The L-Blast | August 2021

  Another proxy season is behind us, and like every year, we had an opportunity to take notice of trends, specifically as they relate to executive compensation disclosures. In this case, we see companies are taking approaches to more clearly portray the link between pay, performance, and shareholder alignment. In this month's L-Blast, we focus on an important issue that helps paint this picture...

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What’s the Real Deal? Bridging the Gap Between Reported Pay & Realized Pay

For a long time and even more recently in a pandemic/worldwide health crisis, the compensation of executives, specifically in cyclical and commodity-based businesses, has always been scrutinized. Our firm sees articles like Forbes’ “CEO Compensation is Out of Control” and hears comments from top professionals like Warren Buffet saying, “I do not like what is going on with executive compensation."...

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The Dallas Morning News releases ranking of highest-paid CEOs compiled by Longnecker & Associates

L&A compiled its annual ranking report of the 100 highest-paid CEOs in North Texas, as reported in The Dallas Morning News. In 2020, Jay Adair, CEO of Copart Inc., topped the list at $25.7 million in total compensation. In addition to Dallas-Ft.Worth’s highest-paid CEOs, the ranking also includes CEOs with the highest rise as well as biggest cuts in compensation, and...

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A Special Message for Our Clients and Colleagues – L&A is Rebranding as NFP’s Compensation Consulting Practice

Dear All,Longnecker & Associates (L&A) has been a strategic partner since 2007 with NFP, a leading insurance broker and consultant that provides employee benefits, property and casualty, retirement and individual solutions. We’re pleased to announce that after operating as an independent brand within the NFP family, we will be rebranding L&A as NFP’s Compensation Consulting practice, thereby integrating our expertise and expanding...

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The Versatile Compensation Tool Banks Need to Retain Key Employees

Bank executives have some of the most highly transferrable, in-demand skill sets, leaving boards to decipher the best and most efficient ways to stay competitive while aligning the future of their organizations. They must balance three pillars of a well-rounded talent strategy: attracting new executives, retaining mission-critical employees and aligning interests. These pillars can be boiled down to tying executives...

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