{"id":22005,"date":"2024-10-29T14:10:47","date_gmt":"2024-10-29T14:10:47","guid":{"rendered":"https:\/\/farient.com\/2024\/10\/29\/intern-to-ceo-does-it-pay-to-be-a-company-lifer-financial-times\/"},"modified":"2025-02-14T04:01:25","modified_gmt":"2025-02-14T04:01:25","slug":"intern-to-ceo-does-it-pay-to-be-a-company-lifer-financial-times","status":"publish","type":"post","link":"https:\/\/farient.com\/uk\/2024\/10\/29\/intern-to-ceo-does-it-pay-to-be-a-company-lifer-financial-times\/","title":{"rendered":"From Intern to CEO: Does it Pay to be a Company Lifer?\u2014The Financial Times"},"content":{"rendered":"<p>The recent appointment of Elliott Hill as Nike&#8217;s CEO has sparked a discussion about the merits of promoting &#8220;lifers&#8221; within organizations. While company veterans like Hill offer deep institutional knowledge and loyalty, there are concerns about potential drawbacks. Quoted in <a href=\"https:\/\/www.ft.com\/content\/9389ce06-6b06-4642-881b-9ea5c4cfb337\" target=\"_blank\" rel=\"noopener\"><em>The Financial Times<\/em><\/a>, <strong>R.J. Bannister<\/strong>, partner at Farient Advisors, cautions that lifers may develop tunnel vision and face stereotyping. To mitigate these risks, companies can implement strategies like fostering diverse leadership teams and encouraging external learning experiences. Ultimately, the debate about the value of company lifers versus external hires continues to evolve.<\/p>\n<a href=\"https:\/\/www.ft.com\/content\/9389ce06-6b06-4642-881b-9ea5c4cfb337\" class=\"su-button su-button-style-default\" style=\"color:#FFFFFF;background-color:#2D89EF;border-color:#246ec0;border-radius:5px\" target=\"_self\"><span style=\"color:#FFFFFF;padding:0px 16px;font-size:13px;line-height:26px;border-color:#6cadf4;border-radius:5px;text-shadow:none\">  Read more <\/span><\/a>\n<p>&nbsp;<\/p>\n<h3>About R.J. Bannister<\/h3>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"\" src=\"https:\/\/farient.com\/wp-content\/uploads\/2022\/04\/rj_new.jpg\" alt=\"Richard \" width=\"345\" height=\"345\" \/><\/p>\n<p>Partner, COO, Farient Advisors\/GECN Group, New York<\/p>\n<p>New York:\u00a0<a href=\"tel:(646) 626-6929\" target=\"_blank\" rel=\"nofollow noopener\">(646) 626-6929<\/a><br \/>\nMobile:\u00a0<a href=\"tel:(917) 747-3985\" target=\"_blank\" rel=\"nofollow noopener\">(917) 747-3985<\/a><em><br \/>\n<\/em><a href=\"mailto:rj.bannister@farient.com\" target=\"_blank\" rel=\"nofollow noopener\">rj.bannister@farient.com<\/a><\/p>\n<p>R.J. has 30-plus years of experience consulting to the S&amp;P 1500 and large private companies representing the board\u2019s compensation committee or management, and sometimes both parties. R.J. has worked with hundreds of companies on their total rewards strategy and executive compensation philosophy to align pay programmes with business strategy. His ability to create alignment results from deep insights on industry and compensation trends; sophisticated financial, market, and compensation analytics; and impactful, easy-to-implement solutions. He has worked in nearly every industry sector and extensively with private equity companies. Before joining Farient, R.J. was the founder and CEO of Bannister Group LLC, an executive compensation and total rewards consultancy he founded in 2019 after retiring as a managing director from Willis Towers Watson. R.J. holds an MSc in economics from the London School of Economics and a BS in economics from the University of Pennsylvania\u2019s Wharton School with a triple concentration in corporate finance, strategic management, and international political science.<\/p>\n<p><strong><a href=\"https:\/\/farient.com\/uk\/about-us\/team\/\" target=\"_blank\" rel=\"noopener\">Click here to meet the rest of the team<\/a><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>The recent appointment of Elliott Hill as Nike&#8217;s CEO has sparked a discussion about the merits of promoting &#8220;lifers&#8221; within organizations. While company veterans like Hill offer deep institutional knowledge and loyalty, there are concerns about potential drawbacks. Quoted in The Financial Times, R.J. Bannister, partner at Farient Advisors, cautions that lifers may develop tunnel [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":21943,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[258],"tags":[262,263,264,265],"class_list":["post-22005","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-in-the-news-uk","tag-c-suite-uk","tag-executives-uk","tag-talent-uk","tag-turnover-uk"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.1.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>From Intern to CEO: Does it Pay to be a Company Lifer?\u2014FT<\/title>\n<meta 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