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Soren Meischeid

consultant | New York 347-708-7578

Soren Meischeid, a consultant located in New York, assists with a wide range of Pay Governance clients including energy, life sciences and professional services. He also works with higher education and not-for-profit clients.

He has experience with various aspects of executive compensation including competitive benchmarking for executives, short and long-term incentive plan design, peer group development, and pay-for-performance assessments.

Prior to joining Pay Governance, Soren worked as a Business Analyst for Metamorphic Ventures, a New York City based venture capital fund focused on start-up and early stage Transactional Media and Digital Commerce companies.

He holds a B.A. in International Relations and Environmental Science from the University of Pennsylvania.


Other Posts by

Activism of a Different Nature: Social Investors Advocate for Change in the Proxy

Sustainable investing – defined as an investment approach that considers environmental, social, and governance (ESG) factors in the selection and management of investments – has seen significant growth in assets under management in the past several years. In the United States, an estimated 11% of total assets under management are now invested based on sustainable investment strategies. Similarly, shareholder proposals relating to environmental or social issues represented one-third of all shareholder proposals in 2014, representing an increase of nearly 40% since 2009. Some proposals are receiving shareholder support at or above 30%, generally driven by “for” vote recommendations from ISS. We find that ISS favors proposals that seek additional environmental or social reporting versus proposals that seek operational changes or restrictions. This finding contrasts with ISS’s say-on-pay vote recommendation policies, which often seek changes to executive compensation designs. Continue reading

Are Companies Setting Challenging Target Incentive Goals?

Do companies set appropriately challenging goals in their incentive plans? How does a compensation committee determine whether management is recommending challenging goals? How important are earnings guidance and analyst expectations in goal setting? Continue reading

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