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/)

The Company

Becoming the leading content provider of geospatial imagery for mapping & monitoring applications

Our client has its roots in rocket science… literally.   Since the first image was collected from space over 30 years ago by classified government imaging systems, only a limited number of people have been permitted access to highly detailed photos of the Earth, and the industry was tightly regulated.  Since its deregulation in the 1990’s, our client is changing this historical usage of Earth information through the commercialization of high-resolution satellite imaging and an innovative approach to conducting business with customers, partners and resellers. The company was founded in 1992 to launch satellites into space for the purpose of taking high-resolution photos of the earth for defense and intelligence, government, and commercial use.   In early 2000, the US government awarded its first significant contract for satellite imagery to the firm.  Currently, the company offers the world’s highest resolution commercial satellite imagery, the largest image size, and the greatest on-board storage capacity of any satellite imagery provider.  In addition, the company’s comprehensive ImageLibrary houses the most up-to-date images available.

In 2004, our client struck an exclusive portal agreement to supply much of its satellite imagery to Google’s new product launch, branded Google Earth.  This deal served as both validation for a broader explicit push as well as anchor tenant into the non-federal government, commercial sector.

The company is headquartered near Boulder, Colorado, with other offices and facilities in key geographies throughout the world.  Commercial division headquarters are in Needham, MA.

The company filed for an Initial Public Offering in June of 2008.

Market Opportunity

Popular business and technology soothsaying magazines have trumpeted mapping as the next “killer app.”

Image-enhanced mapping – typically associated with markets based on GIS and GPS – have now begun to penetrate the mainstream lexicon.  Use of satellite imagery is definitely no longer the exclusive province of the intelligence community but is broadly used by business and the consumer as well.  [Even somewhat capricious mapping use has taken off like wildfire, as evidenced by the overnight popularity of photo posting sites like Flickr that tag location coordinates to each image.]

Based on market data from ASPRS and Frost & Sullivan, the estimated global addressable market for sub-1 meter imagery (including aerial) is $680M.  The combination of strong underlying growth in the traditional (GIS-based) market, and new emerging web-based applications will increase the addressable imagery market to more than $1B in 2010.  Very high resolution commercial satellite imagery is expected to be the major growth driver, taking share from aerial imagery providers.

The Position

The Vice President of Sales, Americas will be responsible for managing the overall sales plan, associated P&L and budget for the commercial sales group in the U.S., Canada, and South America.  The VP Sales, Americas (VPSA) reports to the CEO.  The position and associated team is focused on driving new sales into commercial markets, including but not limited to industry sectors including Oil & Gas, Telecom, Utilities, Online Mapping & Portals, Consumer Navigation, and the broadly defined corporate enterprise.

As the Company is headquartered in Longmont, Colorado, just outside of Boulder, Colorado, this position will be based at Headquarters offices.

The successful candidate must possess excellent organizational skills and the ability to lead a multi-continent distributed sales, business development and sales support organization.  Specific sales leadership background is in the broad-based area of web-based content. He or she must have experience establishing and managing one and two tier distribution sales structures internationally.

The Americas sales team is comprised of approximately 16 dedicated staff, including regional sales managers and directors (~6), business development (2), and sales support staff (8).   A Sales operations group of approximately 20 is shared between the various sales organizations, including the Americas, EMEA, and APAC regions.

Highlights of the VPSA responsibilities include:

• Exceed quarterly and annual revenue targets
• Develop and execute sales plans and strategies to position the company for sustained long-term geographic growth in the Americas, especially in key emerging geographic markets such as Brazil.
• Develop and execute sales plans and strategies to expand the industrial customer base, further grow the fast moving online and mobile content and mapping customer segment, and achieve demonstrated success penetrating the enterprise customer marketplace.
• Manage, develop and coach company’s America sales force to ensure success in each region
• Foster teamwork and create a positive work environment for a distributed sales force
• Lead and develop a dynamic and creative sales infrastructure that fits the needs of our business and the products we provide our customers
• Drive internal discussion about strategies, ideas, new opportunities and the best methods for achieving success in a changing marketplace
• Consult with customers on their needs and provide feedback to other departments supporting sales efforts
• Forecast, track and report sales performance using internal tools and application, such as Salesforce.com
• Conduct internal pipeline meetings and reviews with the executive team
• Manage overall sales plan for territory and associated P&L and budget
• Lead team in structuring strategic and integrated partnerships with key customers
• Personally assist in closing large deals and managing strategic accounts
• Travel as needed to ensure that sales and clients needs are met and exceeded
• Participate actively in business planning and budgeting process as a key member of the business unit’s executive team

Staff & Global Office Locations

Commercial Business Unit offices exist with headquarters in Longmont, CO, and other offices in Colorado, Boston area, Singapore, and the United Kingdom.   The sales team is comprised of 4 regional  Director/VPsThere are Regional Sales Managers, for a total of approximately a 5, including all sales VPs, Directors and Managers.

Financial Backing

The largest shareholder in the Company is Morgan Stanley, occupying several seats on the board. During its seed and growth stages, the company has also received venture capital (August Capital, www.augustcap.com), private equity (Frontera www.fronteracapital.com), and strategic investments (Ball Corp’s aerospace division, www.ballaerospace.com [NYSE: BLL]).

Compensation

Compensation will be competitive with the position’s requirements, comprised of three basic components– base salary, incentive compensation driven by a combination of achieving revenue targets and management-by-objective milestones, and appropriate equity stakeholder position.

Asian perspective: “We’ve had tsunamis, bird flu, SARS, and financial crises like the Asian flu (1997 financial crisis), and this recession that’s hitting us now is likely worse than all those combined.”  U.S. and European entrepreneurs who were offshoring their manufacturing were saying that getting products prototyped in mainland China– something that used to be a problem because start-up run lengths were too short– was no problem at all.  Vast numbers of factories were laying off workers, and these same factories were more than willing to start with shorter runs and low/no guarantees to help offset the freefall in the manufacturing sector there.

Silicon Valley: Suffice it to say, out at dinner on a Monday night at a restaurant called A16 in the Marina District in San Francisco, there was no sign of recession.  We had a 7pm reservation, and almost got waved off for being 15 minutes fashionably late,  getting the last table squeezed in amongst the revelers.  Consumers were showing no spending fatigue.  Out near Sand Hill Road, it was a bit of a different story.  A few investors were shorting the stock market with their personal money, but still emphasizing that this was the time to do seed and Series A investments.  All in all, as is typical for Northern California, optimism abounded.

Boston:  Here, it sounds much more like Asia:  pull in all investing.  Only add follow-on investment to your own portfolio.  If you do invest, the going rate in some VC circles was rumored to be, “new valuation pre-money is equal to the amount of last money in.”  In other words, if the last round was $15 million, that would be the valuation, no matter how much had preceded it.  CEOs in Boston are talking about the return of “vulture capital.”  In the parking lot of a commuter rail train station, one late-night rider yelled back to another who was also getting off at the same stop, “What you doing getting home so late?” The response– “Went out with some of the people from work who got laid off today.  Cut 15 or 20.”  The first commuter answered back, “Yeah, layoff at our work today as well, but no one went out.  Stayed and worked late.”

New York: Quiet.  For the city that never sleeps, there was a really good imitation of somnambulism.  Everyone seemed to have had a prolonged Ambien moment.   The epicenter of the financial crisis seems to have brought down virtually every other sector along with it.

Europe: Or, more specifically, the UK.  With the Sterling down, and the second biggest stock market suffering similar downdrafts as that of the U.S., it’s also really quiet.  Unlike the last recession brought on by the dot-com bubble burst where Europe lagged a full 6 to 12 months behind in its slowdown, the UK in particular has suffered almost simultaneous with the U.S.

Ultimately, this was the take-away for me– no matter whether I traveled 3 thousand miles west, or 15 thousand miles east, the speed at which this downturn has traveled was faster than any plane I could catch.  It had beat me to each continent I landed on, each city I was doing business in.

As we cruise into the New Year, my wish is a hope that the recovery is also as globally instantaneous.