Jeremy Goldstein, a practicing lawyer in New York City is no doubt a knowledgeable lawyer with close to 20 years of experience. He studied Juris Doctor Law in the New York University School of Law, from 1996 to 1999. He started his law profession in 1999 as an associate in Shearman And Sterling LLP. After one year, Attorney Goldstein joined to Wachtell, Lipton, Rosen and Katz Firm as a partner, where he was actively involved in the executive compensation practice of the firm and other compensation related areas. He worked there for 14 years after which he founded his own firm, Jeremy L. Goldstein & Associates LLC, in June 2014.
This firm in which Jeremy is a partner is dedicated to offering advice on corporate governance matters and executive compensation to CEOs, Corporations, compensation committees, and management teams. His involvement in several large corporate transactions such as Duke Energy, Verizon Wireless, United Technologies acquiring Goodrich, among others, has earned him recognition in giving advice about EPS usage, and more incentive-based programs.
Goldstein has therefore been helping corporations develop a sustainable economic environment, and reduce the chance of losing their businesses.
When referring to the handling of employees incentives, Earning per Share (EPS) are largely a good thing. EPS is probably the biggest influencer in stock price, for shareholders. It drives the sale or buying of stock shares by shareholders as well as providing companies with incentives to increase payout amount made per employee. Including EPS as a part of a company’s overall pay structure has been found to increase their success as per some recent studies. Though the EPS may look advantageous when included in the company’s strategy at first, the competitiveness of trading and shares, may at times allow existing bodies to sway EPS to a negative aspect.
Those against EPS have said that EPS use is likely to bring favoritism to companies CEOs, by giving the CEOs and executives excessive power over the performance of the metrics by the EPS which distort the accuracy of the results. They fail to offer collective control since the top executives drive the share sales by giving biased results, which is not only misleading but also illegal. Others say that these performance-based pay programs are unreliable, non-sustainable, and dynamic.
Mr. Goldstein, however, advice there be an adjustment between the pro- and anti- EPS proponents recommended actions. That rather than discarding the pay per performance, yet it has its good side, a way be derived to hold companies’ executives and CEOs responsible for their conducts. Goldstein recommends that these programs be streamlined to ensure they provide ground for the long-term, continuous, and repeatable growth of companies and shares.