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How Much Should You Pay Your Board? A Guide to Board Compensation for Startups and Private Companies

Board compensation for directors of large, publicly traded U.S. companies has passed a threshold of $325,000 per year in total fees. What’s less clear is how directors at private companies and startups are compensated — a key consideration in your Board Management and compensation committee.

Elements of Board Compensation

Total compensation for all public and private company board directors can have any number of elements that may include:

  • cash retainers
  • per-meeting fees
  • full-value stock awards
  • stock options
  • signing equity grants
  • ownership grants, and
  • deferred compensation.

Large Company Board Comp vs. Small Public Companies and Startups

The differences in directors’ packages at publicly traded S&P 500 and Russell 3000 companies versus private companies and startups are significant. For example:

  • Cash Retainers and Per-Meeting Fees – Publicly traded companies generally have richer cash payments and annual retainers of $200,000 or more. In contrast, private companies and startups may either pay a per-meeting fee or a much smaller retainer. (See chart 1)
  • Equity vs. Cash – Equity represents the majority of total fees for public company directors — about 60% of total compensation versus 40% cash on average. Some startups may forego cash payments altogether and instead attract board directors with “real equity” in the form of stock options or restricted stock/units.
  • Forms of Equity – Public companies primarily provide equity in the form of full-value stock awards (i.e., fully vested stock, deferred stock, restricted stock/units) and, perhaps, small stock option grants. Private companies and startups, whose stock is generally not liquid and whose value realization depends on an event, such as an IPO or the sale of a company, will grant restricted stock or stock options.

According to Chris Thomajan, TechCXO’s Managing Partner in Boston, and author of The Board of Directors Management Guide for Startups, compensation for private companies and startups is considerably lower, as those directors face less risk and fewer disclosures and regulatory hurdles than their public counterparts.

“Early-stage companies should expect to pay $5,000 per meeting or $25,000 per year to your directors. That number increases the closer a company gets to an IPO and can be in the range of $40,000 per year for pre-public or public companies,” said Thomajan. “It’s worth noting that investor directors — your VCs — do not get compensated at private companies.”

Early-stage companies should expect to pay $5,000 per meeting or $25,000 per year to your directors. That number increases the closer a company gets to an IPO and can be in the range of $40,000 per year for pre-public or public companies

Investor directors — your VCs — do not get compensated at private companies.

Board Management eBook (PDF)

Non-Executive Board Members’ Median Compensation

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Company
($ in Revenue)

Cash/Retainers Per Meeting Fees* Full Value Stock Awards Stock Options  “Real Equity” or Long-Term Incentive Equity Grants
Large Cap Public $200,000 $2500* $190,000 1%
Mid Cap Public $80,000+ $2000* $140,000 1%
Small Cap Public $70,000 $1500* $120,000 2%
Private $251M – $500M $50,000 $5000 1.2x cash retainer
Private $51M – $250M $40,000 $5000 1.2x cash retainer
Private Up to $50M $30,000 $5000 1.2x cash retainer
Startups $25,000 or ** $5000 0.1%-.5%

All the Ways Board Members Receive Compensation

Board members receive compensation in the form of cash, equity, stock options, and, for startups, ownership equity grants. According to an FW Cook report, the average mix of compensation of cash to equity is 40% cash and 60% equity. Technology firms skew higher with equity representing more than 70% of total compensation.

  • Cash Compensation / Retainers – This is direct cash paid to each eligible director for their service. Most companies prefer a retainer-only structure versus paying a retainer plus meeting fees. As many as 85% of mid-size to larger companies prefer to have only retainers. Startups, however, may tend to prefer the cash plus meeting fee model.
  • Meeting Fees – Just as the name implies, board members are paid for a pre-set number of meetings per year (see averages below), and additional payments for more meetings may exist. Startups may only pay either a small retainer ($25,000 on average) or a per-meeting fee of approximately $5,000.
  • Equity Compensation / Stock Awards & Stock Options – Overwhelmingly, mid and large-cap companies grant an “equity retainer,” which is a full-value stock award annually. Most do not issue stock options to directors. However, some sectors, such as technology, provide both full-value stock awards and stock options.

Pay Differences Between Board Directors Based on Role

If you are an independent board member of a private company or you are a lead director or committee chair, more compensation can be expected in the form of additional retainers and/or meeting fees.

“Distinctions are certainly made for the specific role of a director. The chairman of the board or someone with relevant scientific or financial expertise, like an audit committee, might be paid more than a regular director,” according to Thomajan.

Independent Directors at Startups

Chris Thomajan, who has sat on more than a dozen boards, many of which are for biotechnology firms, is a strong advocate for attracting independent board directors as quickly as possible.

Unlike a company’s officers, such as a CEO, and their investors who sit on your board, independent directors are typically paid a combination of cash and equity for his/her services.

There are several ways to structure the cash compensation, but in general, the director is either paid a flat fee per meeting or a flat fee per year (paid quarterly) that assumes a certain level of commitment. He also said that while there is a cost to bringing on non-investor board members, the potential benefits far outweigh those costs.

“Independents can be an invaluable source of industry knowledge, but perhaps more importantly, can inject some much-needed objectivity into an environment that can become insulated,” Thomajan said. “Independent directors also expect to receive equity grants along with their cash compensation. The amount and frequency of such grants also vary by the stage of the company. However, an early-stage company should expect to grant 0.1% to 0.25% of equity with a vesting period of two to three years. Additional annual grants are also expected.

Making the Hard Decisions

Making hard decisions is one of several skills CEOs and CXOs must master in order to lead. The failure to do so can, at times, be deadly or crippling to achieving healthy growth and profitability.

Critical decisions are often difficult, perplexing, and very stressful. Making career-making (or breaking) decisions requires thought, deliberation, execution and follow through. Even the most decisive leaders can be thrown into a state of indecisiveness when faced with making career making or breaking decisions. There is no single approach serves well every time, but several key factors should be considered to ensure reaching balanced and effective conclusions.

People respond to the pressure of big decisions in different ways. Decision-makers often either rush to conclusions or develop analysis paralysis and decide too late to affect positive change and results. Finding a middle ground is difficult. How much time is needed is related to the magnitude and complexity of the decision.

Nick Saban decisions

Nick Saban’s career-defining move to change quarterbacks at halftime of the National Championship demonstrated key decision making principles.

Involve Others but Own the Outcome

Don’t make decisions in a vacuum. Involve your team and don’t rely only on yourself. Collaborating with trusted advisors and team members exposes you to differing opinions, assures a more informed decision and gives you a better shot at winning buy-in from those affected. Important issues, such as corporate strategy typically require input from several sources but, at the end of the day, needs to be decided by one person who accepts accountability for the outcome and not a group consensus of several individuals who have no or little stake in the consequences of the decision. 

Trust Your Gut Reaction but Challenge Your Rationale

Your first instinct may be right, but is probably not based on detailed and rational thought and formal analysis. Question your initial reaction and test it with more data and analysis. Intuition is like a lightning bolt. Explain your reasoning to others because if not, others may not understand your thought process. 

Be Open to Considering New Information

Don’t pre-judge the situation – forming an opinion early on in the process, based on preliminary information, and sticking with it despite what you learn later. Pre-judgment is when someone is referring to data or examples that support their point of view and disregarding data or examples that are inconsistent with it. Be a devil’s advocate and continually challenge your initial assumptions. When you find information that maintains your perspective, ask yourself whether there is a dissenting point of view that you need to seek out and consider.

Don’t Always Correlate Today’s Challenge and Decision with Your Past Experience

Human tendency is to make big decisions by correlating a current decision to addressing a past situation. Making these connections can serve well, but there are drawbacks as well. Relying on past experiences may not be relevant. Reasoning by analogy may lead you to focusing on similarities and ignoring differences between situations. This is often where problems and challenges may arise. Refer to previous incidents as data and context, but question how pertinent and useful they truly are in the current decision. 

Be Aware of Your Personal Predispositions and Possible Prejudices

We all are presented situations where we have a predisposition – things we are attached to or our own subconscious self-interests. Making a decision because it will be easier to implement or because it is the one that is easiest and most popular aren’t good reasons. Focus on reaching a fair, balanced and best decision, putting aside your personal feelings and predispositions. 

Don’t Close the Book When the Decision is Made

Decision making is not a perfect science. Many times, you don’t have complete information on which to move ahead with a decision. This is not a reason to procrastinate and remember, no decision is a decision. Continually monitor the situation closely and make necessary adjustments as the situation and circumstances change.  

Take-Aways

Do

– Own the decision, its outcomes and possible consequences

– Get others’ insights to better understand the various issues and points of view involved

– Recognize when you may be predisposed to a person or situation and ask a trusted advisor to check your possible prejudice

– Regularly review decisions you’ve made to ensure they are still valid, update as current circumstances dictate.

Don’t

– Rely exclusively on your gut instinct or unfounded initial reactions you have

– Ignore new information or insights, especially if they challenge your current point of view

– Assume the issue is exactly like past situations you’ve encountered and decisions you’ve made.


Rick Nichols

Rick Nichols, TechCXO Managing Partner
rick.nichols@techcxocom
678-480-8988

Rick Nichols is TechCXO’s Managing Partner for the firm’s Strategy, Sales & Marketing practice. See Rick’s full bio here.

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