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Pay, Performance and
Productivity
22
Today’s Presenter:
Ken Gibson
SeniorVice President
(949) 265-5703
kgibson@vladvisors.com
7700 Irvine Center Drive, Suite 930  Irvine, CA 92618  949-852-2288
www.VLadvisors.com  www.PhantomStockOnline.com
33
We’re happy to provide a copy of today’s slides.
To open or close
the control panel:
Click the red arrow
For questions during
today’s presentation:
Use the question area
on your control panel
Webinar
Q: Are the slides available?
A: Yes, more info will be provided at the end
44
Take advantage of one-hour
consulting call with a VisionLink
principal at no charge.
Indicate interest on final survey
Consultation Offer & Survey
Request a copy of our slides
and complimentary
consultation
We value your input.
55
Post Webinar Intro
5 Minutes:
 Who We Are
 What We Do
 How We Do It
66
7700 Irvine Center Dr., Ste. 930
Irvine, CA 92618
(888) 703 0080
www.vladvisors.com
www.phantomstockonline.com
www.bonusright.com
 Headquartered in Irvine, CA
 Founded in 1996
 Over 450 Clients throughout North America
VisionLink’s Focus: Help Business Leaders Build and
Sustain a High Performance Culture
Accelerate performance through pay strategies that
transform employees into growth partners.
If you do that…
• Quality of talent will improve.
• Employee engagement will expand.
• Performance will be magnified.
• Business growth will be accelerated.
• Shareholder value will increase.
99
CEO Conversation
“How would you describe the culture you will need to accomplish your
growth goals?”
 Outstanding products
 Compelling value proposition
 Fully engaged employees
 Premier talent
 Consistent performance
 Ownership of results
1010
Response
“ Sounds like what you want is a
high performance culture. Is
that a fair summary of what you
said?”
“Yes, that about sums it up.”
1111
What is a High Performance Culture?
 Clear Roles
 Strategic Focus
 Consistent Execution
 Sustained Success Pattern
 Regular Wins
 High Confidence
1212
Role of Rewards
1313
Key Questions About Compensation
Does your pay strategy--
 …help or hinder the company’s business
model?
 …clarify or confuse roles and expectations?
 …reward outcomes or behaviors?
 …encourage stewardship or entitlement?
 …reinforce or undermine a high performance
culture?
1414
Key Questions About Compensation
To what extent should compensation--
 …be tied to employee, team and company
performance?
 …be guaranteed as opposed to variable?
 …be measured for ROI
 …reward short-term vs long-term
performance?
 …impact employee engagement?
1515
Therefore, What?
Pay needs to become an asset
instead of a liability in your pursuit of
a high performance culture.
So how do you accomplish that?
1616
4 Keys to Creating a Performance Pay Strategy
1. Respect the Relationship
Between Pay and Motivation
2. Commit to a Wealth Multiplier
Rewards Philosophy
3. Share Value instead of Paying
Incentives
4. Measure and Track
Productivity ProfitProfit
1717
1. Pay & Motivation
1818
Drive
“Pay people adequately
and fairly, get the issue of
money off the table, then
give them lots of
autonomy.”
1919
Drive
Autonomy
Mastery
Purpose
2020
Total Rewards Approach
Compelling Future
PositiveWork
Environment
Opportunities for
Personal and
Professional Growth
Financial Rewards
2121
Total Rewards Approach
Compelling Future
Purpose
PositiveWork
Environment
Autonomy
Opportunities for
Personal and
Professional Growth
Mastery & Purpose
Financial Rewards
Partnership
2222
With Pay, Start with the Employee View
Everything you do in your
organization gives your
employees clues about two
things:
1. What you value
2. Where they fit
2323
Clue Taken from Pay Strategy
“Does my employer
understand why I care
about my compensation?”
2424
Link Company & Employee Goals
Financial “Hierarchy of Needs”
Cash Flow & Living Standard
Risk Protection
Retirement Planning
Value Sharing
Wealth Accumulation
Qualified & Executive
Retirement Plans
Comprehensive, Flexible
Benefits Plan
Short & Long-Term Incentive
Plans
Salary & Bonus
Wealth Multiplier Philosophy
Clear Pay Philosophy
1
2
3
4
5
2525
6 Reasons Employees Care About Pay
Personal
1. Lifestyle & Wealth
Accumulation
2. Career Measurement
3. Contribution Ambitions
Business
4. Roles, Expectations &
Priorities
5. Partnership
6. Continuity & Fairness
2626
2. Wealth Multiplier Philosophy
2727
Old School
Defensive
Wealth Creation
Wealth Multiplier
27
Pay Philosophy Evolution
2828
Wealth Multiplier
Let’s Secure Growth Partners
Philosophy
Share economic value. "If you create financial value, you will
participate in a generous portion of it."
Cost or Investment?
Compensation is allocated to produce the highest possible
return for both shareholders and contributing employees.
Salaries
We use data for benchmarking, but our pay philosophy drives
where we want to be vis a vis market pay.
Bonuses
Bonuses (value sharing plans) are tied to crucial metrics,
recognize personal contributions, and are not capped.
Long-term Incentives
(quasi-equity)
Viewed by top performers as the most meaningful part of their
rewards program.
Results
If you want to be able to attract and retain the best talent in
your industry and have them adopt a stewardship mindset
regarding shareholder goals, this is your system.
2929
Wealth Multipliers vs. Wealth Creators
Wealth Creators
 Profitability focus
 Recruit to skills and
experience
 Pay is an expense to
be managed
 Salaries and total pay
should be “at market”
 “Pay-for-
performance”
Wealth Multipliers
 Accelerate value
creation
 Recruit premier talent
that fits performance
framework
 Pay is an investment
that should produce a
growing return
 Market pay for bench
marking but pay
philosophy drive
comp strategy
 Sharing value with
value creators
3030
The Value of Profit
Wealth Multiplier
Profits
Future
Business
Employees Shareholders
3131
A Sense of Partnership
Translates to a Growth
Multiple
The Value of Profit
Wealth Multiplier
Profits
ShareholdersFuture
Business
Employees
3232
Case Study
3333
Keith Williams  Assumed leadership of
UL in 2005
 Company carrying
considerable debt
 Losing market share
 Low employee morale
 UL had become
bureaucratic and “siloed”
3434
Core Changes Shift from “Incentives” to
“Value Sharing”
 Took away local measurements
driving management incentive
plans—all paid on same metrics
 “We live together and we die
together”
 Aligned everyone behind
company success
 “I call it ‘pay the company first.’ ”
3535
Pay the Company First
“Basically, up to the
company’s operating
profit target, all of the
profits go to the
company; and only after
that target is met, do we
start funding the
incentive pool.”
Example: If UL’s target is
$80 million--
 100% of first $80 in
profit goes to company
 The next $20 million
goes to the incentive
pool
 From there on, 50/50
between company &
incentive pool
3636
Pay the Company First
Once value creation is defined,
compensation can follow a formula
for sharing value in a way that
aligns key producers with the
company’s business plan and
priorities.
3737
3. Share Value Instead of Paying Incentives
3838
Concept of Value Sharing
 “We are part of a team. If we all
work together we will generate
greater success. That success will be
shared with everyone if the
company succeeds.”
 When structured appropriately,
value sharing programs are
perceived as a partnership.
3939
Results, not Methods
"You cannot hold people
responsible for results if you
supervise their methods.“
(Stephen R. Covey)
39
4040
The Right Premise
Reward employees for
achieving the
shareholders’ most
important financial
results and treat them
as growth partners.
4141
Shareholder’s Most Important Result
Sustainable and growing
profitability
41
4242
Central Metric (for value sharing)
Focus on One of These:
 Profit
 Increase in Profits (% or $)
(Sometimes: Revenue Growth)
42
4343
Balanced Value Sharing
"Peter Drucker once wrote that the
manager’s job is to keep his nose to the
grindstone while lifting his eyes to the hills.
He meant that every business has to
operate in two modes at the same time:
producing results today and preparing for
tomorrow.” (Ken Navarro, Strategy +
Business)
4444
1 Philosophy, 2 Rewards Periods
1. Short-Term Performance (12
months or less)
2. Long-Term Performance
(over 12 months)
4545
Performance Incentives (Value Sharing)
4646
Basic Construct
 All employees are told they will share in the creation
of company value
 Every employee has a defined incentive opportunity
aligned to forecasted company results
 Base – Minimum performance
 Target - Forecast
 Superior - Overachievement
4747
Value Sharing Calculation
 Actual incentive can be tied to actual company
performance.
 If company results are halfway between Base and Target.
Incentives will be calculated halfway between Base and
Target
 Actual Results = $47,500,000
 Calculated Incentive = $5,625
4848
Plan Weighting/Allocation
 Pool allocation to plan participants contingent
on:
 Company Performance – Employees
should have all or a majority portion of their
bonus based on company performance
 Org Unit Performance – A portion of an
employee’s bonus can be allocated based
on department, location, division,
or business unit
4949
Plan Weighting/Allocation
 Make overall company performance the primary objective (e.g.
~60 - 100%)
 Organizational unit success should be secondary objective (e.g.
~10-40%)
 Weight the overall incentive:
5050
Individual Performance
 Trend is to de-emphasize
personal performance
 Performance Management
 Managers more likely to be
honest about performance if
incentives are not directly
correlated to performance
rating
 If performance is deemed
“unacceptable” discretion
can be exercised to eliminate
incentive payment
5151
Growth Incentives (Value Sharing)
5252
Select the Right Plan Type
Stock Option
Performance Shares
Restricted Stock
Phantom Stock
Option
Performance
Phantom Stock
Phantom Stock Profit Pool
Performance Unit
Strategic Deferred
Compensation
5353
Grant Equity or
Not Equity?
Full Value or
Appreciation Only?
Yes
Appreciation
Stock Option
Full Value
Performance Based?
Yes
Performance Shares
No
Restricted Stock
No
Reward for Value
Increase or Financial
Performance?
Value Increase
Full Value or
Appreciation?
Appreciation
Phantom Stock
Option
Full Value
Performance Based?
Yes
Performance
Phantom Stock
No
Phantom Stock
Financial
Performance
Appreciation-
Performance Based or
Employee Directed?
Performance
Based Reward for
Profit/Cash Flow or
Other Metrics?
Profits
Allocation or
Objectives Based?
Allocation
Profit Pool
ObjectivesOther Metrics
Performance Unit
Employee Directed
Strategic Deferred
Compensation
5454
Rules of Thumb
 Senior Executives
• Short-term--50%
• Long-term--50%
 Management
• Short-term--60%
• Long-term--40%
 Rank and File
Employees
• Short-term--75-90%
• Long-term--10-25%
5555
4. Calculate Productivity Profit
5656
Determining Value Creation
Focus on
Productivity Profit
5757
Value Creation Example:
Item Amount
Capital Account $20,000,000
Cost of Capital 12%
Capital Charge $2,400,000
Operating Income $10,000,000
Productivity Profit $7,600,000
Total Rewards
Investment
$25,000,000
ROTRI™ 30.4%
(ROTRI™ = Productivity Profit/Total Rewards Investment)
5858
ROTRI™ Example:
Item Figure
Capital Account $20,000,000
Cost of Capital 12%
Capital Charge $2,400,000
Operating Income $10,000,000
*Productivity Profit $7,600,000
Total Rewards
Investment
$25,000,000
ROTRI™
(Return onTotal Rewards Investment)
30.4%
(ROTRI™ = Productivity Profit/Total Rewards Investment)
*Variable Pay
Plans (Value
Sharing) are
financed from
Productivity
Profit
5959
Build Accountability into Your Pay Design
Accountable Pay
6060
4 Keys to Creating a Performance Pay Strategy
1. Respect the Relationship
Between Pay and Motivation
2. Commit to a Wealth Multiplier
Rewards Philosophy
3. Share Value instead of Paying
Incentives
4. Measure and Track
Productivity ProfitProfit
6161
www.BonusRight.com
www.bonusright.com
6262
 New SaaS tool
 Build and manage
your bonus plan
online.
 Indicate on survey
if you would like
to schedule a
demo.
6363
Take advantage of one-hour
consulting call with a VisionLink
principal at no charge.
Indicate interest on final survey
Request Consultation & Take Survey
Request a copy of our
slides, report,
complimentary consultation
and BonusRight demo.
We value your input.
6464
www.phantomstockonline.com
www.vladvisors.com
Subscribe to our blog!
6565
The Ultimate Guide:
THE CEO’S ROLE IN BUILDING
A PAY STRATEGY
Request your copy on the final survey
6666
Q&A
6767
Today’s Presenter:
Ken Gibson
SeniorVice President
(949) 265-5703
kgibson@vladvisors.com
7700 Irvine Center Drive, Suite 930  Irvine, CA 92618  949-852-2288
www.VLadvisors.com  www.PhantomStockOnline.com  www.BonusRight.com
ThankYou!
6868
Post Webinar Intro
5 Minutes:
 Who We Are
 What We Do
 How We Do It
6969
7070
7171
7700 Irvine Center Dr., Ste. 930
Irvine, CA 92618
(888) 703 0080
www.vladvisors.com
www.phantomstockonline.com
www.bonusright.com

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Pay, Performance and Productivity

  • 2. 22 Today’s Presenter: Ken Gibson SeniorVice President (949) 265-5703 kgibson@vladvisors.com 7700 Irvine Center Drive, Suite 930  Irvine, CA 92618  949-852-2288 www.VLadvisors.com  www.PhantomStockOnline.com
  • 3. 33 We’re happy to provide a copy of today’s slides. To open or close the control panel: Click the red arrow For questions during today’s presentation: Use the question area on your control panel Webinar Q: Are the slides available? A: Yes, more info will be provided at the end
  • 4. 44 Take advantage of one-hour consulting call with a VisionLink principal at no charge. Indicate interest on final survey Consultation Offer & Survey Request a copy of our slides and complimentary consultation We value your input.
  • 5. 55 Post Webinar Intro 5 Minutes:  Who We Are  What We Do  How We Do It
  • 6. 66 7700 Irvine Center Dr., Ste. 930 Irvine, CA 92618 (888) 703 0080 www.vladvisors.com www.phantomstockonline.com www.bonusright.com  Headquartered in Irvine, CA  Founded in 1996  Over 450 Clients throughout North America
  • 7. VisionLink’s Focus: Help Business Leaders Build and Sustain a High Performance Culture Accelerate performance through pay strategies that transform employees into growth partners.
  • 8. If you do that… • Quality of talent will improve. • Employee engagement will expand. • Performance will be magnified. • Business growth will be accelerated. • Shareholder value will increase.
  • 9. 99 CEO Conversation “How would you describe the culture you will need to accomplish your growth goals?”  Outstanding products  Compelling value proposition  Fully engaged employees  Premier talent  Consistent performance  Ownership of results
  • 10. 1010 Response “ Sounds like what you want is a high performance culture. Is that a fair summary of what you said?” “Yes, that about sums it up.”
  • 11. 1111 What is a High Performance Culture?  Clear Roles  Strategic Focus  Consistent Execution  Sustained Success Pattern  Regular Wins  High Confidence
  • 13. 1313 Key Questions About Compensation Does your pay strategy--  …help or hinder the company’s business model?  …clarify or confuse roles and expectations?  …reward outcomes or behaviors?  …encourage stewardship or entitlement?  …reinforce or undermine a high performance culture?
  • 14. 1414 Key Questions About Compensation To what extent should compensation--  …be tied to employee, team and company performance?  …be guaranteed as opposed to variable?  …be measured for ROI  …reward short-term vs long-term performance?  …impact employee engagement?
  • 15. 1515 Therefore, What? Pay needs to become an asset instead of a liability in your pursuit of a high performance culture. So how do you accomplish that?
  • 16. 1616 4 Keys to Creating a Performance Pay Strategy 1. Respect the Relationship Between Pay and Motivation 2. Commit to a Wealth Multiplier Rewards Philosophy 3. Share Value instead of Paying Incentives 4. Measure and Track Productivity ProfitProfit
  • 17. 1717 1. Pay & Motivation
  • 18. 1818 Drive “Pay people adequately and fairly, get the issue of money off the table, then give them lots of autonomy.”
  • 20. 2020 Total Rewards Approach Compelling Future PositiveWork Environment Opportunities for Personal and Professional Growth Financial Rewards
  • 21. 2121 Total Rewards Approach Compelling Future Purpose PositiveWork Environment Autonomy Opportunities for Personal and Professional Growth Mastery & Purpose Financial Rewards Partnership
  • 22. 2222 With Pay, Start with the Employee View Everything you do in your organization gives your employees clues about two things: 1. What you value 2. Where they fit
  • 23. 2323 Clue Taken from Pay Strategy “Does my employer understand why I care about my compensation?”
  • 24. 2424 Link Company & Employee Goals Financial “Hierarchy of Needs” Cash Flow & Living Standard Risk Protection Retirement Planning Value Sharing Wealth Accumulation Qualified & Executive Retirement Plans Comprehensive, Flexible Benefits Plan Short & Long-Term Incentive Plans Salary & Bonus Wealth Multiplier Philosophy Clear Pay Philosophy 1 2 3 4 5
  • 25. 2525 6 Reasons Employees Care About Pay Personal 1. Lifestyle & Wealth Accumulation 2. Career Measurement 3. Contribution Ambitions Business 4. Roles, Expectations & Priorities 5. Partnership 6. Continuity & Fairness
  • 27. 2727 Old School Defensive Wealth Creation Wealth Multiplier 27 Pay Philosophy Evolution
  • 28. 2828 Wealth Multiplier Let’s Secure Growth Partners Philosophy Share economic value. "If you create financial value, you will participate in a generous portion of it." Cost or Investment? Compensation is allocated to produce the highest possible return for both shareholders and contributing employees. Salaries We use data for benchmarking, but our pay philosophy drives where we want to be vis a vis market pay. Bonuses Bonuses (value sharing plans) are tied to crucial metrics, recognize personal contributions, and are not capped. Long-term Incentives (quasi-equity) Viewed by top performers as the most meaningful part of their rewards program. Results If you want to be able to attract and retain the best talent in your industry and have them adopt a stewardship mindset regarding shareholder goals, this is your system.
  • 29. 2929 Wealth Multipliers vs. Wealth Creators Wealth Creators  Profitability focus  Recruit to skills and experience  Pay is an expense to be managed  Salaries and total pay should be “at market”  “Pay-for- performance” Wealth Multipliers  Accelerate value creation  Recruit premier talent that fits performance framework  Pay is an investment that should produce a growing return  Market pay for bench marking but pay philosophy drive comp strategy  Sharing value with value creators
  • 30. 3030 The Value of Profit Wealth Multiplier Profits Future Business Employees Shareholders
  • 31. 3131 A Sense of Partnership Translates to a Growth Multiple The Value of Profit Wealth Multiplier Profits ShareholdersFuture Business Employees
  • 33. 3333 Keith Williams  Assumed leadership of UL in 2005  Company carrying considerable debt  Losing market share  Low employee morale  UL had become bureaucratic and “siloed”
  • 34. 3434 Core Changes Shift from “Incentives” to “Value Sharing”  Took away local measurements driving management incentive plans—all paid on same metrics  “We live together and we die together”  Aligned everyone behind company success  “I call it ‘pay the company first.’ ”
  • 35. 3535 Pay the Company First “Basically, up to the company’s operating profit target, all of the profits go to the company; and only after that target is met, do we start funding the incentive pool.” Example: If UL’s target is $80 million--  100% of first $80 in profit goes to company  The next $20 million goes to the incentive pool  From there on, 50/50 between company & incentive pool
  • 36. 3636 Pay the Company First Once value creation is defined, compensation can follow a formula for sharing value in a way that aligns key producers with the company’s business plan and priorities.
  • 37. 3737 3. Share Value Instead of Paying Incentives
  • 38. 3838 Concept of Value Sharing  “We are part of a team. If we all work together we will generate greater success. That success will be shared with everyone if the company succeeds.”  When structured appropriately, value sharing programs are perceived as a partnership.
  • 39. 3939 Results, not Methods "You cannot hold people responsible for results if you supervise their methods.“ (Stephen R. Covey) 39
  • 40. 4040 The Right Premise Reward employees for achieving the shareholders’ most important financial results and treat them as growth partners.
  • 41. 4141 Shareholder’s Most Important Result Sustainable and growing profitability 41
  • 42. 4242 Central Metric (for value sharing) Focus on One of These:  Profit  Increase in Profits (% or $) (Sometimes: Revenue Growth) 42
  • 43. 4343 Balanced Value Sharing "Peter Drucker once wrote that the manager’s job is to keep his nose to the grindstone while lifting his eyes to the hills. He meant that every business has to operate in two modes at the same time: producing results today and preparing for tomorrow.” (Ken Navarro, Strategy + Business)
  • 44. 4444 1 Philosophy, 2 Rewards Periods 1. Short-Term Performance (12 months or less) 2. Long-Term Performance (over 12 months)
  • 46. 4646 Basic Construct  All employees are told they will share in the creation of company value  Every employee has a defined incentive opportunity aligned to forecasted company results  Base – Minimum performance  Target - Forecast  Superior - Overachievement
  • 47. 4747 Value Sharing Calculation  Actual incentive can be tied to actual company performance.  If company results are halfway between Base and Target. Incentives will be calculated halfway between Base and Target  Actual Results = $47,500,000  Calculated Incentive = $5,625
  • 48. 4848 Plan Weighting/Allocation  Pool allocation to plan participants contingent on:  Company Performance – Employees should have all or a majority portion of their bonus based on company performance  Org Unit Performance – A portion of an employee’s bonus can be allocated based on department, location, division, or business unit
  • 49. 4949 Plan Weighting/Allocation  Make overall company performance the primary objective (e.g. ~60 - 100%)  Organizational unit success should be secondary objective (e.g. ~10-40%)  Weight the overall incentive:
  • 50. 5050 Individual Performance  Trend is to de-emphasize personal performance  Performance Management  Managers more likely to be honest about performance if incentives are not directly correlated to performance rating  If performance is deemed “unacceptable” discretion can be exercised to eliminate incentive payment
  • 52. 5252 Select the Right Plan Type Stock Option Performance Shares Restricted Stock Phantom Stock Option Performance Phantom Stock Phantom Stock Profit Pool Performance Unit Strategic Deferred Compensation
  • 53. 5353 Grant Equity or Not Equity? Full Value or Appreciation Only? Yes Appreciation Stock Option Full Value Performance Based? Yes Performance Shares No Restricted Stock No Reward for Value Increase or Financial Performance? Value Increase Full Value or Appreciation? Appreciation Phantom Stock Option Full Value Performance Based? Yes Performance Phantom Stock No Phantom Stock Financial Performance Appreciation- Performance Based or Employee Directed? Performance Based Reward for Profit/Cash Flow or Other Metrics? Profits Allocation or Objectives Based? Allocation Profit Pool ObjectivesOther Metrics Performance Unit Employee Directed Strategic Deferred Compensation
  • 54. 5454 Rules of Thumb  Senior Executives • Short-term--50% • Long-term--50%  Management • Short-term--60% • Long-term--40%  Rank and File Employees • Short-term--75-90% • Long-term--10-25%
  • 56. 5656 Determining Value Creation Focus on Productivity Profit
  • 57. 5757 Value Creation Example: Item Amount Capital Account $20,000,000 Cost of Capital 12% Capital Charge $2,400,000 Operating Income $10,000,000 Productivity Profit $7,600,000 Total Rewards Investment $25,000,000 ROTRI™ 30.4% (ROTRI™ = Productivity Profit/Total Rewards Investment)
  • 58. 5858 ROTRI™ Example: Item Figure Capital Account $20,000,000 Cost of Capital 12% Capital Charge $2,400,000 Operating Income $10,000,000 *Productivity Profit $7,600,000 Total Rewards Investment $25,000,000 ROTRI™ (Return onTotal Rewards Investment) 30.4% (ROTRI™ = Productivity Profit/Total Rewards Investment) *Variable Pay Plans (Value Sharing) are financed from Productivity Profit
  • 59. 5959 Build Accountability into Your Pay Design Accountable Pay
  • 60. 6060 4 Keys to Creating a Performance Pay Strategy 1. Respect the Relationship Between Pay and Motivation 2. Commit to a Wealth Multiplier Rewards Philosophy 3. Share Value instead of Paying Incentives 4. Measure and Track Productivity ProfitProfit
  • 62. 6262  New SaaS tool  Build and manage your bonus plan online.  Indicate on survey if you would like to schedule a demo.
  • 63. 6363 Take advantage of one-hour consulting call with a VisionLink principal at no charge. Indicate interest on final survey Request Consultation & Take Survey Request a copy of our slides, report, complimentary consultation and BonusRight demo. We value your input.
  • 65. 6565 The Ultimate Guide: THE CEO’S ROLE IN BUILDING A PAY STRATEGY Request your copy on the final survey
  • 67. 6767 Today’s Presenter: Ken Gibson SeniorVice President (949) 265-5703 kgibson@vladvisors.com 7700 Irvine Center Drive, Suite 930  Irvine, CA 92618  949-852-2288 www.VLadvisors.com  www.PhantomStockOnline.com  www.BonusRight.com ThankYou!
  • 68. 6868 Post Webinar Intro 5 Minutes:  Who We Are  What We Do  How We Do It
  • 69. 6969
  • 70. 7070
  • 71. 7171 7700 Irvine Center Dr., Ste. 930 Irvine, CA 92618 (888) 703 0080 www.vladvisors.com www.phantomstockonline.com www.bonusright.com