For companies eyeing the public markets, a SPAC can be appealing—but it requires early preparation to ensure lasting success.

S2 Ep2: Compensation committees must evaluate performance-based equity awards and other long-term incentive plan design trends to fit with the current macro-economic environment.

What pay for performance really means, how to measure true alignment, and the practices that keep it working over time.

S2 Ep1: The evolving purview of the compensation committee and the implications of expanding governance responsibilities.

Pearl Meyer surveyed 16 oil and gas companies to highlight communication challenges and opportunities particularly relevant to the sector.

An effective LTIP hinges on a deep understanding of the company’s strategy, business outlook, and program goals.

The CD&A narrative is the committee’s opportunity to explain how executive pay reflects oversight, discipline, and strategy.

Using holding power as a strategic indicator of the compensation program’s health can ensure that it truly supports retention and long-term shareholder value creation.

The new methodology underscores a continued shift in pay governance – and places early-stage life sciences companies in a difficult position.

Ignoring a tech company’s unique business model can misalign incentives, weaken shareholder value, and drive talent away.

Highlights and data from the bi-annual survey on bank directors’ compensation levels and practices.

A well-crafted STI plan is a powerful tool for focusing leadership attention, reinforcing strategic priorities, and translating operational performance into pay outcomes.