Executive pay is often judged by a single figure, but that figure can be deeply misleading. In this episode, Doug Chia speaks with Ira Kay and Mike Kesner from Pay Governance LLC about the limitations of traditional compensation reporting and the frameworks that aim to better reflect reality.

They walk through the mechanics of realizable pay, the SEC’s compensation actually paid metric, and the broader challenge of demonstrating pay-for-performance alignment. Along the way, they examine common criticisms of executive compensation, the role of proxy advisors, and what decades of data suggest about whether those criticisms hold up.

What You’ll Learn

• Why the "Summary Compensation Table" is an insufficient metric for evaluating the true alignment between executive pay and company performance.
• The distinction between "Realizable Pay" and "Compensation Actually Paid (CAP),".
• How to navigate the shifting landscape of proxy advisory influence as major institutional investors move toward in-house AI tools and customized voting policies to evaluate "say on pay".
• Strategies for identifying and correcting common causes of pay misalignment.
• The reasons why institutional investors continue to prefer Performance Share Units (PSUs) as a tool for holding management accountable for long-term strategic goals.

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• Podcast & episodes: www.publiccompanyseries.com
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Boards today are operating in a rapidly shifting landscape where traditional expertise alone is no longer enough. In this conversation, Erin Essenmacher and Rochelle Campbell unpack what it means to build a “balanced board” that can effectively oversee strategy and risk in a dynamic environment. They challenge long-held assumptions about board composition and make the case for expanding the lens beyond titles to focus on lived experience, mindset, and the ability to contribute across complex issues.

Through real-world examples, they illustrate how organizations can identify candidates with unconventional backgrounds, ranging from technologists to cross-industry leaders, who bring fresh perspectives into the boardroom. The discussion also dives into how to evaluate candidates for curiosity, adaptability, and systems thinking, while maintaining the rigor required for effective governance. The result is a framework for constructing boards that are not only diverse in composition, but also more agile, thoughtful, and aligned with long-term strategy.

What You’ll Learn

• Why modern boards must look beyond the traditional C-suite to find directors who offer specialized expertise and diverse perspectives.
• How to identify and recruit leaders who understand emerging technologies as an integral part of the business landscape.
• Why the most effective board members balance deep functional expertise with a broad, holistic understanding of business strategy.
• Strategies for vetting candidates who possess the humility and curiosity required to transition from an operator to an oversight role.
• How companies can use "board buddies" and targeted coaching to accelerate the effectiveness of non-traditional board members.

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What makes a board truly effective? Beyond resumes and expertise, it comes down to how directors interact, challenge each other, and make decisions together. In this episode, Chuck Gray and Pam Warren of Egon Zehnder share insights from their work with boards around the world, focusing on the cultural foundations that drive performance.

They discuss the importance of intentional leadership, the nuances of leading peers rather than subordinates, and the practices that help boards operate as cohesive groups rather than collections of individuals. From agenda-setting to feedback loops and inclusive participation, this conversation offers a detailed look at how strong board cultures are built, and what happens when they’re not.

What you'll learn:

• How to navigate the leadership transition from a command-and-control CEO mindset to a "first among equals" board chair style that prioritizes leading peers through shared ownership rather than mandate
• Practical techniques for "energy management" and intentional agenda setting to create a focused "container" for high-stakes decision-making, including the use of pre-meeting one-on-ones to ground every director
• How to apply the "constellation" framework to diagnose dysfunctional board patterns to improve collective performance without making individual directors defensive
• Strategies for moving beyond "press release" diversity to foster true inclusivity by intentionally integrating "only" or "unique" voices into deliberations so their specialized expertise is fully leveraged
• Why deep, confidential referencing is essential for board recruitment to identify how a candidate "shows up in the room" and avoid the "ball watching" dynamic where a board becomes passive spectators to a dominant duo

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Board observers are a common yet often misunderstood feature of private company governance. In this episode, Doug Chia is joined by Jeremy Winter and Michelle Gasaway of Skadden to unpack what board observers are, how they differ from directors, and why investors and companies use them. They explore the flexibility of the role as a contractual construct, the benefits it can provide through strategic insight and information flow, and the risks that arise when observers become too involved.

They also examine how board observers fit into the transition from private to public companies, including the regulatory, legal, and practical challenges that emerge during an IPO. From fiduciary considerations to information access and trading restrictions, this episode offers a detailed look at how a seemingly simple role can carry complex implications for governance.

What you'll learn:

• How to leverage the "creature of contract" nature of board observers to secure strategic investor expertise and information flow without the statutory "overhang" of voting rights or fiduciary duties
• Practical ways to insulate observers from liability by maintaining a strict boundary between active deliberation and the high-risk "shadow director" territory that could trigger unexpected fiduciary obligations
• Why building "muscle memory" through early-stage audit committees is essential for establishing the professional cadence and oversight required for public company status
• How to navigate the "emotional and political" board transition of an IPO by managing the delicate roll-off of early-stage venture capital or family directors to make room for a majority-independent, expert-led board

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• Download the book: www.nyse.com/pcs

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Internal audit plays a critical yet often misunderstood role in corporate governance. In this episode, Doug Chia is joined by Carey Blakeman and Benito Ybarra from the Institute of Internal Auditors, and Mike Varney from Crowe LLP, to unpack what internal audit actually is, and what it isn’t. They explore how the function extends far beyond compliance, offering both assurance and strategic advisory to help organizations identify and manage risk.

They also discuss why internal audit is uniquely positioned to provide a cross-functional view of an organization and why boards should be engaging more deeply with it, reporting structures, independence, fraud risk, and the evolving expectations of the profession, including insights from Vision 2035. They ultimately make the case for elevating internal audit as a key contributor to effective governance and long-term value creation.

What you'll learn:

• How to move beyond the "police watchdog" perception by adopting a strategic advisory role that aligns internal audit plans with the organization’s long-term strategic goals.
• The critical importance of organizational positioning, ensuring the function reports functionally to the board or audit committee to maintain the independence required for objective oversight.
• Practical ways to oversee the rapid implementation of artificial intelligence by establishing governance frameworks that mitigate the risks of "phantom AI" and ensure technology is deployed in a systemic, structured manner.
• The six essential criteria for an effective internal audit function, including following global standards, maintaining certified staff, and undergoing external quality assessments every five years.
• Why the scope of internal audit is expanding to include global business resilience and sustainability assurance to meet the evolving expectations of diverse stakeholders.

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Board assessments have evolved from routine, check-the-box exercises into critical tools for improving performance, strengthening culture, and identifying hidden risks. In this conversation, Stuart R. Levine shares how effective evaluations balance quantitative rigor with qualitative insight, uncovering the nuances that surveys alone often miss. He explains why confidentiality and independence are essential to building trust and eliciting honest feedback from directors.

The discussion explores emerging trends, including individual director evaluations, the role of external facilitators, and the increasing importance of board culture in a rapidly changing environment. Through real-world examples, Stuart highlights how thoughtful assessments can reveal subtle inefficiencies, improve collaboration with management, and ultimately enhance a board’s strategic impact.

What You'll Learn:

• How to move beyond superficial "check-the-box" surveys by blending quantitative data with qualitative interviews to uncover hidden board nuances.
• The strategic value of incorporating feedback from top management to identify trust blockages and align the board with executive leadership.
• Practical ways to build "governance plumbing" using dashboards that track cultural indicators like employee turnover and satisfaction.
• Why choosing an external facilitator with deep experience is essential for navigating the speed of global change and sensitive director evaluations.
• How to identify high-performing directors by looking for rigorous preparation, punctuality, and a proactive commitment to continuous learning.

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Boards today are navigating a landscape defined by constant change, emerging risks, and evolving expectations. In this episode, Doug Chia sits down with Jane Edison Stevenson and Claudia Pici Morris of Korn Ferry to explore how board succession must adapt to meet these challenges. They discuss the shift from relying on past experience to cultivating a continuous learning mindset, and why agility, curiosity, and self-awareness are becoming essential traits for directors.

The conversation introduces the concept of “corporate wisdom” and examines how diverse perspectives in the boardroom can shape better decisions. Jane and Claudia also unpack what it truly means for a board to be “fit for purpose,” emphasizing the importance of forward-looking succession planning, evolving mindsets, and the ability to bring in expertise dynamically.

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Corporate spinoffs are among the most complex strategic transactions a company can undertake. In this episode, Doug Chia speaks with Rama Variankaval, Managing Director and Global Head of Corporate Advisory at JP Morgan, about the governance and strategic considerations involved in spinning off a business into a standalone public company.

The conversation explores why companies pursue corporate separations, how boards navigate their fiduciary responsibilities during these transactions, and what it takes to build an effective board for a newly independent company. Rama explains the strategic drivers behind spinoffs, from valuation pressures to diverging business models, and discusses how leadership teams must carefully design governance structures, balance sheets, and management teams to set the new entity up for long-term success.

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