Pearl Meyer In the News

"There is more of a move these days for directors to give each other feedback during—or in addition to—an annual board assessment, and that can help mitigate the risk that you end up with ‘zombie’ directors in the first place," said Peter Thies, managing director.

“People talk. It reinforces the need for a rational, explainable, and defensible set of pay practices and policies so you're beyond criticism or reproach," said Ed Steinhoff, managing director at Pearl Meyer.

Instead of receiving a large, guaranteed salary, “the view is that there should be more accountability and more performance orientation to executive compensation,” said Aalap Shah, managing director.

“For employees that have some tenure with a company, a down round or depreciated value can result in a perverse incentive to go ‘next door’ and get a new package that is valued at a much lower stock price but [has a] higher wealth creation opportunity,” said Aalap Shah, managing director.

“One of the top five things an incoming CEO should be doing is succession planning, because that is a company that is truly looking at the future and is appropriately considering corporate governance,” said Aalap Shah, managing director.

"If the board approaches the CEO and says, 'We would like to talk about CEO succession,' and the CEO feels threatened by that, or if they actively resist that, it's time to find a new CEO," said Peter Thies, managing director.

“When you pay a CEO salary, and a cash bonus, that is real cash coming out of the company’s bank account,” said Jan Koors, senior managing director. “When an executive gets a share of stock, it’s like payment in kind.”

“Longer-term incentive plans covering three to four years also are becoming more common across healthcare organizations of all sizes,” said Alexander Yaffe, managing director.

“Aligning executive compensation with a company's performance allows the company to have pay coincide with how well the company's doing," said Wes Hart, managing director.