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John R. Sinkular

partner | Detroit 248-890-3766

Expertise

John is a Partner in Pay Governance's Michigan office. He specializes in the analysis, design and implementation of executive compensation programs that drive shareholder value. John consults with publicly-traded, privately-owned and pre-IPO companies in a wide spectrum of industries regarding executive and non-employee director pay programs. He has experience in helping companies effectively handle significant changes, including asset sales, bankruptcy, IPOs, mergers and acquisitions. John has worked with numerous Fortune 500 and other prominent companies and has a particular focus on people-intensive businesses. He works with companies in a variety of industries, including auto suppliers, branded consumer products, insurance, manufacturing, and not-for-profit organizations.

Previous Experience

Prior to joining Pay Governance, John was a Principal at Towers Perrin (now Towers Watson).

Additional Information

John holds the distinction of Certified Compensation Practitioner, as awarded by the American Compensation Association.

Education

John earned his Bachelor of Science degree in Business Administration from the University of Nebraska - Omaha and a Master of Arts degree in Economics from Wayne State University.


Other Posts by

Using Incentive Plan Design to Support Strategic and Transformational Change

Incentive plans lie at the heart of the executive pay program, driving and rewarding business strategy execution. This approach has brought great economic success to the clear majority of companies. The typical annual incentive plan and long-term incentive (LTI) mix of multiple award types can capture most regular core performance metrics. A more contemporary design approach may provide significant focus and urgency regarding a company’s strategic transformation, shifting business strategy, or competitive advantage in attracting and retaining talent. Continue reading

The Elimination of the Performance-Based Requirement Under Section 162(m):

Any changes to long-standing executive pay rules-regardless of whether they concern taxes, accounting, or regulations-raise questions and uncertainty about whether they will lead to wholesale changes in how executive pay is delivered. Continue reading

Optimizing the Retention Impact of the Executive Pay Program

Talent retention is one of the executive pay program’s most important objectives. In order to minimize situations when retention is an issue with the pay program-rather than one of its characteristics-it is important to ensure the core elements are well designed and operating effectively. A strong pay program foundation includes target pay opportunities at market-competitive levels, incentive plans understood by participants, and payouts commensurate with performance. Continue reading

Analysis of Recent Annual Incentive Financial Goals

In order to understand the financial performance measures, target goals, performance ranges, and payouts of an annual incentive plan, we analyzed the proxy-disclosed practices of approximately 100 manufacturing and materials companies. We assessed year-over-year (YOY) trends in particular, including the change in target goals relative to actual results and the spread of threshold to maximum goals. Continue reading

Ensuring the Executive Pay Program is on a Strong Foundation

In the current environment with Say on Pay votes and intense media scrutiny, it can be difficult to stay centered on the foundation of the executive pay program. While it is important to be aware of external views and commentary on “best practices”, companies must ensure that their executive pay program is built on a rock-solid foundation. In terms of the building blocks of the pay program, most companies apply a “market median” compensation philosophy, but there are a wider range of practices for the peer group, performance metrics and assessing pay-for-performance alignment. Continue reading

Resisting Homogenization of the Executive Pay Program – Update Motivating the executive team while satisfying shareholders and achieving successful Say on Pay votes

In today’s environment, with annual Say on Pay (SOP) votes, intense external scrutiny and the need to strongly align pay with performance, it is increasingly important for companies to be confident in their executive pay program. The foundation of a sound executive pay program is built on the company’s business strategy and talent needs, which, collectively, must be achieved in order to create shareholder value. Continue reading

Strengthening Executive Pay and Performance Alignment by Using a 162(m) “Umbrella” Plan Design for Performance Shares

Performance-based long-term incentive (LTI) awards—typically performance shares or stock units (PSUs)—are a large component of annual LTI awards for executives at most companies . Compensation committees continue to wrestle with the various design considerations associated with PSUs. Continue reading

Trends in Board of Director Compensation

Over the past 15 years, the methods of compensating non-employee directors have changed in tandem with the risk and workload of being a director. The catalyst for change over this time period includes a variety of regulatory requirements, such as Sarbanes-Oxley and Dodd Frank, enhanced proxy disclosure rules and increases in shareholder activism. By way of examples, Audit Committees meet more frequently and must have at least one qualified financial expert, and Compensation Committees have greater workloads. Today’s corporate director needs to dedicate more time to the job, assume greater risk, and meet higher qualification standards. Continue reading

CEO Realizable Pay and Performance: A 10-Year Analysis

Introduction The intense spotlight on executive pay centers on the relationship between pay and performance for CEOs. Legacy pay-setting practices and proxy advisory firm models have largely relied upon comparisons of pay derived from disclosure in the Summary Compensation Table … Continue reading

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