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Chris Brindisi

principal | Dallas 469-209-5977

Expertise

Chris Brindisi is a Principal in the Dallas office of Pay Governance advising U.S. and global clients on a wide range of executive compensation issues. He has over 15 years of experience in the design and development of executive, non-executive Director, and broad-based employee remuneration programs. Specific areas of expertise include financial services compensation, designing short and long-term incentive plans and advising companies on their compensation governance practices.

Past Experience

Prior to joining Pay Governance, Chris was a Consultant in Towers Perrin's executive compensation practice for six years. In addition, Chris worked at Citigroup as a Senior Manager of Compensation for four years where he led year-end planning, incentive plan design, and compensation communication activities for several business units.

Education

Chris holds a Bachelor of Science degree in Labor and Industrial Relations with a minor in Sociology from The Pennsylvania State University.


Other Posts by

Does Your Pay Program Balance Pay Energy™ and Pay Risk?

Incentive plans have the potential to drive executives towards achieving superior results for their companies and investors. At the same time, real and perceived risks in these programs can either blunt the potential drive of management or encourage excessive risk taking. A key goal in well-designed executive incentive programs is to motivate executives to take the actions necessary to achieve strong results for shareholders while mitigating the motivation to take excessive risks. Continue reading

Considering Performance Stock Options

The rise in both the prevalence and prominence of long-term performance plans has been one of the most significant trends in executive compensation over the past 15 years. At the time of the dot-com market collapse (March 2000 to October 2002) and the demise of several prominent U.S. companies (e.g., the Enron scandal revealed in October 2001), long-term performance plans were only used by a relatively small portion of large U.S. public companies. Continue reading

Is a “target range” right for your incentive plan?

As shareholders of U.S. public companies demand more accountability for performance, Boards are under increased pressure to continue to strengthen the P4P linkage of their incentive compensation plans. In a 2013 survey of Compensation Committee members co-sponsored by the NYSE, Conference Board, and Pay Governance, the top 3 “challenges” that Committees stated they were facing involved incentive pay and performance goal setting. Continue reading

Myths and Realities: Assessing the True Relationship Between Executive Pay, Share Buybacks, and Managerial Short-Termism

The past year has seen extensive criticism of share buybacks as an example of “corporate short-termism” within the business press, academic literature, and political community. The critics of share buybacks claim that corporate managers, motivated by flawed executive incentive plans (stock options, bonus plans based on EPS, etc.) and supported by complacent boards, behave myopically and undertake value-destroying buybacks to mechanically increase their own reward. Continue reading

Direct Shareholder Engagement on Say on Pay: Circumventing the Perceived Hegemony of Proxy Advisors

In the three years that U.S. public companies have held non-binding Say on Pay (SOP) votes under the Dodd Frank Act, compensation committees, compensation advisors, and financial regulators have seen the clout of Institutional Shareholder Services (ISS) increase dramatically in the executive compensation arena. Continue reading

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