Insurance disclosures go back to the early 70s, and
other types of loans or financial instruments are already subject to
certain disclosure rules, in court, governmentally, or by regulators.
Moving forward, the increasing prevalence of litigation funding and
the rising awareness among the judiciary and bar will mean fitful
district-specific under- and over-disclosure until a national rule is
put in place through the Federal Rules of Civil Procedure.  It’s
inevitable.  It’s just a matter of time.

4) Insurers seem to be shying away from judgment preservation
insurance at the moment–is this a trend you see continuing, and how
might this impact IP litigation?

Insurance markets are often dominated by sales-side pressures and so
are susceptible to irrational exuberance and overpromotion of certain
policies.  Couple that with competition amongst brokers to offer
attractive terms for a “new” product, and you have pressures that have
driven down offered rates, a trend that seems to be reversing itself
now. To be sure, judgment preservation has existed in some form for
many years through other funding and insurance sources, and you’ve
always been able to buy and sell claims and judgments on appeal.

The increased emphasis on judgment preservation insurance seems driven
by a handful of brokers successfully selling rather large policies,
coupled with a glut of interest; my understanding is that some of the
recent (and predictable) remand on appeal have dampened
the enthusiasm of that market a tad, but that really just means rates
returning to reasonable levels (or at least growing resistant to
sales-side pressure).  The small JPI market should stabilize,
affording successful plaintiffs the option, and in turn extending
appellate timelines and recovery timelines, especially in
higher-profile damages award cases.  It will generally prevent
settlements below the insured threshold. It should also provide some
incentive to sue and to chase large damages awards in the first place,
if it becomes clear that JPI will be available after a judgment,
allowing for less well-capitalized plaintiffs to recover earlier and
avoid binary all-or-nothing outcomes.

Additionally, the Federal Circuit and other appellate courts will
eventually grapple with the “disclosure gap.” That is, the Federal
Rules of Civil Procedure insurance policies since the 1970s must be
disclosed at the trial level, but not yet at the appellate level; but
the same concerns that animated the 1970 amendments to the FRCP now
apply on appeal, with the rise of JPI.  Circuits will have to
grapple with adopting disclosure rules for insurance policies
contingent upon appeal.

5)   What trends are you seeing in the IP space that is relevant to
litigation funders, and how does Unified Patents’ service fit into
those trends?

Early funding stories were dominated by larger cases and portfolios,
but we are now seeing a trend of much smaller cases being funded, and,
in the case of both IP Edge and AiPi Solutions, with certain patent
aggregators getting creative and funding entire suites of very small
nuisance cases.  We see funding now at all levels, from the IP Edges
of the world to the Burfords, and there is a trend toward investing in
pharmaceutical ANDA litigation and ITC cases.  Both should continue,
which should extend cases, increase the duration and expense of
litigation, and should drive more licensing.  Unified will continue to
seek to deter baseless assertions and will continue to identify,
discuss, and detail the structures, funding arrangements, and suits
related to litigation funding, and continue to show how much funding
is now dominating U.S. patent litigation, to the extent it is knowable.

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LFJ Conversation

An LFJ Conversation with Chris Janish, CEO, Legal-Bay Lawsuit Funding

Chris Janish, CEO of Legal-Bay, has spent two decades in pre-settlement funding, guiding Legal-Bay from a pure broker model to a hybrid structure and, most recently, to a fully direct funder operating off its own balance sheet.

Below is our LFJ Conversation with Chris Janish:

You've been in pre-settlement funding for 20 years, longer than most people in this space. How has the consumer legal funding industry changed from when you started to where it is today, and what's been the biggest shift you didn't see coming?

I think the biggest change is that documents and files move so much faster now with technology. Years ago we would have to fax major legal and medical files over fax and it was just maddening. Contracts are signed via electronic services too. Technology has made it easier to be efficient and scale. I see an industry that is only in its second quarter century of life — still much growth to go. I think products will get even more creative and advantageous for both plaintiffs and lawyers to advance cases with more liquidity and flexibility. The biggest thing I see coming is major consolidation — there is tremendous capital coming into the business who love the yields and want more credit lending capacity. Larger companies who are having a hard time scaling will start to acquire or "roll up" smaller companies.

Legal Bay started as a broker, evolved into a hybrid broker/funder model, and is now moving to fund entirely on your own balance sheet. Walk us through that evolution: what drove each transition, and what does going fully direct mean for the plaintiffs you serve?

I love this question, because it really takes us into what Legal-Bay is all about. Which is we were built on customer service. I've run the entire gamut in industry. In 2006 I started as an investor looking at this model, which was similar to my experience in running a hedge fund on Wall Street with similar convertible features. Then in 2010 I came on as a marketing consultant, driving leads and developing processing for Legal-Bay to be packaged for funding evaluation. By 2011, I decided to buy the Legal-Bay assets and became an owner in a business that had no money to invest directly in cases, but I was able to forge a partnership with a Canadian bank who had more flexibility than US banks at the time. (For the early part of this business it was very hard to get institutional capital due to restrictions and general uncertainty of the collateral.) Not having the capital, the only way to retain a lead was to ensure them that we would provide them the best customer service out there and work their cases until exhaustion. Legal-Bay made a name for themselves and the brand early on.

By 2018 we had made investments and partnerships in 2 startup funds, guided by my knowledge, that saw total AUM over $100MM. During those times we focused on origination and intake and let our partners work on capital raising. So, not having all our own capital made us part broker, part funder — hence why I said hybrid. All through it, we maintained our identity — and still do to this day — that when you call Legal-Bay you will always get a live person. Ultimately in 2023 we decided, after 5 years of a successful joint venture, to sell out of our profit share and create a liquidity event for Legal-Bay that gave us enough capital to go on our own and have a full end-to-end process right in our office from intake to funding to servicing, while still never losing our key identity.

You're looking to raise $25 million to fuel this next phase. What does that capital allow Legal Bay to do that it couldn't do before, and what are institutional investors looking for when they evaluate a consumer legal funding platform in 2026?

We have outgrown our capital needs and are looking to double our AUM in the next 2-3 years. The only way to grow in this business is you need to be putting out more money than what is coming back. You always want to have good portfolio turnover to show you are booking profits and picking the right cases, but in order to scale and grow, your originations need to be higher than your inflows coming back. That's what the capital is going to allow us to do — aggressively market in all 3 revenue channels we have and build core attorney relationships at the right pricing. And you guessed it: customer service.

Institutional investors are looking to evaluate every single last detail of your operation. We were lucky to have partners in the past that we basically outsourced this to, but I learned a lot through that process when I would pitch in with policy and procedures. So, we have a team now that is fully prepared with a full-scale data room that gives any investor a full understanding of any part of our business with a point and click.

New York just enacted the Consumer Litigation Funding Act, Kansas passed its own version, and more states are moving toward regulation. As someone who's operated through every phase of this market, do you see regulation as a competitive advantage for established players like Legal Bay, or does it create new headaches?

This is a double-edged sword and you hit on a chord that many of the smaller or medium-sized companies are going through. I'll take you back to when I started in this business and a new investor asked me, "what keeps you up at night?" And I said "regulation" — we had no idea which way the wind was going to blow. Litigation funding was a new frontier. Now, regulation is totally providing credibility to the industry, and the only thing that keeps me up at night is making sure our compliance team is up to speed on each and every state's compliance requirements. It takes a lot of resources and can create those headaches at times, but states are now giving us a privilege to service their consumers, and it is our job to ensure we are doing everything perfectly. Being a part of ARC and seeing what Eric Schuller has done for consumer funding throughout the country — going state to state in passing advantageous regulations — has been very inspiring. I am excited about building off of this in even more states in the future, despite the obstacles.

I do have one thing I would like to see, and that is getting a federal contract or guideline for litigation funding. With the nationalization of technology, it really makes more sense that there is one standard federal contract that works for all. That would remove a lot of those headaches.

Looking ahead, where do you see the biggest growth opportunities in consumer legal funding over the next three to five years, and how is Legal Bay positioning itself to compete against both the large institutional funders moving downstream and the smaller shops still brokering deals?

As the US population grows, more lawsuits are coming into the system and the backlog of cases each year grows. So the market breadth is growing, and that trend will continue. Additionally, I see a huge market in commercial funding for small to medium-sized deals — that is a market that is greatly underserved and something that Legal-Bay is working on specifically to develop that product further. Also, with the advent of better technology — AI, smart phones, and medical science — cases are much easier to be made based on strong liability and sciences. So it is becoming harder for defense teams to fight clear and convincing evidence or proof. Legal-Bay has prided itself on investigating emerging litigations in mass torts and being the first funder in, and we see this as a leg up for us in competing against the best in the future as well.

LFJ Conversation

An LFJ Conversation with John Lopes, Head of Specialty Legal Banking, First Horizon

By John Freund |

John Lopes is a market-leading bank executive and recognized authority in financial solutions for the plaintiff-side legal industry. As Senior Managing Director and Head of Specialized Legal Banking at First Horizon Bank, he leads a national platform focused on delivering capital, deposit, and technology solutions to contingency-based law firms, mass tort practices, claims administrators, and Qualified Settlement Funds (QSFs).

John began his career over 20 years ago advising AM Law firms, building a strong foundation in traditional legal banking and developing deep expertise in the operational and financial dynamics of large defense-side practices. He later held leadership roles at institutions including Citibank, Wells Fargo, and Western Alliance Bank, where he managed significant portfolios, built high-performing teams, and executed strategic growth initiatives across the legal vertical.

Over a decade ago, John identified a critical gap in the market and shifted his focus to the plaintiff side of the bar—where firms face unique challenges related to contingent revenue, cash flow volatility, and complex settlement structures. Since then, he has become a trusted advisor to many of the nation's leading plaintiff law firms and ecosystem partners, structuring sophisticated credit facilities, supporting billions of dollars in settlement flows, and delivering innovative banking solutions across the full lifecycle of litigation.

John is known for his ability to bridge capital, technology, and legal strategy—partnering with law firms, claims administrators, and litigation finance providers to drive growth, enhance liquidity, and create operational efficiency at scale. Through his leadership, he continues to position First Horizon as a premier banking partner to the plaintiff bar, bringing institutional-grade capabilities to a rapidly evolving segment of the legal industry.

He holds a background in financial markets from Yale University and has continued to build on that foundation through executive education with the Yale School of Management.

Below is our LFJ Conversation with John Lopes:

What gaps in the settlement and mass tort landscape led you to build a dedicated Settlement Services platform?

Historically, most banks approached settlement accounts as transactional escrow relationships rather than as a specialized vertical requiring tailored infrastructure. As mass tort and class action settlements have grown in size and complexity, that model became insufficient.

We saw several structural gaps:

  • Lack of dedicated infrastructure for high-volume sub-accounting and audit transparency
  • Limited understanding of QSF governance, fiduciary responsibilities, and multi-party oversight
  • Manual disbursement processes that created inefficiencies and risk
  • Inflexible credit solutions for contingency firms managing large case inventories

We built our Specialty Legal Banking group to address those gaps holistically — combining dedicated settlement banking, digital sub-accounting, modern disbursement capabilities, and tailored financing solutions under one coordinated platform.

Rather than treating settlements as ancillary deposits, we treat them as a highly specialized ecosystem requiring neutrality, transparency, and purpose-built technology.

Courts increasingly demand transparency and auditability. How do you see expectations evolving around reporting and fiduciary accountability?

Expectations are rising meaningfully. Judges and special masters now expect:

  • Real-time visibility into balances
  • Clear segregation of funds at the claimant or fee level
  • Transparent interest allocation methodologies
  • Clean audit trails across every transaction

In complex QSFs, accountability is no longer theoretical — it must be demonstrable.

We've responded by building a platform that allows structured sub-accounting at scale, defined user permissions (analyst vs. approver roles), exportable audit logs, and reporting that aligns with court oversight requirements.

The future standard will be near real-time transparency, not quarterly reconciliation. Specialized banks must offer specialized infrastructure to the settlement process — not just holding funds.

What are the most significant fraud or AML risks facing settlement administrators today, and how can institutions mitigate them without slowing distributions?

The scale and speed of modern distributions introduce new risk vectors:

  • Synthetic identity and claimant impersonation
  • Payment redirection and ACH fraud
  • Social engineering attacks targeting administrators
  • Sanctions and cross-border payment compliance risk

The key is not adding friction — but adding intelligent controls. Financial institutions must offer:

  • Multi-layer payment verification protocols
  • OFAC and sanctions screening at both onboarding and disbursement
  • Segregated user permissions and dual-approval workflows
  • Positive pay and transaction monitoring services

Technology should accelerate payments while reducing exposure. The answer is not slowing distributions — it's modernizing controls around them.

Claimants now expect faster access to funds and more flexibility in how they receive payments. How is innovation reshaping the claimant experience?

The claimant experience is evolving dramatically.

Traditional paper checks are increasingly insufficient. Claimants now expect options — ACH, prepaid cards, digital wallets, and other electronic modalities — delivered quickly and securely.

Real-time rails and digital disbursement platforms are reshaping expectations around:

  • Speed
  • Choice
  • Transparency of payment status

At the same time, the institution must provide tools so that flexibility coexists with compliance and oversight.

The institutions that succeed will be those that can offer multiple payment modalities within a controlled, audit-ready environment. That's where innovation truly adds value — not just convenience, but structured efficiency.

As litigation finance and aggregate settlements continue to grow, what role should specialized settlement banks play in reinforcing neutrality and trust?

As capital flows increase in mass tort and aggregate litigation, neutrality becomes even more critical. A specialized settlement bank must function as a stabilizing counterparty amid multi-party financial arrangements. In large aggregate settlements — especially where litigation finance is involved — clarity around control, reporting, and fee segregation becomes paramount.

Our role is not to influence outcomes, but to provide a compliant, transparent, and scalable platform that reinforces trust across all stakeholders: plaintiffs' firms, defense counsel, administrators, courts, and capital providers.

Ultimately, trust in the settlement process depends on financial infrastructure that is purpose-built for complexity — and governed by strong compliance standards.

LFJ Conversation

An LFJ Conversation with John Lopes, Head of Specialty Legal Banking, First Horizon

John Lopes is a market-leading bank executive and recognized authority in financial solutions for the plaintiff-side legal industry. As Senior Managing Director and Head of Specialized Legal Banking at First Horizon Bank, he leads a national platform focused on delivering capital, deposit, and technology solutions to contingency-based law firms, mass tort practices, claims administrators, and Qualified Settlement Funds (QSFs).

John began his career over 20 years ago advising AM Law firms, building a strong foundation in traditional legal banking and developing deep expertise in the operational and financial dynamics of large defense-side practices. He later held leadership roles at institutions including Citibank, Wells Fargo, and Western Alliance Bank, where he managed significant portfolios, built high-performing teams, and executed strategic growth initiatives across the legal vertical.

Over a decade ago, John identified a critical gap in the market and shifted his focus to the plaintiff side of the bar—where firms face unique challenges related to contingent revenue, cash flow volatility, and complex settlement structures. Since then, he has become a trusted advisor to many of the nation's leading plaintiff law firms and ecosystem partners, structuring sophisticated credit facilities, supporting billions of dollars in settlement flows, and delivering innovative banking solutions across the full lifecycle of litigation.

John is known for his ability to bridge capital, technology, and legal strategy—partnering with law firms, claims administrators, and litigation finance providers to drive growth, enhance liquidity, and create operational efficiency at scale. Through his leadership, he continues to position First Horizon as a premier banking partner to the plaintiff bar, bringing institutional-grade capabilities to a rapidly evolving segment of the legal industry.

He holds a background in financial markets from Yale University and has continued to build on that foundation through executive education with the Yale School of Management.

Below is our LFJ Conversation with John Lopes:

What gaps in the settlement and mass tort landscape led you to build a dedicated Settlement Services platform?

Historically, most banks approached settlement accounts as transactional escrow relationships rather than as a specialized vertical requiring tailored infrastructure. As mass tort and class action settlements have grown in size and complexity, that model became insufficient.

We saw several structural gaps:

  • Lack of dedicated infrastructure for high-volume sub-accounting and audit transparency
  • Limited understanding of QSF governance, fiduciary responsibilities, and multi-party oversight
  • Manual disbursement processes that created inefficiencies and risk
  • Inflexible credit solutions for contingency firms managing large case inventories

We built our Specialty Legal Banking group to address those gaps holistically — combining dedicated settlement banking, digital sub-accounting, modern disbursement capabilities, and tailored financing solutions under one coordinated platform.

Rather than treating settlements as ancillary deposits, we treat them as a highly specialized ecosystem requiring neutrality, transparency, and purpose-built technology.

Courts increasingly demand transparency and auditability. How do you see expectations evolving around reporting and fiduciary accountability?

Expectations are rising meaningfully. Judges and special masters now expect:

  • Real-time visibility into balances
  • Clear segregation of funds at the claimant or fee level
  • Transparent interest allocation methodologies
  • Clean audit trails across every transaction

In complex QSFs, accountability is no longer theoretical — it must be demonstrable.

We've responded by building a platform that allows structured sub-accounting at scale, defined user permissions (analyst vs. approver roles), exportable audit logs, and reporting that aligns with court oversight requirements.

The future standard will be near real-time transparency, not quarterly reconciliation. Specialized banks must offer specialized infrastructure to the settlement process — not just holding funds.

What are the most significant fraud or AML risks facing settlement administrators today, and how can institutions mitigate them without slowing distributions?

The scale and speed of modern distributions introduce new risk vectors:

  • Synthetic identity and claimant impersonation
  • Payment redirection and ACH fraud
  • Social engineering attacks targeting administrators
  • Sanctions and cross-border payment compliance risk

The key is not adding friction — but adding intelligent controls. Financial institutions must offer:

  • Multi-layer payment verification protocols
  • OFAC and sanctions screening at both onboarding and disbursement
  • Segregated user permissions and dual-approval workflows
  • Positive pay and transaction monitoring services

Technology should accelerate payments while reducing exposure. The answer is not slowing distributions — it's modernizing controls around them.

Claimants now expect faster access to funds and more flexibility in how they receive payments. How is innovation reshaping the claimant experience?

The claimant experience is evolving dramatically.

Traditional paper checks are increasingly insufficient. Claimants now expect options — ACH, prepaid cards, digital wallets, and other electronic modalities — delivered quickly and securely.

Real-time rails and digital disbursement platforms are reshaping expectations around:

  • Speed
  • Choice
  • Transparency of payment status

At the same time, the institution must provide tools so that flexibility coexists with compliance and oversight.

The institutions that succeed will be those that can offer multiple payment modalities within a controlled, audit-ready environment. That's where innovation truly adds value — not just convenience, but structured efficiency.

As litigation finance and aggregate settlements continue to grow, what role should specialized settlement banks play in reinforcing neutrality and trust?

As capital flows increase in mass tort and aggregate litigation, neutrality becomes even more critical. A specialized settlement bank must function as a stabilizing counterparty amid multi-party financial arrangements. In large aggregate settlements — especially where litigation finance is involved — clarity around control, reporting, and fee segregation becomes paramount.

Our role is not to influence outcomes, but to provide a compliant, transparent, and scalable platform that reinforces trust across all stakeholders: plaintiffs' firms, defense counsel, administrators, courts, and capital providers.

Ultimately, trust in the settlement process depends on financial infrastructure that is purpose-built for complexity — and governed by strong compliance standards.