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13 results for “equity vs cash”
...equity for cash, can provide an incentive for employees to deliver results, is a tool for retaining workers, and can be a means to foster an overall sense of ownership.
29:13 / 30:30
from transcript29:13 – 30:30
...equity for cash, can provide an incentive for employees to deliver results, is a tool for retaining workers, and can be a means to foster an overall sense of ownership. Companies can use stock based compensation appropriately or inappropriately as it
30:00 / 31:13
from transcript30:00 – 31:13
...cash potential each year. So that's called on target earnings. They'll make 700. When we negotiated their severance, we said we wanted six months on target earnings. It was all agreed, right? The paperwork comes back and it says six months base salar
1:12:45 / 1:13:49
from transcript1:12:45 – 1:13:49
...employees are cashing out. Maybe that is to some extent, but it is when I get my equity grant, I ultimately only end up getting 66 of the 100 shares because 34 are used to pay the taxes associated with that compensation. It's Exactly. That makes sens
1:05:59 / 1:07:06
from transcript1:05:59 – 1:07:06
tend to have more skin in the game, tend to wanna stick around and see that success happen. Those are the types of people I want working for me if I wanna be a very competitive organization. I have started to have these conversations with a couple fo
12:00 / 13:01
from transcript12:00 – 13:01
...with cash, and so they're able to pay a lot in stock based comp to their employees. And so that's a difficult dynamic to compete with. That's one of the strongest forms of the argument for telling a private company CEO that they should go public beca
14:15 / 15:17
from transcript14:15 – 15:17
the way it typically works is you get, you know, you get these RSU grants. Sometimes they stack up over time, but, generally, they're illiquid until you go public. Now what's happened over the last, I'd say, six or eight years is companies will do te
14:37 / 16:04
from transcript14:37 – 16:04
...pure cash offers. You get a lot of equity on top. Usually, in the previous generation, you'd have a one year cliff on that equity. But now, oftentimes they're waiving that one year cliff and they're gonna say, hey, your equity actually starts vesting
3:42 / 4:55
from transcript3:42 – 4:55
...equity is worth a lot, but you actually can't afford the price to exercise it and then hold because you have to pay taxes.
25:28 / 26:38
from transcript25:28 – 26:38
he'll be right. And, again, it's this s tier talent, to use your phrase, Jason, where you have to put up with a lot. You have to swallow your spite. You just gotta make it worth their while. So I I think it's entirely necessary and rational for your
38:59 / 40:00
from transcript38:59 – 40:00
through natural attrition with about 20% per year. It's just people leaving. They stay about five years and then they move on, which is natural. And And then what we have said very clearly is that, like, we're not going to recruit. So we're recruitin
35:55 / 37:01
from transcript35:55 – 37:01
...to include free cash flow in guidance as well, and so we've got a very clear view of how those margins are evolving, how that profile is evolving. They've also really effectively managed dilution in recent years. So while GAAP operating income has on
59:13 / 1:00:24
from transcript59:13 – 1:00:24
the way it typically works is you get, you know, you get these RSU grants. Sometimes they stack up over time, but, generally, they're illiquid until you go public. Now what's happened over the last, I'd say, six or eight years is companies will do te
13:27 / 14:38
from transcript13:27 – 14:38
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