Pearl Meyer & Partners, LLC

Pearl Meyer & Partners, LLC Company Profile

THE SCOOP

How much are you worth?

For more than two decades, Pearl Meyers & Partners (PM&P) has provided compensation consulting services and compensation survey data to clients ranging from Fortune 500s to emerging, high-growth companies and not-for-profits. At a time when executive pay is under the regulatory microscope and shareholders are demanding more value for their money, PM&P promises a comprehensive approach to compensation planning. The firm's 100-plus professionals work with boards and senior management to create reward strategies and broad-based compensation programs for employees and sales professionals.

All of the firm's core practices deal with compensation, with consulting services that range from compensation strategy design to implementation and communication of pay programs. Capabilities include compensation philosophy and guiding principles, salary programs, annual short-term and long-term incentives, value creation and performance measurement, contracts, severance agreements, change-in-control arrangements, equity programs, competitive intelligence and compensation surveys. The firm also conducts extensive research, ensuring that it can serve as an up-to-date resource with trustworthy benchmarking.

Winding path to PM&P

PM&P was founded in 1989 and acquired in 2000 by Clark Consulting. Seven years later, in March 2007, AEGON N.V., a Dutch life insurance and pension group, bought out Clark Consulting. Under a special asset exchange agreement between Clark Consulting and AEGON, PM&P and other divisions that had been part of Clark Consulting were sold to Clark Wamberg, LLC, an investor group created to absorb the former Clark Consulting assets made up of Clark Consulting executives Tom Wamberg, Jim Benson and Ken Kies. Once the M&A dust settled, in May 2007, David N. Swinford, then head of PM&P's New York office, succeeded Joseph R. Rich as the firm's CEO and president.

Lay of the land

Knowing what your competition is paying its executives and employees is important to keep the right people in the right jobs. PM&P's compensation survey practice publishes the CHiPS compensation survey series, managed surveys, as well as custom surveys. The CHiPS family of surveys are broad studies that provide data on segments of the employee population, such as recent college grads, customer-focused positions and, of course, upper-level executives and managers. Managed surveys look at specialized job areas, such as scientists and engineers, or salaries within outsourcing environments. PM&P's custom surveys are usually designed to tackle a single organization's unique employee population segments, which may have unique credentials or backgrounds that would make benchmarking difficult. PM&P also conducts custom surveys; for example, a company employing a large number of expatriates, or with positions requiring high skill and experience, may require a more focused or specialized competitive assessment. All surveys are available in print and online formats.

A recognized resource

A longtime provider of compensation information and services, industry professionals have come to rely on PM&P for its expertise and advice, which the firm offers via research reports, articles and white papers, "As We See It" perspective pieces on industry trends and client alerts, which offer technical advice on compensation developments in the disclosure, tax and accounting areas.

PM&P consultants also regularly participate in industry events and conferences, and are regularly quoted in industry publications-such as Directorship, Workspan, Compliance Week, Financial Week, Pension & Benefits Daily and CFO-and in mainstream media, such as AP, Reuters, the Wall Street Journal, BusinessWeek, the New York Post, and the Washington Post.

IN THE NEWS

July 2013

Cross-Sector Expertise

Pearl Meyer managing director Susan Stemper was quoted at length in a Pharmacutical Intelligence article on executive pay in the pharmaceutical and biotech sector. According to Stemper, one of the major challenges with compensation is that "when you're looking at these sectors where the return from the research and development - if it follows at all - perhaps only follow quarters or years after that initial investment has been made […] The conundrum that we face is trying to look at this year's pay and trying to align it with this year's financial performance of the business."

June 2013

White Paper: Strategic Needs Should Drive Executive Pay

According to a white paper from Pearl Meyer & Partners-the 2013 Compensation Committee Agenda: Go Beyond-"Instead of relying on political correctness as an executive pay strategy, Boards of Directors need to put the spotlight back on building great leadership teams to drive their companies' long-term success. The paper identifies five key areas to support a complex set of strategic needs, including bucking trends and "best practices" in favor of business-based plans, and linking realizable pay to compensation decision-making. Read more about the paper here.

April 2013

Understanding the Tech Sector

An article from Managing Director Jim Heim examined some of the issues surrounding executive compensation in the technology sector. In a brief blog post describing the article, Heim posed the question of whether shareholder advisory services firms actually understand the tech sector, while his article provides some ideas for getting compensation committees back on track and re-focused on executive pay decisions that are best for the businesses and their shareholders.

November 2012

Pearl Meyer & Partners Survey Shows Dual Impact of Say on Pay, Increased Shareholder Scrutiny

A survey from Pearl Meyer & Partners found that the key word is "moderation" for executive pay in 2013, as U.S. companies look to limit increases in the absence of meaningful performance gains. Among the survey's findings: nearly one of three respondents said their companies were planning to cut or freeze CEO base salaries in the coming year.

"For more than two decades, the traditional 'sweet spot' for executive salary increases was 3% to 5% annually - now companies are tying levels more directly to actual performance by holding salaries flat or even cutting in poor years and making bumps of 5% to 10% in strong years," said Jim Heim, a Managing Director at Pearl Meyer and Partners who oversaw the research. 

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Pearl Meyer & Partners, LLC


570 Lexington Avenue
New York, NY 10022
Phone: (212) 644-2300
Fax: (212) 644-2320
www.pearlmeyer.com

STATS


  • Employer Type: Private
  • President & CEO: David N. Swinford
  • 2013 Employees: 125

  • Employment Contact

    www.pearlmeyer.com/firm/careers


  • Major Departments & Practices

    Board Compensation

    Compensation – Related Governance

    Executive Compensation

Major Office Locations

  • New York, NY (HQ)
    Atlanta, GA
    Boston, MA
    Charlotte, NC
    Chicago, IL
    Houston, TX
    Los Angeles, CA
    San Francisco, CA
    San Jose, CA

    London, UK

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