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Compensation committees (CCs) face a critical and urgent challenge: designing competitive compensation strategies in a world where the economy is unpredictable, leader accountability is expected to go beyond the bottom line, and sought-after talent is scarce. Looking ahead, CCs must rise to the challenge of attracting and retaining talent while effectively managing costs. To achieve this, it is imperative for CCs to embrace the power of incentive-based compensation, align it with strategic goals, and foster a culture of meritocracy within their organizations.

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.

Compensation committees (CCs) face a critical and urgent challenge: designing competitive compensation strategies in a world where the economy is unpredictable, leader accountability is expected to go beyond the bottom line, and sought-after talent is scarce. Looking ahead, CCs must rise to the challenge of attracting and retaining talent while effectively managing costs. To achieve this, it is imperative for CCs to embrace the power of incentive-based compensation, align it with strategic goals, and foster a culture of meritocracy within their organizations.

Compensation committees (CCs) face a critical and urgent challenge: designing competitive compensation strategies in a world where the economy is unpredictable, leader accountability is expected to go beyond the bottom line, and sought-after talent is scarce. Looking ahead, CCs must rise to the challenge of attracting and retaining talent while effectively managing costs. To achieve this, it is imperative for CCs to embrace the power of incentive-based compensation, align it with strategic goals, and foster a culture of meritocracy within their organizations.

Compensation committees (CCs) face a critical and urgent challenge: designing competitive compensation strategies in a world where the economy is unpredictable, leader accountability is expected to go beyond the bottom line, and sought-after talent is scarce. Looking ahead, CCs must rise to the challenge of attracting and retaining talent while effectively managing costs. To achieve this, it is imperative for CCs to embrace the power of incentive-based compensation, align it with strategic goals, and foster a culture of meritocracy within their organizations.

In this 10-minute interview, attorney Lindsey Birch of Foley & Lardner joins Brian Lucareli to discuss art ownership. During the interview, Lindsey explained what constitutes ownership of art, what to look for when acquiring fine art or artifacts, insurance protection, and the steps that can be taken to mitigate any future risks regarding title.

Out of a need to address the administrative pain of managing the investment operations—specifically private investments—for a single-family office and multi-family office, Ryan Eisenman, CEO of Arch Labs, discusses how that need became a focus for starting his company. In this interview, Chris Mays talks with Ryan about how the Arch Labs platform is supporting family offices and their need for better financial reporting and management of investment updates, taxes, capital calls, and distributions.

When a family unit is comprised of multiple generations, conflicting perspectives and ways of being often come into play. While these generational differences can challenge unity and harmony, they also offer valuable insights and unique contributions when it comes to navigating important family matters. So how do families leverage these differences as they plan for long-term, intergenerational success?

Private credit investments have experienced a rapid evolution over the past decade. Market conditions have helped to shape what may be a particularly auspicious cycle for the asset class. Higher interest rates and changing credit market dynamics have created attractive opportunities for private investors and wealthy families—but proper due diligence and implementation is essential. Allocations to private credit can be additive to overall portfolio positioning.

As families of wealth navigate the complexities of their wealth management, it is crucial to remain proactive in building and adjusting their investment infrastructure to help preserve and maintain wealth over the long term. This paper serves as a guide for families who have decided to outsource the investment function of their portfolio by partnering with an investment advisor. Its aim is to help families understand the different structural components to consider as they work to create an institutional-caliber portfolio.