Jeanne M. Gills is a powerhouse in the world of intellectual property law, seamlessly blending her engineering background with her expertise in litigation to navigate the complex intersections of technology and legal protection. As a first-chair patent litigator and an Equity Partner at Foley & Lardner LLP, she has built an impressive career advising Fortune 500 companies, leading high-stakes IP litigation, and shaping the future of intellectual property law.
Beyond her legal acumen, Jeanne Gills is a trailblazer in fostering diversity, equity, and inclusion in the legal field. From founding Foley’s African American Attorneys Affinity Group and the Black Patent Network to spearheading Team Impossible, she is dedicated to creating opportunities for underrepresented groups in STEM and law. Her leadership extends beyond her firm—through mentorship, strategic counsel, and groundbreaking initiatives, she continues to uplift the next generation of diverse legal and business professionals.
In this exclusive interview, Jeanne M. Gills shares the pivotal moments that led her to intellectual property law, the lessons she’s learned from integrating litigation expertise into high-value corporate transactions, and her vision for the future of IP law. She also discusses the impact of her leadership philosophy and the importance of cultivating meaningful relationships in both business and life.
What inspired you to pursue a career in intellectual property law, and how did your background in electrical engineering shape your approach to IP litigation?
Jeanne M. Gills: STEM has long been a part of my world, and I could not run from it having a father with a Ph.D. in mathematics and a sister with a Ph.D. in optical physics. That said, a fortuitous pre-engineering program at Purdue University before my high school senior year led me on a similar path. While I enjoyed electrical engineering at Michigan State University, I was unsure whether working in an engineering lab was my forte, so I considered post-graduate studies in engineering, business, and medicine. Fortunately, the answer came via my internship session with 3M Company, which afforded me extensive time interacting with 3M’s patent attorneys given the constant innovation occurring in my supervisors’ labs. The intersection of law and science immediately captivated me. As I delved deeper, I discovered my passion lay in litigation—enforcing patent and IP assets in court, rather than simply identifying and procuring those rights in the first instance.
Watching my father leverage his technical background in numerous ways inspired how I deployed my own technical training. Namely, my father not only taught math to students at HBCU institutions (e.g., Southern, Jackson State, and Howard universities), but also his substantive expertise and people skills led to engineering roles at AT&T and NASA and to becoming the first Black member of Allentown, PA’s School Board. As an IP litigator, my technical skills give me the confidence to tackle any technology. While my practice certainly involves a healthy dose of patent litigation, I likewise handle all types of IP disputes—including trade secret, trademark, trade dress, copyright, and false advertising litigation. My own “people skills” and ability to cultivate meaningful relationships has allowed me to build teams within and outside of Foley, leading to a far broader IP practice than most. On any given day, the IP issues could just as easily concern patents on anti-dandruff conditioning shampoo or fuel vapor canisters to reduce evaporative emissions, as they could patents on apparel or AI technologies. Likewise, my career has involved counseling clients on trademark and trade dress protection for color and packaging designs and defending clients accused of false advertising based on product placement on retail shelves.
Growing up, I watched both my parents use their passions and natural abilities to also foster career success. Giving back and championing others was also emphasized, which taught me the value of investing time to build meaningful relationships. Those relationships coupled with being a natural conversationalist and people-oriented person are traits that serve me well as a litigator.
How do you integrate your litigation expertise into advising clients on IP-driven transactions, such as the Kraft Foods split or high-value M&A deals?
Jeanne M. Gills: Nearly 15 years ago, a former Fortune 100 deputy general counsel opened my eyes to how my work as a litigator could naturally add value to M&A teams. At the forefront of litigation is the management of risk. That skillset allows me to view a transaction from the standpoint of how any particular contractual language will be viewed if and when the parties’ relationship ends and evaluate potential risks and proactively address them. To the extent that language can be clear and free of ambiguities from the outset, it can help minimize future disputes later or at least put my client in the superior position as to contract interpretation. My litigation background helps me think critically about how IP will or might be contested in the future, including via experience with IP ownership conflicts, licensing issues, or validity challenges. Whether the target’s IP portfolio is free of roadblocks, such as prior adversarial proceedings, could undermine its value. Likewise, because complex transactions often involve splitting or transferring IP rights, the need to draft IP ownership and license rights with clarity and enforceability in mind is paramount. Given the value of IP in many commercial transactions and the high costs of resolving most IP disputes, it is vital to have those IP provisions solid from the outset. At the end of the day, whether it is litigation or a transaction, I align the legal strategies to my client’s overall business objectives.
Can you elaborate on the principles that guide your leadership, particularly with initiatives like “Team Impossible”?
Jeanne M. Gills: While “Team Impossible” got its official name during COVID and at a time when I particularly wanted to recognize how hard my colleagues were working and performing at a high level even in those desperate times, the foundation for our team had started far earlier. Every company undoubtedly needs strong leaders, but it is our connections and relationships—with these leaders and with each other—that truly drive success. “Team Impossible” comprises a diverse group of over 60 attorneys, paraprofessionals, and business professionals from Foley’s multiple offices and operates under a motto inspired by Muhammad Ali’s famous words: “Impossible is nothing …” when we support each other professionally and personally. As a team, we drive excellence, foster collaboration, and always push each other to be better.
A client’s CEO recently noted that while all leaders strive to lead others to achieve the best outcomes, great leaders inspire because “following [that leader] is voluntary.” Through Team Impossible, I too hope to inspire, not just our team but others within our firm more broadly. We work hard for our clients and sometimes at personal sacrifice. But when you work with people you like, do what you like, and see the fruits of that labor in how you make others feel and the results you achieve together, it makes it all worthwhile. By building teams and engaging diverse perspectives within the broader community, it has enabled me to continuously grow my network of top legal and business talent, nurture those relationships, and leverage these connections to benefit others. Likewise, through hosting exclusive thought leadership and social events, I facilitate introductions, spark collaboration, and inspire innovation.
What role does mentorship play in your leadership style, and how do you cultivate growth within your team?
Jeanne M. Gills: I am the product and beneficiary of phenomenal mentorship inside and outside Foley, a fact I know many others in Big Law cannot say. I therefore deeply value the mentorship that shaped my own career as one of the few first-chair Black patent litigators in the country and a female equity partner and firm leader—including roles on Foley’s IP Department leadership team and prior member of the firm’s Management Committee and 2024 chair of its Compensation Committee. I therefore feel a strong responsibility to mentor, champion, and foster the next generation. I am equally passionate about supporting the professional growth of our clients by identifying and sourcing candidates for open in-house counsel roles at all levels and assisting both law firm and in-house attorneys transitioning to their next career opportunities. As a single mother to an adopted Black son, I also particularly enjoy mentoring women on balancing (juggling!) work and life, embracing the rewards of parenting, and mastering skills like multi-tasking, flexibility, stress management and self-care—invaluable qualities for handling complex legal matters and life in general.
As a founder of Foley’s African American Attorneys Affinity Group, the Black Patent Network, and the Chicago Black Partners Alliance, what motivated you to create these initiatives, and what impact have they had?
Jeanne M. Gills: As a young girl, I watched my father persevere against racism to become one of the first Black students to earn his Ph.D. in mathematics at Louisiana State University. Then and now, we have to ensure all people (regardless of race, gender, religion or orientation) have a level playing field and an equal and fair opportunity to succeed. As a Black female engineer and AmLaw 50 firm leader, I want to minimize some of the obstacles I endured, though those same obstacles have undoubtedly made me more resourceful, resilient, creative, and adaptable. Regardless, championing diversity, equity, and inclusion is essential to leaving our world better than we found it. While there is still much progress to be made, driving the legal profession toward greater diversity and inclusiveness through organizations such as these is necessary. Indeed, the success of Team Impossible stems from the diversity of our collective backgrounds and life experiences that allows us to better “think outside the box” and see things that others do not see. Team Impossible members now work with people they may not have naturally worked with before, especially after seeing what we have been able to achieve through our more inclusive approach.
With multiple leadership positions and a thriving litigation practice, how do you balance your responsibilities and maintain focus?
Jeanne M. Gills: Honestly, some days are easier than others. Litigation is inherently demanding, so it requires a combination of prioritization, delegation, and a clear focus on outcomes and what truly moves the needle—whether it’s a critical client matter, an internal initiative, or a leadership responsibility—and allocating my energy accordingly.
Effective delegation is key and Team Impossible shares a commitment to excellence. By trusting and empowering team members to take ownership, work progresses seamlessly, whether I am directly involved or not.
Regardless of my leadership roles, client service remains at the core of my practice. I make a conscious effort to stay deeply involved in high-stakes client matters and provide personal attention where needed while also trusting and empowering the team. Clear and candid communication ensures alignment and avoids bottlenecks.
It is also important to have fun, laughter, and joy, and a personal board of directors that can hold you accountable and make sure you remain your authentic self. I feel blessed to have family and friends that keep me grounded and ensure that even the work is fun, but also that there is life outside of work
What innovations or changes would you like to see in the field of intellectual property law in the coming decade?
Jeanne M. Gills: From the perspective of both technology and diversity, the IP field has immense potential for innovation and evolution in the coming decade. There needs to be clearer guidance on how AI-enabled inventions and creative works are treated under IP laws. Using tools like AI and blockchain to simplify processes can make them more accessible globally, particularly to innovators in underprivileged groups or remote parts of the world. Inconsistencies in IP protection and enforcement also create inefficiencies and risks. Greater alignment of laws, particularly in fast-growing markets, would reduce barriers and foster innovation.
From a people perspective, law firms that remain dedicated to fostering diversity, inclusivity, and belonging will continue to succeed. As a leader within Foley, I am not going to stop what I am doing because I have seen over the course of my career the wonderful things that come from having diverse teams.
