Full-Time
Account Manager
Posted on 10/31/2025
PatSnap
501-1,000 employees
IP and innovation data platform
No salary listed
London, UK
Hybrid
Hybrid role; 1 in-office day per week on Wednesdays in London.
 Sales & Account Management (1) |
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- Proven experience managing accounts with measurable renewal or expansion targets (SaaS preferred).
- Strong commercial acumen with the ability to identify and close growth opportunities.
- Excellent relationship-building and negotiation skills.
- Organized and proactive in using account planning frameworks to drive value-based outcomes.
- Comfortable managing multiple stakeholders and delivering under pressure.
- Strong listening, negotiation and presentation abilities.
- A genuine interest in helping customers innovate and succeed.
- Manage a portfolio of existing customers, acting as their main point of contact for all account-related matters.
- Drive renewals and achieve quarterly expansion targets
- Build and maintain strong, long-lasting client relationships, ensuring Patsnap is delivering exceptional value to our clients as quickly as possible.
- Proactively identify upsell and cross-sell opportunities, managing the entire expansion sales cycle end to end.
- Negotiate contracts and close agreements to maximize retention and expansion.
- Accurately forecast both renewals and expansion on a 90 day rolling basis.
- Clearly communicate the progress of monthly/quarterly initiatives to internal and external stakeholders.
PatSnap provides a data platform for intellectual property and innovation intelligence. It gathers information from patents, scientific papers, and market reports and packages it into analytics tools and dashboards so businesses, researchers, and inventors can understand technology trends, assess competitive positions, and guide R&D investments. The product works by collecting large amounts of information across sources, indexing and analyzing it, and presenting insights through a subscription-based platform with various data and tool tiers. PatSnap differentiates itself by combining patent data with non-patent literature and market insights in a single platform, offering customized analytics, global coverage, and additional educational offerings through its Innovation Academy. The company's goal is to help clients make data-driven decisions to drive innovation, improve IP strategy, and maintain a competitive edge.
Company Size
501-1,000
Company Stage
Series E
Total Funding
$351.6M
Headquarters
Singapore, Singapore
Founded
2007
Simplify's Take
What believers are saying
- Biopharma M&A surged 133% to $133B in 2025, driving Synapse platform adoption.
- FactSet integration enables PatSnap to reach 10,000+ investment professionals directly.
- Hiro Life Sciences generative AI assistant accelerates drug discovery workflows significantly.
What critics are saying
- OpenAI SearchGPT and Google AI Overviews commoditize patent search with free alternatives.
- Clarivate's bundled IP analytics undercuts PatSnap's standalone positioning with 10x enterprise reach.
- Patent offices launch free AI-powered search tools, eroding PatSnap's data moat.
What makes PatSnap unique
- Largest integrated dataset of patents, scientific literature, and market signals globally.
- AI-native platform with 78% accuracy in Top 100 semantic search results.
- Serves 18,000+ organizations including one-third of world's largest R&D spenders.
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Benefits
Paid Vacation
Unlimited Paid Time Off
Mental Health Support
Parental Leave
Life Insurance
Private Healthcare
Private Pension
RRSP Contribution Matching
Eyecare Voucher Scheme
WFH Stipend
Cycle To Work scheme
Company Equity
Paid Volunteering Days
Growth & Insights and Company News
6 month growth
↑ 0%1 year growth
↓ -1%2 year growth
↓ -1%With the launch of Hiro Life Sciences (LS), PatSnap is seamlessly integrating generative AI into the R&D process, bridging the gap between AI and drug discovery.
Image credit: Osaka Innovation Hub. 26日、大阪市、都市活力研究所、JETRO 大阪本部、大阪産業局は「HackOsaka 2024」を開催した。このカンファレンスの目的の一つとして、海外スタートアップの日本進出、日本スタートアップの海外進出を支援することが掲げられているが、終盤には海外から大阪をエントリポイントとして日本市場に進出しようとするスタートアップによるピッチコンペティション「Global Startup Pitch」が設けられた。. 6社がピッチし、製品毎の正確な炭素排出量を瞬時に計算する AI プラットフォームを開発するカナダの Arbor が優勝した。このピッチコンペティションで審査員を務めたのは以下の方々だ。
She added that Patsnap is expanding its team in Japan, hoping to boost the country's contribution to its revenues to a share of about 10% from just a fraction at the moment.
The hidden power of patents and PatSnap's USD 100 million milestone.
Sometimes it can appear from the outside that inhouse lawyers are reticent about legal innovation and tech adoption, but if you ‘follow the money’ then in reality it’s the CEO who ultimately decides. As Eric Topel, the new GC of IP platform Patsnap, told this site: ‘Not all executives have a strong understanding of legal.’‘Some CEOs are from a sales and marketing background, some from tech,’ he explained, ‘so sometimes there’s a lack of familiarity [about legal tech] and the different tools that are available.’‘Also, if there is a culture of blame at the company, then that culture encourages [the GC] to spend the money on law firms, not tools for the inhouse team,’ he added.‘The more integrated we are [with the C-suite], then the better the level of trust, and more work is kept inhouse, and so the same goes for [legal tech] tooling and AI that can help us to improve and be more efficient and save money,’ Topel said.That is to say, some companies’ C-suites don’t have a detailed understanding of what the legal team does or how they do it – nor perhaps want to have that level of engagement. This then makes them uncertain about the inhouse team’s overall value, and so they depend on law firms to handle more work, and also don’t want to invest in legal tech for their own team.In short, don’t always blame the inhouse lawyers when you see a lack of progress on legal innovation, there may be some very good corporate culture reasons for this that are beyond their control.And this goes beyond areas such as legal ops and improving the legal function. If the culture of the company is one where the CEO doesn’t have a feel for what the legal function can do to improve how it works, then that also has a follow-on impact on law firms. As, if legal advisors are under no external pressure to change due to client lack of interest, then don’t expect a powerful need to embrace legal tech there either.So, what’s the answer? Topel told Artificial Lawyer: ‘It’s incumbent on the GC to educate the C-suite.’But, will all GCs want to do that? He replied: ‘I see myself as a proactive attorney. But, if you are reactive then you may see no reason to change.’‘A lot of this is about demonstrating the value of the legal team,’ he added, and underlines that this is not always easy