As executive recruiters, we often get asked about executive compensation.

So often—after we finish up a search—we aggregate the compensation data we’ve collected across the search, and share it back with the innovation community. In this case, we recently finished a CFO  search for a profitable SaaS software client located here in New England in September, 2011.

Here is the snapshot of compensation from our search—

The footnote at the bottom of the image above articulates the following criteria for the majority of companies in this data set:

There are many variables to consider that influence where to pinpoint one’s own compensation vis-a-vis the above:

Planning for executive staff additions or replacements seems to be higher on CEOs’ New Year’s resolutions again in 2011. Just a year ago, in December 2009 and January 2010, CEOs broke out of their executive hiring deep-freeze and search activity showed unprecedented momentum.  CEOs had been holding their breath for all of 2009, witnessing Wall Street carnage, plummeting consumer spending, and massive macro-economic uncertainty.  Just as consumers in the 2010 Christmas season finally decided to spend more,  boards of directors and CEOs are counting on better economic conditions in 2011 and executive hiring is again back on the corporate shopping list (see recent growth-stage CEO survey, Q4 2010, http://www.bostonsearchgroup.com/blog/q4-2010-ceo-survey-of-growth-stage-companies/)

So, what to be aware of when looking at executive talent acquisition this year?

Here are 5 tips:

1)     Candidate shelf-life is shorter than you think

Just as the warning on automobiles counsels that “objects in mirror are closer than they appear,” a similar mantra exists for talented executives.  Recession is a great retention tool, and has allowed many CEOs to keep their executives with little fear of their departure.  However, today’s market for executive talent is heating up.  We’ve read the articles about companies poaching Google talent, but this is not exclusively in Silicon Valley, or with the big tech behemoths.  Talented executives may be willing to consider a move, but they are savvier than ever, will look to try to identify several opportunities to evaluate in parallel, and pick the best perceived fit in a narrow time window.  Companies who in 2008 and 2009 had the luxury of interviewing twice as many candidates as normal due to temporary supply/demand imbalances no longer have that extra time on their side to interview more, or take longer to make decisions.  Candidate shelf-life is finite.  And the market window is shorter than we might think for any given talented executive.

2) Q1 2011 bonus payouts make candidate resignations difficult

Candidates may have a hard time giving notice in Q1 due to pending 2010 bonus payouts.   There are often 2 options—

a)     The finalist candidate will accept the new company’s offer, but won’t give their notice until after bonus checks have been cut (sometimes coming as late as February or early March)

b)     Finalist candidates will ask that their new companies include in the offer a signing bonus that helps to “keep them whole” on any bonuses they are walking away from.  This can quickly get expensive for the new employer, with numbers ranging from $50,000 or $100,000, to $.5M or more, depending upon the position, the compensation package, etc.

3) Relo has always been hard, but today’s real estate values make it much harder

Many executives are upside down in their residential real estate.  Again, this creates a two option decision for the new employer—

a)     Increase the boilerplate relocation package to include relief on any equity deficit the executive faces in selling in a down market.

b)     Be more flexible on where the executive can live.  Yes, there is no question that a best practice is to have the executive live within an easy drive of corporate HQ.  However, with ubiquitous email access in trains, planes, and automobiles, there is an every growing body of evidence that “local” isn’t the only choice for executive domicile.

4)  Equity is often no longer the great equalizer

When the public markets allowed IPOs more readily, and there was generally more liquidity for fast growth and mature companies alike, the tradition of 10-20% base salary increases  in moving from one company to another became subordinated to “how much stock/equity can I get?”  That popular refrain has been replaced by a much more pragmatic and balanced approach to executive compensation, where cash is again king.  Except in rare circumstances, executives want to have some of their incentive on a cash basis, balanced off with an equity upside. (for example of CEO Equity Compensation Calculator, see http://www.bostonsearchgroup.com/blog/ceo-equity-compensation-calculator/)

5) Executives know now more than ever what their peers earn

Whether it be due to frequently published executive compensation surveys, unprecedented numbers of databases providing comparables earnings info, or newly imposed Sarbanes-Oxley disclosure rules on public company executive compensation, executives are much more sophisticated about what their worth on the open market may be.  They also share much more readily with their peer group.  Employers in 2011 should be cognizant of this when crafting a package, and care should be taken to engage the executive in what they feel their worth is, and the data/information they are using to establish that value. (for example, see http://www.bostonsearchgroup.com/blog/venturebacked-executive-compensation-study-vp-levels-west-east/)

6)     [bonus tip] International is more important than ever in ‘11

Yes, China and India may both represent great offshoring opportunity and new revenue markets, however talent from these markets are an equally or more important asset.  Just sending US citizens abroad as ex-pats doesn’t cut it anymore.  Hiring foreign nationals with experiences in certain international target markets is key to breakout performance.  An Indian national with several years experience selling/managing in Asia is a wonderful combination of skills and experience critical in driving companies through the next level of global growth (for more, see http://www.bostonsearchgroup.com/blog/collision-course-between-executive-leadership-succession-and-global-demographic-trends-in-coming-decade/)

We were asked by one of our clients to help determine appropriate compensation parameters for an angel-funded enterprise.  From this, there were clear norms that emerged–

Looking at a half-dozen angel-funded companies in the New England region (Boston, Massachusetts, New Hampshire), we assembled some data that helped inform the above mentioned principles.

Note that there are rarely more than 2 founders.  Therefore, two can initially split the equity 50/50, and even with significant dilution, still end up with a meaningful equity stake after either angel, venture capital rounds, or both.  If a higher number of co-founders split the equity pool, fully diluted equity stakes can dwindle to amounts that make it hard for those founders to retain meaningful upside in their enterprises at later growth stages.

Just food for thought for those who are creating new companies in today’s market conditions.

Periodically, we make an effort to pull together executive compensation trends and analysis focusing on venture capital backed companies in the United States.  The last executive compensation report we put out was in September 2009 (see prior blog post http://www.bostonsearchgroup.com/blog/ceo-compensation-analysis-west-east-founder/), and focused on C-level compensation, with a further contrasting of founder versus non-founder CEO compensation, both West Coast and East Coast.

This report is similarly focuses on West Coast and East Coast differences in executive compensation, however this time looking at the VP level across the functional organizational structure.  For purposes of this report, only companies who broadly fit the definition of “information technology” were used in the analysis, not including biotech, medical device/medical technology, or cleantech.

The titles looked at include the following–

Vice President Business Development

Vice President Engineering

Vice President  Marketing

Vice President Sales

Vice President Sales & Marketing

VP Software Development

VP Product Management

Note that below we’ve only included the analysis of the executive compensation data, in other words the deltas. If you’d like more detail and the information on which we based the analysis, please email damador@bsgtv.com with your name, title, company and business email address, and we can provide you with the baseline full report.

Do keep in mind that this is only one set of data. To draw the best comparables, it’s important to do all three data-grabs listed above. Also, this is a “blended” sample set of multiple venture-backed industry sub-sectors in the information technology category. Some industry sub-segments may pay more or less than others with further parsing.

West Coast Early vs. Later-stage Venture Capital-backed Companies

Cash compensation is almost always higher in later stage companies, and this is reflected in all 3 quartiles of data analyzed.  For West Coast venture-backed companies, the differences are $15,000 to $50,000 in most roles, with an average different of about $25,000.  The only exception is for the VP Sales/Sales Marketing role, where cash was significantly higher in later stage companies for these roles, ranging between $75,000 to more than $125,000 in the top quartile companies.

Conversely, equity is almost always higher in early-stage companies to offset the lower salaries referred to above.  For these West Coast companies, regardless of quartile, earlier-stage companies received on average ¼% to ½% more equity, with the biggest jump in VP Sales/Marketing, and lowest in the VP Engineering function.

East Coast, Early vs. Later-stage

East Coast compensation tells a different story from their West Coast counterparts.  Although cash compensation was similarly lower in early versus later-stage companies, East Coast executives of venture-backed companies didn’t see the “make-up” effect in equity.  In fact, equity appears lower in many of the quartiles compared, by as much as ½% comparing East Coast early versus East Coast later-stage.

East Coast vs. West Coast, Early-stage

Cash compensation, East versus West, shows that West Coast executives of early-stage companies more often than not earn more in base .  West Coast Engineering is $10,000-20,000 more in base, VP Marketing is up West over East by $10,000 to $50,000. VP Sales/Sales & Marketing is actually the one notably lower cash category where East Coasters are better off than West in the higher quartiles (but not the lowest).  As noted above, West Coast early-stage executives are compensated more favorably when it comes to equity than their East Coast brethren virtually across the board.

East Coast vs. West Coast, later-stage Venture Capital-backed Companies

As for cash compensation for later-stage companies East vs. West, a similar pattern existed being mostly lower than their West Coast counterparts, than its West Coast peers.  However, when looking at equity stakes in later stage companies East vs. West, the East Coast did better, often by ¼% to as much as ½%.

We’re often asked how to establish fair market compensation when it comes to CEOs of privately held companies, often with venture capital or private equity backing.

Below is one method that can be employed as a jumping off point for this calculus:

1)     “De-risked,” how much is a CEO worth?  Is  $500 -$1M a year too much?  For our purposes here, we’re talking about a talented CEO.  Not someone below average, but above the average, one that a retained executive search firm, venture or private equity investor, or board of directors would be proud to put in the role.   Rather than pick some arbitrary number, this should be  ”market set,” by looking at what someone working for any global 2000 company (i.e. General Electric or other similar) earns annually.  From our executive search experience and database of compensation comparables in these companies, base salary is usually between 250K and 400K, depending upon how big the divisional P&L responsibility is, there is usually a bonus that is between 50-100% of base, and an LTIP (long term incentive plan) that-once partial vesting begins-can generate from 100K up to 250K or more a year in cash.

2)     So, the cash component of a comparable, including average base, annual average bonus, and yearly LTIP pay-out looks something like this:

Base ~ 300K

Bonus ~250K

LTIP (cash only) ~ 200K

TOTAL: 750K

* This does not include any meaningful RSUs (restricted stock units) that are usually also part of that package, which could add another 200K or more per year in value to a general manager’s package with true P&L responsibility for their division, group, or sector/segment.

* This is also not indexed to geography/cost of living.  If the position is in New York City tri-state area (New York, northern New Jersey, southern Connecticut), San Francisco, Boston, London, Singapore, Hong Kong, or Tokyo, a multiplier factor needs to be used to level-set for cost of living increase required for those metropolitan areas.

3)      Now, back out the cash portion of a CEO’s compensation for the company that they’re stepping into (say 250K a year in cash in smaller companies as all base, or combination of base + cash bonus).  So you’re left with say 500K that needs to be made up in equity, on a per anum basis.

4)      Over how many years is the liquidity horizon (and/or vesting rate, 3, 4 ,5 years)? Let’s say it’s 4 years, at net 500K, equals ~$2 million

5)      Now, this is with ZERO beta risk factor.  Add back the beta risk of an earlier stage company.  Let’s assume a global 200 company equals “1.”  A CEO role in a privately held, externally backed company is not “1″.  It’s probably a multiplier of 1.5, or 2.  For a pre-revenue, VC-backed company with high burn rate, it could be as much as in the 3 to 5 range.  Note that any illiquid company is inherently risky in terms of cashing in any equity at a reasonable price.  Let’s pick a beta risk multiplier of 2.5 times riskier than “average.” So, 2M * 2.5 = 5M.  Note that when there are preferences for the investors that create an exit hurdle rate before any common shareholders get paid, beta risk goes up accordingly unless the CEO participates in any exit event via cash carve out or other instrument.   As mentioned above, a recent IPO that represents a reasonable market comparable netted a CEO who joined the company 4 years ago $20M.  Using this number, the CEO’s compensation was $5M a year, or a beta multiplier of approximately 5.

6)     Then, are there any combat pay provisions you need to add in (warts that a CEO or executive team member is required to overcome and vanquish in their role that are above and beyond the normal call of duty)-reconstituting the executive team, or raising an outside round of capital because existing investors are tapped out, or starting up an Asia manufacturing capability that will require the CEO to take a dozen 15-hour flights one-way to get up and running.

7)      Finally, you have to look at what likely dilution there is going to be to an initial options grant for the CEO.  If you start with a 6% stake in an early stage company in a Series A funding, and you then raise a series B and C, depending upon valuation for those rounds, the CEO will likely end up below 3% as a “fully diluted” stakeholder.  There is an argument to be made that any of the management team critical to the success of the company will be “topped off” at later funding events in order to keep them motivated.  However, there is no guarantee that this happens.  It’s only good business sense to do it.  For the CEO, it is more important what s/he ends up with, not how much with which they start.

8)     Add water, and stir…

Notes & disclaimers:

• * This is not intended to be biased in any direction, to any party, neither CEO candidate, nor company and/or investor.
• * This is only one way of calculating compensation, indeed there are many others.
• * There is no way an earl- stage emerging/growth company will be able to compensate a CEO in all cash, nor truly be able to offset the risks inherent in this stage of venture.  The CEO either accepts this, or is not truly capable of working successfully in this milieu.
• * Other than the impact of cost of living  adjustments to base compensation, each CEO candidate comes with what we refer to as their own subjective “keep the lights on” cash needs.  We calculate this simply as the amount of cash required on a yearly basis to cover their living/family obligations without having to write checks out of savings to cover it.  Some CEO candidates may have 3 children in private school or college, while others may have no children and no mortgage.  Cash needs therefore may range widely, and need to be adjusted for using equity as a “leveler” (less cash-needy, higher the equity, and vice versa)
• * Alternatives to paying bonuses in cash might be to pay bonuses in equity, upon achievement of key milestones for the company
• * This same calculus can be applied to the Vice President level as well, subject to appropriate adjustments downward in cash and equity
• * In a circumstance where there is a “turn-around” required, equity may not be enough of a certainly to attract a competent CEO for the challenge ahead.  In these circumstances, a cash carve-out may be warranted in addition and/or in substitution for a stakeholder role.  The cash carve-out may be just for the CEO, or for the key management team required to achieve the turn-around.  Often, the cash-carve out structure is a percentage of total sale price over a certain amount, with the possibility for an accelerator depending upon exit/liquidity circumstances/outcome.
• * Often the question of anti-dilution comes up in an effort to assure a CEO of a certain percentage of equity upon liquidity.  Granting 5% equity to a CEO at a Series A financing with anti-dilution would ensure that the CEO retained his or her stake across the growth and additional funding needs of the company.  However, this is rarely a good mechanism, as the CEO becomes less interested in new company valuations at subsequent funding events, and becomes misaligned with the company’s investors.

We are often asked to do some executive compensation “ciphering” on behalf of our clients.  Getting an accurate read on market compensation is always a bit of fuzzy math.  You can call around to those you think may know or are in those positions now, you can commission a survey, or dig into some of the executive compensation databases that pre-exist.  We often do all three on behalf of our clients.  However, the below numbers are based on the Dow Jones executive compensation data collected several times a year, targeting venture-capital backed companies in the U.S.  The companies surveyed cover early stage seed-round and Series A, through later funding stages, and companies that are pre-revenue through shipping product and profitable.  From an industry perspective, the below data is an amalgam of all venture-backed industry sectors in the U.S., including technology (software, hardware, services, interactive media, etc.), sciences (biotech specifically), medical devices, cleantech / renewable energy, and other related fundable venture sectors.

For this bit of ciphering, we’ve focused on three executive compensation comparisons involving CEO compensation–

1)     West Coast versus East Coast, and the differences that may exist between them

2)     “Founder CEO” vs “non-founder CEO”

3)     and early stage CEO compensation vs. later stage companies and associated CEO compensation within

This is always an interesting analysis.  Each category of CEO always feels as if the other is getting a “better deal”-CEOs on one coast think it’s likely better on the other, and founders and non-founders often feel the other has a better package.  Similarly, early-stage CEOs are often jealous of the “rich cash packages” that they seem to hear about in later stage companies, and late-stage CEOs always feel that early-stage CEOs get so much more meaningful an equity position than they as “hired guns” seem to be able to garner.

Note that below we’ve only included the analysis of the executive compensation data, in other words the deltas.  If you’d like more detail and the information on which we based the analysis, please email damador@bsgtv.com with your name, title, company and business email address, and we can provide you with the baseline full report.

Do keep in mind that this is only one set of data.  To draw the best comparables, it’s important to do all three data-grabs listed above.  Also, this is a “blended” sample set of all venture-backed industry sectors.  Some industry sub-segments may pay more or less than others with further parsing.

Highlights of the analysis

In the first “delta” table, we took a look at West versus East for early stage start-up/product development focused companies.   What was apparent in this earlier stage company setting was most recently, West Coast early-stage CEOs  on the whole have lower cash packages in both base and bonus. In addition, an equity analysis also returns 1-2% less on the West Coast than East in this data set in the lower quartile and median.  However, in the top quartile compensation range (those CEOs who have compensation in the top 25% of all CEOs surveyed), West Coast CEOs outearned East Coast in both cash (by only $13,000) and equity (a full 1% more).  Another interesting data point is that West Coast CEO’s have more upside in terms of bonuses (an average of 27% of their base compensation) than East Coast CEO’s whose bonuses are an average of 16% of their base compensation.

In later-stage companies where they are already shipping product, West Coast founder CEOs are paid less cash and ultimately hold less equity than East Coast founder-CEOs, except again for the top equity quartile, where West Coast founder-CEOs make up for less cash with +4% more equity on average than East Coast founders.  However,  West Coast bonuses for CEO are 29% of their base compensation while on the East Coast, CEO bonuses are 22% of base compensation.

West Coast non-founder CEOs (hired guns) make more than East Coast in cash only.  Equity is about the same, East vs. West.

On the East Coast in later-stage companies professional president/CEOs are paid less cash and hold less equity vs. similar founder CEOs.

On the West Coast, the pattern that Noam Wasserman at HBS has observed does prove out–  that non-founder CEOs get paid less cash compensation, but hold much more equity than their non-founder CEO counterparts (see http://founderresearch.blogspot.com/)