Aligning Pay With Compliance
When thinking about compensation policies, boards and shareholders tend to focus on performance metrics to the exclusion of compliance. But including compliance in the bank’s overall compensation policies sends a strong signal to the rest of the organization about its cultural values, says John Martini, managing partner at the law firm Polsinelli. By wrapping compliance goals into pay packages now, boards could avoid headaches later down the road if cultural deficiencies emerge.
Topics discussed include:
- State vs. Federal Oversight
- Long-Term Incentive Modifiers
- Curbs on Excessive Risk-taking
John Martini
John Martini is the Office Managing Partner of Polsinelli’s Philadelphia office and a nationally regarded advisor to banks on executive compensation, employment arrangements, and leadership transitions. He represents CEOs, COOs and CFOs at major U.S. and global financial institutions, guiding boards through compensation design, succession matters, change-in-control situations, and significant transactional and governance issues.
Bank CEOs, COOs and CCOs routinely call on John to steer enterprise-wide regulatory and compliance initiatives, relying on his practical understanding of how institutions meet governance obligations and supervisory expectations across multiple business lines. Drawing on this work, John founded CompliSolv, a compliance platform powered by advanced AI and lawyer-developed logic that converts regulatory requirements into clear obligations and helps banks of all sizes remain exam- and audit-ready.