November 20, 2020 Executive Compensation Resilience Articles

Resource Library / Insights / Articles
Resilience

Eye on the Future of Executive Compensation Programs

Published November 20, 2020
Published November 20, 2020

Thinking longer-term is difficult when the world turns upside down. Executive pay is no exception.

Our focus narrows to the items in front of us and getting past current obstacles. Eventually we focus on getting “back on track” when the existential risk passes or we get used to it, and the new “normal” gets shaped by these prior experiences.

View the full article as it was originally published.

Blair Jones

Blair Jones

Managing Director

Blair Jones has 30 years of executive compensation consulting experience. She has worked extensively across industries and has depth of expertise working with companies in transition. Prior to joining Semler Brossy, Blair was the practice leader in Leadership Performance and Rewards at Sibson and an Associate Consultant at Bain & Company. Blair holds the designations of Certified Benefits Professional (CBP), Certified Compensation Professional (CCP), and Certified Executive Compensation Professional (CECP). Blair has been named to the D100, NACD Directorship Magazine’s annual list of the most influential people in the boardroom community, including directors, corporate governance experts, regulators, and advisors, for nine consecutive years (2013–2021).

Of Interest

Named to the D100, NACD Directorship Magazine’s annual list of the most influential people in the boardroom community, including directors, corporate governance experts, regulators, and advisors, for eight consecutive years (2013–2020).

Industry Experience

  • Retail
  • Consumer Products
  • Automotive
  • Companies Undergoing Transformation
  • Aerospace and Defense
  • Healthcare
  • Fortune 100 Companies
  • Turnarounds

Featured In

  • Workspan
  • Harvard Law School Forum on Corporate Governance
  • NACD/Directorship
  • Equilar C-Suite Insight
  • Agenda
  • The Corporate Board
  • Harvard Business Review
  • Bloomberg
  • Directors & Boards
  • The Conference Board
  • NASPP

Authored Insights

Todd Sirras

Todd Sirras

Managing Director

Todd Sirras joined SBCG in 2002 and was named Managing Director in 2005. Prior to SBCG he was a Senior VP in Bank of America’s Asset  Management Group and a trader in listed equity options for O’Connor & Associates. He is a graduate of NYU Stern School of Business, the University of Virginia, and Phillips Exeter Academy.

Industry Experience

  • All Industries
  • Financial Services
  • Fintech

Featured In

  • Bank Director
  • NACD/Directorship
  • Equilar C-Suite Insight
  • Corporate Board Member

Authored Insights

This article was originally published in Workspan.

Download Report

To complete your report download, please fill out this one-time form:

    Note: if a new browser/device is used, this form may appear more than once

    Related Insights

    Balancing the Pandemic With Board Service

    While the Covid-19 crisis has caused a significant increase in board workload, the increased responsibilities relating to environmental, social and governance (ESG) matters will continue.

    May 21, 2021 | Agenda
    ResilienceExecutive & Director Pay Design
    Articles

    Executive Compensation Under Covid

    In setting or adjusting executive compensation for 2020, boards employed a variety of reactions and solutions. All of these were well intended, and some look to hold up well over time. Other compensation arrangements, by contrast, will look incongruous given what we know now.

    April 7, 2021 | Harvard Law School Forum on Corporate Governance
    ResilienceShareholder Voting
    Articles

    Three Key Compensation Issues In Retail for Q1 2021

    The coronavirus pandemic has profoundly shaken the retail sector. Rapid changes in consumer behavior, supply chain disturbances, and government-mandated store closures contributed to a difficult 2020.

    February 24, 2021
    ResilienceExecutive & Director Pay Design
    Articles

    Setting 2021’s Compensation Goals in the Wake of COVID

    Setting goals for incentive compensation has long been one of the compensation committee’s biggest responsibilities, made especially difficult by the Covid-19 pandemic.

    February 11, 2021 | Directors & Boards
    Resilience
    Articles

    Incentive Design Changes

    In Response to Covid-19

    From March 1, 2020 to February 13, 2021, 270 Russell 3000 companies announced structural changes to their in-flight and/ or go-forward incentive plans

    December 18, 2020
    Resilience
    Reports

    Modification to In-Flight Performance Share Awards

    As a resource, we outlined some of the disclosure requirements, as well as formulas for incremental expense values for four major types of performance share modifications.

    October 13, 2020
    Resilience
    Articles

    Is Your Executive Compensation Plan Undermining Your Mission?

    A new wave of innovation, centered on artificial intelligence, big data analytics, and the internet of things, is now intensifying the pace and magnitude of disruption.

    October 8, 2020 | Harvard Business Review
    ResilienceExecutive & Director Pay Design
    Articles

    Webinar: Incentive Design Changes in Response to Covid-19

    Semler Brossy drives this important incentive pay conversation forward.

    October 7, 2020
    Resilience
    Articles

    View Insight Collections

    by Theme or Search

    Resilience ESG & Human Capital Management Executive & Director Pay Design Shareholder Voting