Setting Annual Incentive Compensation Goals in Biotech
Assessing the Impact of Director Compensation on Board Culture and Agility
Assessing the Impact of Director Compensation on Board Culture and Agility teresa.osborne…Jannice Koors
Biography
Jan Koors is a senior managing director with Pearl Meyer and head of consulting services. In this role, Jan is focused on leveraging the firm’s consulting capabilities and enhancing relationships with our national marketing partners. She is a member of the leadership team which guides the firm’s strategy.
Jan has more than 30 years’ experience in executive compensation and governance and has consulted to companies of all sizes and industries. She advises company boards and management teams on all aspects of strategic human capital decision-making. Jan helps companies deconstruct their long-term value creation objectives into tailored HR strategies that go beyond simple competitive parity—designing programs that consider a company’s specific business strategy, management talent, and corporate culture.
A noted expert in the field, Jan has been quoted in publications such as The New York Times, The Wall Street Journal, Marketplace, and Financial Times. She has appeared on CNN’s MoneyLine and NBC Nightly News, and has spoken at numerous seminars on executive and director compensation issues.
In 2024, Jan was named for the seventeenth time to the NACD D100 list of the most influential people in corporate governance. She is an NACD Governance Fellow, and serves as faculty for the NACD’s Master Class programs. She also leads Pearl Meyer’s relationship with Women Corporate Directors.
Jan received her BA from Wellesley College and is a member of the Wellesley College Business Leadership Council. She is on the board of directors for The Big Shoulders Fund in Chicago and the advisory board for the Berger Institute of Claremont McKenna College.
I believe that a well-designed compensation program can be a tremendous driver of company performance and differentiation, not just a cost of doing business. An incentive compensation plan can’t replace a thoughtful business strategy or a talented management team—but it can reinforce both of those things. My role as an advisor starts with making sure my clients have all the information necessary to make an informed decision, but it doesn’t end there. Ultimately, my goal is to translate my client’s unique value proposition into a tailored compensation program that increases the company’s long-term success.
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Assess Your Bank’s Change in Control and Retention Fitness
Assess Your Bank’s Change in Control and Retention Fitness teresa.osborne…Margaret H. Black
Biography
Margaret H. Black is a managing director at Pearl Meyer and a member of the firm's Technical Services team. She has consulted for over 30 years in the field of tax and all aspects of compensation and benefits matters. Margaret has extensive experience in issues related to corporate acquisitions, divestitures and restructurings, as well as with change-in-control provisions, IRC Sections 280G, 409A, and 162(m) compliance.
Prior to joining Pearl Meyer, she served as a principal in the Human Capital Practice of Arthur Andersen.
Margaret holds an MBA from the University of Southern California and a BA from Tulane University. She is a certified public accountant and is a member of the California Board of Accountancy.
My clients are usually involved in some level of upheaval, for example, a merger, an acquisition, restructuring, or possible change-in-control. At those times it's important to navigate a maze of technical matters quickly and with precision. My goal is to partner with clients so they feel confident that all of the technical details surrounding executive pay have been addressed, and all possible alternatives explored. This will leave them free to focus on the business strategy and continue to create value for shareholders.
Daniel M. Wetzel
Biography
Daniel M. Wetzel is a managing director at Pearl Meyer. With over 30 years of experience in the field of compensation and benefits, Dan assists clients in the areas of executive and non-employee director compensation and employee pay, focusing on the development of annual and long-term incentive compensation programs to meet clients’ strategic objectives. He also provides consultation in the areas of employment contracts and change of control provisions, mergers and acquisitions, expert testimony, reasonableness of compensation, salary administration, performance management, and employee and executive benefits. His client engagements cover a variety of industries and company organizational and developmental stages, including startup/pre-IPO, privately held, public, subsidiary, foreign-owned, and non-profit organizations.
Prior to his current role, Dan was Watson Wyatt Worldwide’s Southern California practice leader for executive and incentive pay and before joining Watson Wyatt, he was a consultant at KPMG, specializing in compensation and benefits issues.
He is a frequently published author of articles on compensation topics and a sought-after speaker for numerous industry meetings including American College of Corporate Directors, Financial Executives International (FEI), Forum for Corporate Directors, National Association of Corporate Directors, UC Berkeley’s Center for Executive Development, and USC’s Corporate Governance Summit.
Dan received his BA from the University of California, Los Angeles and his MBA from the University of Southern California. He holds the Certified Executive Compensation Professional (CECP) designation through the WorldatWork Society of Certified Professionals and has earned his Professional Director Certification from The American College of Corporate Directors.
While board members and executives are interested in aligning the compensation with the strategic objectives of the company, there are a variety of ways to accomplish those goals. My approach is to first understand the key drivers of each business and to balance those with a deep understanding of the desires of outside influencers, such as shareholders, their advisors, and regulators. This approach facilitates the development of programs best suited for the company and its participants.
