Patent Trial Lawyer · Kansas City, Missouri

Jesse J. Camacho

Understanding before strategy.

Registered patent attorney since 2002. Chair of Intellectual Property at Practus, LLP. Twenty-three years of patent litigation in federal courts across the country, before the Patent Trial and Appeal Board, and at the Federal Circuit, for clients from near-startups to some of the world's most valuable technology companies.

Jesse J. Camacho.

Two very different problems share one name.

Someone accused of using a patented invention and someone watching a competitor sell what they built are not in the same situation, and the honest answers are not the same.

Accused of infringing

Someone says you are infringing

A letter or a complaint has arrived, and it names your product. What the first few weeks ask of you is mostly practical.

What has actually happened

A patent is a time-limited right to stop other people from making, using, or selling what it describes. It is not permission to build the thing yourself, and it is not a prize for having an idea first. Someone now believes your product sits inside the boundary of theirs.

If what arrived is a complaint, it is one side's allegation. Nothing has been found against you. Companies of every size receive them, and most patent disputes end in a negotiated resolution rather than a trial verdict. If what arrived is a demand letter, that is not nothing either. It opens a range of outcomes, from a license negotiation to litigation, and it starts real obligations, including preserving documents.

The part that surprises people most is this. You can infringe something you never saw. Copying is not required. If your product does what one of the patent's numbered claims describes, it can infringe even if your engineers arrived at it independently and had never heard of the patent or its owner. Being angry that nobody copied anything is reasonable. It is not a defense.

The first week

Four things are worth doing before you have decided anything else.

  • Confirm the date. In federal court a response to a complaint is generally due twenty-one days after service, though that can shift with waivers and extensions. It is specific to your court and your case, so have someone check it rather than assume it.
  • Stop automatic deletion. Routine auto-purging of email and files touching the accused product should be suspended immediately. Courts treat this seriously, and it is the kind of unforced error that damages a position that was otherwise fine.
  • Call your insurance broker. Some business policies cover intellectual-property defense, and late notice can forfeit that coverage. Asking costs nothing.
  • Keep the speculation off email. Internal guessing about whether the product infringes is exactly the material the other side will later read out loud. Route the technical questions through counsel instead.

What decides it

Not the story. The claims. At the end of every patent is a set of numbered sentences called claims, and they are the property line. Everything else in the document is scenery. Whether you infringe turns almost entirely on whether your product does what one of those sentences describes.

Before a jury hears anything, a judge decides what the disputed words in those sentences mean. That step is called claim construction, or a Markman hearing. A great many cases are decided, in substance, by that ruling, and stop looking like close calls immediately afterward.

The quietest leverage sits in the file wrapper. Every patent carries a public record of the back-and-forth between the applicant's lawyers and the patent office. To get a patent granted, applicants often narrow what they are claiming. Those narrowings are permanent and public, and they limit what the patent can be argued to mean years later. Reading all of it is slow and unglamorous, which is why it is frequently the thing nobody on the other side has done.

There is also more than one venue. Some patent fights happen at the Patent Trial and Appeal Board, in a proceeding called an inter partes review, which asks whether the patent should have been granted at all. It runs on a different clock and a different budget than a district-court case.

What it takes from you

Money is the part people brace for. Attention is the part that catches them out. The people who can explain how your product works are usually the same people who are supposed to be building it, and the process asks for them by name.

What drives the cost is scope: how many patents and claims are in play, how wide the document requests run, how many people are deposed, and how many fronts the dispute is fought on at once. Almost none of that is fixed at the start, which is why anyone who quotes you a total in the first conversation is guessing at it.

Some of it is inside your control. A dispute that stays narrow stays affordable. A lawyer willing to tell you what not to spend money on is worth more than one who is willing to spend it.

What to ask a lawyer

  • Can you understand our technology at the level it was built, or will you depend on an expert to translate it for you?
  • Will you read the patent's full prosecution history yourself?
  • How do you create pressure without letting the cost run away?
  • What would you decline to spend our money on?

Listen for whether the answers stay in plain language when you push on them. If a lawyer cannot explain your own product back to you clearly, a judge and a jury are not going to hear it explained clearly either.

What happens next

An answer is filed, or an extension is agreed. The technical work begins, and it is the part that decides whether you have any leverage later. Documents move in both directions. The disputed words go in front of a judge.

Most matters resolve before a verdict, and where they resolve is set by what the record will support. A resolution reached from a position of understanding costs less than one reached from a position of fear.

That is not a prediction about your case. It is the ordinary shape of these things.

A client, on how a dispute of this kind was handled

He developed a deep command of the patent history, understood the prosecution record better than the opposition, and identified weaknesses that materially changed the leverage in the case. He was also very effective at applying pressure at the right points, without letting the matter spiral into unnecessary cost or complexity.

Jake McCampbell, Co-Founder and CEO, StringKing, June 2026

Someone is using what you built

Someone is using what you built

A product on the market looks like your work, and you are trying to decide what you are actually holding and what it would take to use it.

What you actually have

You have a document, and the part of it that matters is smaller than most owners expect. At the end are numbered sentences called claims. They are the property line. Everything else, including the drawings and the description you were proudest of, is scenery.

So the question is never whether their product looks like yours, feels like yours, or appeared suspiciously soon after yours. The question is whether their product does what one of your numbered sentences describes. A product that is plainly a copy can sit outside your claims. A product built by people who never heard of you can sit inside them, and that is enough. Independent invention is not a defense, and that fact runs in your favor.

It is worth being exact about what the patent is. It is a time-limited right to stop other people from making, using, or selling what it describes. It is not a right to build the thing yourself, and it is not a finding that you were first at anything.

The first week

The work here starts closer to home than most owners expect.

  • Read your own file before you read theirs. The public record of how your patent was granted, called the prosecution history, contains every narrowing your attorneys made to get it allowed. Those narrowings are permanent, and they limit what your claims can now be argued to mean. Knowing them first is the difference between a strong position and a loud one.
  • Preserve documents. The obligation is not only the other side's. Suspend routine deletion of the material around the invention, the development work, and the sales.
  • Decide what you actually want. Payment for what has already happened, a license going forward, or the product off the market are three different objectives with three different paths, and the choice shapes everything after it.
  • Say less publicly than you want to. A demand letter opens a range of outcomes, from a license negotiation to litigation. It also invites a response you may not have accounted for yet.

What decides it

Claim construction. Before a jury hears anything, a judge decides what the disputed words in your claims mean, in a step often called a Markman hearing. Cases are frequently decided, in substance, by that ruling. Words chosen years ago, for reasons that made sense at the time, are about to be read closely by someone with no stake in the invention.

Your own file wrapper is the other half of it. It is public, and the other side will read it looking for the narrowings you made to get the patent granted. Expect every argument your attorneys made to the patent office to come back at you.

Expect the patent itself to be attacked. A challenger can go to the Patent Trial and Appeal Board and ask, in a proceeding called an inter partes review, whether your patent should have been granted at all. It runs on a different clock and a different budget than a district-court case. It is a normal part of enforcing a patent rather than a sign that something has gone wrong.

What it takes from you

Enforcing takes longer than nearly anyone expects, and the demands land on the same small group of people who built the thing. Founders and engineers are deposed. Development files are read by strangers. The technical detail you have carried in your head has to be written down and defended.

The cost is not only the legal bill. It is the attention of the people you can least afford to have distracted, spread across months rather than weeks, and it competes directly with shipping the next thing.

There is also a risk worth naming plainly. Enforcing a patent puts it in play. It can come back narrower than it went in, and in a bad case it may not survive. That is not an argument against acting. It is an argument for knowing what your record will support before you commit to it.

What to ask a lawyer

  • How will you explain this technology to a judge or a jury who has never seen it?
  • What in our own prosecution history could be used against us?
  • Can you explain what this means for the business in language our board can use?
  • What would you decline to spend our money on?

The second question separates people. A lawyer who has read your file will answer it specifically, with the words and the dates. A lawyer who has not will answer it in general terms about the process.

What happens next

A demand or a complaint, then a response that is rarely the one you hoped for. The technical work. Claim construction. Somewhere in there, the point where both sides can finally see what the record supports, which is where most matters resolve.

Most patent disputes end in a negotiated resolution rather than a trial verdict. That is not a failure of nerve. Terms that hold, reached at the moment your position is clearest, are often worth more than a verdict several years further out.

None of that predicts your case. It is the ordinary sequence these matters follow.

A client whose company was protecting its own patents

Jesse demonstrated a masterful command of both the technical aspects of our patents and the intricate legal strategies required to prevail in federal court. He meticulously prepared every detail, anticipated opposing counsel's moves with remarkable foresight, and presented our case with compelling clarity and persuasive power that clearly resonated with the judge and jury.

Ryan Reed-Baum, CSCA, Chief Executive Officer, TruLog, April 2026

A client on litigation from either side

Litigation on either side is not something I enjoy, but I could not be more pleased with how Jesse managed our case / process. He has substantial expertise and experience, but also has the ability to reduce the issues into consumable information for executives / board members. He was creative and able to discuss and provide sound options at every step of the litigation.

Matthew Hardy, CFO of Bonterra, and CFO of TeleSign at the time of the matter, September 2021

Read all seven recommendations at their source on LinkedIn

Getting in touch

Legal and professional matters route through the firm. The email address and the phone number reach him directly.

Kansas City, Missouri.