With the introduction of say-on-pay (SOP) in 2011 and the increased clout of proxy advisory firms on executive compensation program designs, the performance share unit (PSU) has become a common feature of executive long-term incentive (LTI) programs among U.S. public companies. Read More
Current Pay Governance Viewpoints
Aubrey E. Bout, Blaine Martin, Phil Johnson, Bryce Gerboc and Perla Cruz
John R. Ellerman and Bentham W. Stradley
Many companies remain stressed that the Trump administration has yet to provide regulatory relief from the CEO pay ratio rules of the Dodd/Frank financial reform legislation which will be in effect for reporting in the 2018 proxy season. However, the business community has just been granted relief from an onerous and burdensome compensation reporting requirement that is different than the CEO pay ratio rules. This latter proposed reporting requirement has been a carry-over from the Obama administration. Read More
John R. Ellerman, Blaine Martin and Peter S. England
Over the past 20 years, there has been a major shift in how large public companies have compensated their outside Directors.1 These changes have included the elimination of Board meeting fees, granting of equity compensation in the form of full-value shares, the elimination of Director retirement plans and other perquisites, adoption of stock ownership guidelines for Directors, and giving of supplemental cash retainers to Committee Chairs in recognition of their substantial time commitments to committee work. Read More
Aubrey E. Bout, Christopher S. Carstens, Brian Lane and Julia Kennedy
The past 5 years have seen a significant number of companies spinning off one or more businesses into separate, free-standing companies. S&P’s Capital IQ reports a total of 86 full or partial spin-offs that began trading on a major U.S. exchange from mid-2011 through mid-2016 — an average of 17 per year. Read More
Team Member Highlight
- Maggie Choi Consultant | San Francisco
- View Articles by Maggie Choi
Maggie Choi is a Consultant in the San Francisco/Silicon Valley office of Pay Governance. She has over 10 years of consulting experience and has deep expertise directing a variety of projects, including: executive and outside director compensation assessments, short- and long-term incentive plan design, shareholder value transfer/dilution analyses, pay-for-performance and internal equity modeling, and severance/change-in-control liability calculations. Additionally, Maggie consults on a variety of corporate governance issues and is actively involved in tracking regulatory developments and analyzing the voting practices of key proxy advisors. Maggie’s clients include U.S. and global public, private, and pre-IPO companies across the retail, high-technology, and financial services industries.
Prior to joining Pay Governance, Maggie worked in the Executive Compensation & Total Rewards practice at Willis Towers Watson for two and a half years. Prior to that, Maggie was a consultant in the Transfer Pricing and Valuations department at PricewaterhouseCoopers LLC for two years.
Maggie graduated from the University of California, Berkeley with a B.A. in Economics and also completed extensive coursework in the areas of Finance, Organizational Behavior, and Strategic Planning and Implementation.