Terry's Client Commitment
Every day, business moves in a more rapid and dynamic fashion and so it is important that I move just as quickly, not just in terms of responsiveness, but also in anticipating how changing business and talent strategies impact compensation design and decisions. It is my goal to provide thoughtful advice and an informed point of view covering the various matters compensation committees and management teams deal with each year.
Biography
Terry Newth is a managing director and head of our life sciences practice at Pearl Meyer. He consults on the design, development, and assessment of executive compensation programs that support each organization’s business objectives, long term business strategy, and organizational culture. His clients range from private venture-backed to large multinational life science companies. Terry’s areas of expertise include pay strategy and philosophy development, market-based pay studies, incentive plan design, severance and CIC arrangements, outside director pay, transaction-related compensation, CD&A and supporting table disclosures, corporate governance, and share plan authorizations.
Before joining Pearl Meyer, Terry was a senior consultant in the executive compensation practice of Towers Watson. He also had responsibility for the analysis, development, and implementation of global compensation programs at American Power Conversion and at Thomson Financial.
Terry holds a BS from Providence College and a MS in labor relations/human resources from the University of Rhode Island.
Publications By Terry Newth
Navigating Compensation Challenges in Today’s Pre-Commercial Biotechnology Sector
The Compensation Committee's Role in Driving a Successful People Strategy
Managing Through Today’s Chaos in the Life Sciences Sector – Look To Your Board
Developing an Executive Compensation Philosophy
Biotech Companies: Don’t Skip the Compensation Philosophy Step
One Small Change for a More Durable Biotech Equity Pool
Transitioning From Stock Options to RSUs
The Case for Higher Nominating and Governance Chair Pay
Getting a Jump on Salary Budgets at Life Sciences Companies
Say-on-Pay Didn’t Go Well: Here’s What You Can Do Next
Trends in Director Pay Litigation Against Biotech Companies
Biotech Compensation Trends: Common Questions for 2024
Maximizing a Director’s Ability to Enhance Stock Holdings
Setting Annual Incentive Compensation Goals in Biotech
Juggling Biotech Equity Grant Size, Dilution, and Retention
What Growth-Stage Biotech and Pharma Companies Need to Know About the PvP Rules
Biotech Layoffs: Ideas for Creating a Fair Compensation Plan
Compensation’s Role in Board Refreshment and Diversity
How Wide is Your Talent Moat?
Revisiting Business Strategy and Compensation Alignment in Light of COVID-19
Updating Board Compensation Practices Post-IPO
Company-Provided Private Air Travel During the Pandemic
Ready, Set, IPO: A Three-Part Plan for Executive Compensation
The First Year of Say-on-Pay for Life Science Companies: How to Plan Ahead
Emerging Biotech Compensation: Mitigating the Effects of a Volatile Stock on Equity Grants
Reevaluating Short- and Long-Term Incentive Plans During A Crisis
Good, Bad, or Indifferent? An Objective Look at Proxy Advisors
A Possible Solution to Growth Biotech’s Performance-Based Equity Conundrum