Social media sites are transforming not only the daily lives of consumers, but also how companies interact with consumers. Here at Morrison Foerster, across all of our practice groups, we are seeing complex, cutting-edge legal issues arising out of social media. As with the Internet boom during the mid-to-late 1990s, social media is generating new legal questions at a far faster pace than the law’s ability to provide answers to such questions. In an effort to stay on top of these emerging issues, and to keep our clients and friends informed of new developments, Morrison Foerster publishes this blog devoted to the law and business of social media.<h2>ABOUT MORRISON FOERSTER</h2>Morrison Foerster is a leading global law firm that transforms complexity into advantage for its clients. Our clients include some of the largest financial institutions, banks, consulting and accounting firms, and Fortune 100, technology, and life sciences companies. Highlighting the firm’s commitment to client service, leadership in market-changing deals and impact litigation, and values-based culture, Morrison Foerster has been repeatedly recognized as one of the top 10 firms on The American Lawyer’s A-List. Year after year, the firm receives significant recognition from Chambers and The Legal 500 across their various guides, including Global, USA, Asia‑Pacific, Europe, UK, Latin America, and FinTech Legal. Our lawyers passionately care about delivering legal excellence while living our values. Morrison Foerster has a long-standing commitment to creating a culture that respects and celebrates differences, while providing an inclusive environment. The firm has achieved Mansfield Certification Plus since 2018 as a result of successfully reaching at least 30 percent women, communities of color, and LGBTQ+ lawyer representation in a notable number of current leadership roles and committees. The firm also has a long history of commitment to the community and society through providing pro bono legal services, including litigating for civil rights and civil liberties, improving public education and fostering the wellbeing of children, advocating for veterans, promoting international human rights, enforcing the right to asylum, and safeguarding the environment.

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Aaron is the chair of the firm’s Technology Transactions Group and co-chair of the Interactive + Digital Media Group. He advises clients on a wide range of complex transactions involving intellectual property and technology, including structuring and negotiating strategic licensing, development, collaboration, procurement, and distribution deals.Aaron’s practice focuses on advising both established and emerging companies in a variety of data- and technology-intensive sectors, including software, SaaS, cloud-based technology, digital media (social media, AR/VR, gaming, streaming media, AdTech), AI, healthcare, consumer electronics, e-commerce, other online business models, and mobile applications. He also maintains an active practice counseling companies on branding and marketing, trademark licensing, and content-related transactions, as well as the intellectual property aspects of mergers, acquisitions, asset spin-offs, and private equity investments.He has represented clients such as Autodesk, Meta, OpenAI, Splunk, Konami, Kaiser Permanente, SoftBank, Visa, and Yahoo, among others.Aaron has been recognized by numerous publications for his work on market-defining technology transactions. He is currently ranked by Chambers USA for “Technology Transactions.”Aaron also serves as co-editor of Socially Aware, the firm’s award-winning newsletter and blog devoted to the law and business of social media, and regularly publishes on various IP and technology-related topics. Aaron is also a sought-after speaker on new and emerging areas of law, and is a frequent presenter and panelist at conferences and legal services programs. In addition to his active practice, Aaron regularly provides pro bono assistance to various nonprofit and charitable organizations such as Common Sense Media and the Starlight Children’s Foundation. He is a member of the board of directors of California Lawyers for the Arts.While in law school at the University of California, Berkeley, Boalt Hall School of Law, Aaron served as executive editor of the California Law Review and was elected to the Order of the Coif. Following law school, Aaron served as law clerk to the Honorable William H. Orrick and the Honorable Martin J. Jenkins, both United States District Judges for the Northern District of California.

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Aaron is the chair of our Technology Transactions Group. He advises clients on a wide range of complex transactions involving intellectual property and technology, including structuring and negotiating strategic licensing, development, collaboration, procurement, and distribution deals. Aaron’s practice focuses on advising both established and emerging companies in a variety of data– and technology–intensive sectors, including software, SaaS, cloud computing, AR/VR, AI, gaming, healthcare, consumer electronics, social media, e–commerce, other online business models, and mobile applications. He also maintains an active practice counseling companies on the intellectual property aspects of mergers, acquisitions, asset spin–offs, and private equity investments.

Aaron P. Rubin

Lawrence Gallick is of counsel in the firm’s Austin office and a member of the Technology Transactions Group.Lawrence focuses his practice on technology transactions and licensing matters. His diverse experience includes advising on SaaS agreements, cross-licensing agreements, research and collaboration agreements, development agreements, and distribution agreements. He counsels a broad range of companies across the software, hardware, life sciences, biotech and FinTech spaces, as well as other entities including universities.He advises clients in connection with general corporate matters including contract negotiations, and leasing and technology placement agreements.Lawrence also serves as co-editor of <a href="https://www.sociallyawareblog.com/" target="_blank">Socially Aware</a>, the firm’s award-winning newsletter and blog devoted to the law and business of social media, and regularly publishes on various IP and technology-related topics.Prior to joining the firm, Lawrence was counsel at another major law firm. Before earning his law degree, Lawrence was a web consultant, project manager, and web developer in Portland, Oregon, where he managed and consulted on projects using industry methodologies and performed custom development and integration of content management systems.Lawrence was named a Super Lawyers “Rising Star” in 2015 and 2018–2022, and is licensed in both California and New York. Lawrence earned his J.D. from the University at Buffalo School of Law, where he was the electronic systems editor for the Buffalo Law Review and awarded the ABA-BNA Award for Excellence in the Study of Intellectual Property Law.

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Anthony Ramirez is a partner in the Technology Transactions Group in the New York office of Morrison Foerster.Anthony advises clients on general commercial and transactional matters. He regularly advises companies on the IP aspects of their M&A transactions. His clients include technology, digital media and content for television and music, financial services, and communications companies with diverse intellectual property assets and issues.His practice focuses on the legal aspects of developing, licensing, and commercializing technology and intellectual property, as well as negotiating general commercial contracts, including outsourcing transactions, as well as content and data licenses. He regularly assists clients with legal issues relating to licensing and commercialization of digital media and content, digital content that is distributed over the Internet or streamed, mobile applications and social media, as well as the licensing of recorded music for distribution via digital platforms. Anthony is also experienced with issues relating to open-source software, software development, artificial intelligence and machine learning, cloud-based technology, and protection of proprietary information.Anthony has extensive experience working on matters involving disruptive technologies, such as blockchain. He has helped fintech clients with general intellectual property issues in connection with terms of service for online financial products and services.Anthony is an integral part of the outside pro bono legal team for nonprofit organizations based in New York, including advising clients on legal issues regarding entertainment, social media, privacy rights, and the negotiation of outsourcing and service agreements. Anthony received his J.D. from the University of Michigan Law School in 2009. He received his B.S. from Cornell University in 2004.

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Anthony Ramirez is a partner in the Technology Transactions Group in the New York office of Morrison Foerster. He advises clients on general commercial and transactional matters. His clients include technology, media, and communications companies with considerable intellectual property assets. His practice focuses on the legal aspects of licensing and commercializing technology and intellectual property, as well as negotiating general commercial contracts. He also regularly assists clients with legal issues relating to mobile applications and social media.

Anthony M. Ramirez

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Is your company prepared to respond to a data security breach? For many companies, even reading this question causes some anxiety. However, being prepared for what seems like the inevitable—a security breach—can be the difference between successfully navigating the event or not. While we still hear some companies say, “That would never happen to our company!” a significant breach can happen to any company.In light of this and the close scrutiny that the high-profile breaches reported over the past year have received, many companies have taken the opportunity to consider their preparedness and ability to respond quickly and decisively to such an incident. We have prepared for our readers who are in-house attorneys or privacy officers the following checklist highlighting some steps that companies may consider taking so that they can be better prepared in the event that a significant breach incident occurs.<ol><li> Make Friends With Your IT/IS Department. </li></ol>It is important to be familiar with your company’s risk tolerance and approach to information security in order to develop an understanding of your company’s security posture. The time to explore these issues isn’t after a breach has happened, so ask your colleagues in your company’s information technology or information security departments the basic questions (e.g., What’s DLP?) and the tough questions (e.g., Why haven’t we addressed the data security concerns raised in last year’s audit?). You would rather learn, for example, that your company does not encrypt its laptops before one is stolen.<ol start="2"><li> Have a Plan. </li></ol>Many companies have an incident response plan. If your company does, dust it off. Does it need to be updated based on the current breach environment? Would it actually be helpful in responding to a high-profile nationwide data security breach? Does it have a list of key contacts and contact information? Also, make sure you have a copy printed out in case the breach impacts your company’s electronic system. If you don’t have a plan, draft one and implement it.<ol start="3"><li> Practice. </li></ol>Although practice may not make perfect when it comes to data breach response, you do not want your response team working together for the first time in the middle of an actual high-stress incident. Gather your response team and relevant stakeholders and conduct a “fire drill” or “breach tabletop” exercise (and consider bringing your outside counsel). This will be invaluable training and an investment in your company’s preparedness.<ol start="4"><li> Decisions, Decisions, Decisions. </li></ol>Someone has to make the tough calls. A high-profile breach incident presents a series of tough calls (e.g., when will you go public, how will you respond to the media, will you offer credit monitoring and so forth). We continue to hear of incidents where there are competing views within a company about the “right” decision, and incidents where difficult decisions have to be made based on limited facts. You should give thought to who within your organization will be responsible for making the tough calls, and making sure the key decision-makers understand the broader issues that have to be considered.<ol start="5"><li> Know the Law. </li></ol>In the United States, notice of breach incidents is driven by federal and state law. There are federal breach requirements (e.g., the Gramm-Leach-Bliley Act), and there are state requirements in 51 states and jurisdictions. Needless to say, notice in a nationwide incident can be complicated. And the laws have been rapidly changing over the last several years. Someone in your company should be committed to staying abreast of the current landscape of breach-related requirements (e.g., requirements for the content of consumer notices and requirements to notify state regulators). In addition, breaches that affect individuals outside the United States are even more complicated. Be aware that the number of jurisdictions with breach-notification obligations is growing, and in many instances a “breach” includes the unauthorized disclosure of any type of personal information.<ol start="6"><li> Go Outside. </li></ol>Outside counsel who have a deep practice in this area will have worked on countless incidents both large and small, and can advise on how other companies respond to similar incidents and how regulators have reacted. This is invaluable insight when the tough calls have to be made (see item 4 above).<ol start="7"><li> Engage Vendors. </li></ol>In a significant breach incident, a company’s resources can be stretched thin. Many companies would not have the capability to produce and mail 500,000 breach letters in just a few days. Similarly, many companies are not prepared to handle dramatically increased call center volumes after an incident becomes public. There are a wide variety of vendors that can help companies respond to a breach incident, including forensic investigators, crisis communication experts and mail houses, to name a few. Consider your company’s capabilities and engage vendors before an incident occurs.<ol start="8"><li> In Case of Emergency, Call. </li></ol>The list of individuals and entities that may need to be contacted in case of a significant breach at your company may be longer than you think. For example, you may need to contact members of your response team, members of senior management, your merchant acquirer, payment card networks, a wide variety of vendors, the press, your regulators, outside counsel and others. While a comprehensive contact list may seem simple, it can reduce stress in the heat of the moment if you have one (see item 2 above).<ol start="9"><li> Consider Coverage. </li></ol>Cyberinsurance is one of the fastest growing areas of insurance today. It’s quite possible that your company already has a policy that would provide at least some coverage in the case of a data security breach. If so, the policy should be reviewed to get a sense of the breadth of the coverage and to determine whether such coverage is appropriate for your company’s needs. If your company does not have a policy, you can consider the costs and benefits of obtaining coverage. This is a risk-based decision, but one that of course needs to be thought about before a breach occurs.<ol start="10"><li> Don’t Delay. </li></ol>Although you can’t control whether a breach occurs, you can control how your company responds. Many companies will find that there is more that they can do to prepare for a potential breach event. In light of the public, regulatory and internal scrutiny that a high-profile breach brings, you should not delay in considering your company’s preparedness to respond to such an event.Concluding ThoughtsUnfortunately, data security breaches have become as inevitable as death and taxes; accordingly, no company can afford to be unprepared for a breach incident when it occurs. Although our pre-breach checklist above isn’t intended to be exhaustive, it should provide a helpful starting point for companies in thinking about the unthinkable.