Remuneration Consulting Services

Proactive, Contextualized Advice Starts Here

Farient Advisors offers comprehensive remuneration, performance, and corporate governance services to public, private, and pre- and post-IPO companies. Our professionals work closely with boards of directors and management to design customised remuneration solutions that address today’s challenges while anticipating what may be on the horizon.

Just like you, we hate surprises. Our services are designed to create defensible pay programs that link remuneration to performance, set clear goals and performance metrics, and can be explained to investors. In fact, we wrote the book on it: Fair Pay, Fair Play: Aligning Executive Performance and Pay (Jossey-Bass, 2010) continues to be a go-to resource for consulting services and governance professionals. With the expanding role of the Remuneration Committee and its greater focus on sustainability, stakeholders, and shifting disclosure requirements, our experienced consultants guide management and the board to perform the basics, avoid blind spots, and plan for what’s coming next.

We Ask Questions, Listen, Collaborate

We work closely with management and the board’s Remuneration Committee to do the right things right. With the responsibilities of the Remuneration Committee continuing to expand, its members are devoting more time and energy to human capital management and environmental, social, and governance issues. How these and other factors affect executive incentive plans is where our team excels. Today, executive pay plans must balance the interests of all stakeholders. And, in fact, many Remuneration Committees are changing their charters (and adopting new names) to reflect their additional duties such as human resources, talent management, human capital, management development, and diversity committees.

Fine-Tune Communication with Stakeholders

We know how to design, build, and tell our clients’ pay story. Farient Advisors understands the intricacies of executive pay and corporate governance performance. Our remuneration advisory services help clients develop the right pay programmes to align the interests of stakeholders with those of management. There has never been a better time to re-evaluate executive and director pay, or to fine-tune your company’s story.

This service includes:

Issues Prioritisation

Diagnosis of issues to determine top strategic priorities

Remuneration Committee Calendar and Agendas

Incorporation of priority issues into the annual planning calendar and placement of all committee topics in meetings throughout the year. Thorough preparation of meeting agendas with time allocations noted

Executive Top Sheet

A summary of remuneration philosophy, peer group, program design, and equity spending on one handy reference sheet

Remuneration Committee Processes

Provide guidance on committee protocols, e.g., the need for prep meetings, executive sessions, the resources required, and other protocols

Decision Support

Outline board oversight responsibilities and determine which ones should be owned by the Remuneration Committee

Our Services

  • Remuneration Strategy and Philosophy

    Our team develops compensation frameworks that consider each company’s business strategy, values, and culture. Our team has a deep understanding of how executive pay translates into performance. That’s why the pay programs we design for our clients are sensitive to both the strategy of the organization and value creation for shareholders and other stakeholders.

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  • Pay and Performance Alignment

    Farient Advisors has always advocated that pay and performance be aligned and disclosed. In fact, at the onset of the Dodd-Frank legislation in the US, our CEO published the definitive work on pay and performance alignment. That book, Fair Pay Fair Play: Aligning Executive Performance and Pay (Jossey-Bass, 2010) is particularly relevant today as the remuneration of executives is increasingly linked to stakeholder incentives.

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  • Pay Design and Policies

    Pay program design translates strategic intent into outcomes. Our team designs pay programs that result in defensible and appropriate decisions and actions, as well as adherence to standards of good governance.

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  • Governance Support

    The role of the director continues to expand to include new oversight areas. Good governance begins with the board. Our team works closely with Remuneration Committee to best align the interests of management, shareholders, and other stakeholders, and to strategically communicate pay for performance to all stakeholders.

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  • Stakeholder Incentives

    Sustainability or stakeholder incentives are becoming part of many executive pay plans. Whether it’s diversity, equity, and inclusion or reaching carbon-neutral goals, our team has built deep expertise in how sustainability issues impact client strategies. Our sustainability team is embedded in every client engagement. This accelerates an understanding of a client’s sustainability positioning and enhances our ability to evaluate sustainability performance, competitive positioning, and change processes to determine the right approach.

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  • Transactions

    Transactions are an important mechanism for implementing strategy. We engage early in the process to anticipate the implications of any transaction, including special programs (e.g., retention plans) and ongoing pay strategies—from peer groups to pay levels to program design. We cover all types of transactions.

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  • Other Services

    We provide a variety of compensation and governance-related services that range from executing standard processes to navigating challenging or one-of-a-kind situations. These include but are not limited to board compensation, the facilitation of CEO performance evaluations, and special programs such as retention.

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  • Talent Management

    With the expanding remit of the remuneration committee, all aspects of executive talent take center stage. From talent vulnerability to retention and succession, harmonising the right talent, in the right place, at the right time has only added to an already challenging job. Our team has a long history

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  • Non-Executive Director Remuneration

    Non-Executive Directors continue to devote more time and energy in their roles given the expansion of board committee remits. The rise of activist investors from all corners of the world, we can count on more board members being “voted off the island,” which adds reputational risk to an already challenging job. Increased demands coupled with the unique requirements of each board means that director pay should be fair, but not egregious.

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We’re Here for You

Let us know how we can help you think differently about executive pay and how it aligns with performance.

Contact Us

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