| Our professionals are significant players in the Patent, Trade Marks and IP Law space. We attract the best talent there is in the field of IP. We also strive to achieve real partnerships with our clients and are proud of our long term relationships and are proud of the fact that we've been able to grow with our clients. (Tony Ward, Chairman).
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| | Our people want to be in IP exclusively, they have chosen it as a specialisation for their career; they are not just in it as a passing through phase. This means our people are more focused and dedicated to providing our clients with the best IP solutions. There is also a culture of high achievement and education and we actively encourage this. Many of our attorney and lawyer professionals have undertaken, or are undertaking, post graduate studies and some also hold PhD's in technical areas. (Chris Sgourakis, National Practice Group Leader of the Trade Marks Group).
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| | The culture at Griffith Hack is people-oriented, we want to see our staff succeed and be healthy and happy within a professional working environment. Our philosophy is that people achieve more when they are within a caring and collaborative environment, rather than a culture of intimidation and hierarchical boundaries that create barriers to achieving success, both individually and for clients. We guide and mentor our people and a great example of this is Rosie Stramandinoli, who joined Griffith Hack in September 1989 as a junior secretary. She progressed to become the Personal Assistant to one of the Principals and then completed her Patent attorney studies part-time while working in the Melbourne office. When she qualified she won the Institute of Patent Attorney's prize. Rosie also spent a year in our Sydney office before returning to Melbourne in 2001. Rosie was made a Principal on 1 July 2009. (Wayne Condon, National Practice Group Leader of the IP Law Group).
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| | As Principals, we try to lead by example, this includes talking to staff and constantly reinforcing that we are in a service industry and that everyone in the firm has an important role to play. In addition, it is important to earn the respect of staff. One element in this process is personal work ethic. If you want staff to work hard, it is important for a Principal to work hard and to be seen to be working hard. We also reinforce the importance of a work-life balance and, hence, encourage our staff to take regular breaks during the day and take their annual leave. Staff loyalty is absolutely key to the success and stability of our business therefore we do everything we can to encourage loyalty (Greg Munt, Principal, Engineering Group).
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