Pay Governance LLC is an independent firm that serves as a trusted advisor on executive compensation matters.
Our work helps to ensure that our clients' executive rewards programs are strongly aligned with performance and
supportive of appropriate corporate governance practices.
Brian Scheiring is a Principal in the Pittsburgh office of Pay Governance LLC. He supports Compensation Committees and works with senior management in a variety of areas including competitive compensation assessments, annual and long-term incentive plan design and modeling, Board of Directors compensation assessments and the review of technical issues related to executive compensation. He also participates in the review, development and cost modeling of executive employment and change in control agreements.
Brian has over 15 years of experience supporting many diverse clients in the manufacturing, energy, consumer goods, telecommunications, utility, mining, retail, REIT, for-profit and not-for-profit education industries. He has spoken for various organizations both nationally and locally and has written numerous articles on topics pertaining to executive compensation.
Before joining Pay Governance, Brian worked for eight years as a consultant at Towers Perrin.
Brian is a graduate of Miami University of Ohio with a B.S. in Business Administration with a major in Business Finance.
Relative TSR is a performance metric most often used in LTI performance plans. Its use as a metric has nearly doubled over the past 5 years and is now used by approximately 50% of companies spanning all sizes and industries. While the appeal of this metric for shareholders and directors alike is its alignment with shareholder value creation and the absence of having to establish long-term performance goals, there are other nuances and considerations that can make the administration of these plans much more complex than other types of arrangements. Continue reading →
Some companies in the oil and gas, energy, utility, and manufacturing industry sectors have included safety compliance and/or improvement as a performance metric in their incentive compensation plans. Safety as a performance criteria appears frequently in incentive compensation plans for both executives as well as broad-based employee groups. Now, regulators have raised a potential problem with the use of safety as a performance metric. Continue reading →
Compensation Committees face the challenge of balancing the tension in motivating their executives to create shareholder value in the current Say on Pay and economic environment. The current pullback in stock prices and the uncertain financial outlook for 2016 at many companies will make this year’s compensation decisions even more challenging. Continue reading →
A Pay Governance study of executive compensation programs at 175 publicly-traded manufacturing companies reveals that, despite a “rust belt” reputation, companies in this sector are employing not only contemporary program designs, but also leading edge solutions for ensuring pay and performance alignment. Continue reading →
A new Equilar report featuring commentary from Pay Governance and Donnelley Financial Solutions analyzes the compensation discussion and analysis (CD&A) section of S&P 100 proxy statements over the last five years. With the average CD&A reaching nearly 10,000 words, the report revealed key strategies in how companies design and communicate pay practices by using alternative pay graphs, checklists and other visualizations that help draw investors to the most important information.
To be redirected to Equilar and download a copy of this important report, click here.
October 4, 2016
Pay Governance Adds New West Coast Partner
Matt Quarles has joined the firm as a Partner. In this role, Quarles is responsible for working with clients across industries on a wide range of executive compensation issues. He will be based in Los Angeles and has nearly 20 years experience in the executive compensation consulting industry.
“The fundamental philosophy of executive compensation is to ‘attract, retain and motivate’ a talented management team. So it’s concerning when you hear incentive awards are just put in desk drawers until plans mature,” said Pay Governance managing partner John England.