Simon Patterson is a managing director and head of the firm’s London office. He is actively engaged as advisor to the remuneration committees of several FTSE 100 companies and consults widely on executive compensation, incentive compensation design, and performance measurement.
Prior to Pearl Meyer, he founded Patterson Associates with a stream-lined team focused on delivering business results by linking remuneration and reward systems to business needs and increasing returns for shareholders. Prior to that, Mr. Patterson was the worldwide partner in charge of executive compensation in Mercer’s London office and the co-founder of SCA Consulting in Europe.
Mr. Patterson holds a BSc (Hons) from University College London and an MBA from the Anderson School of Management at UCLA.
Whether its scaling up, dealing with economic downturns or navigating M&A, its important to understand how to adapt your remuneration strategy in response to change(s).
These examples represent some of the retirement savings options available for self-employed individuals and small business owners in the UK.
Employees are your most valuable asset, so let’s make sure they feel valued and recognised. This, along with your strategy, should be at the centre of your pay policy.
Benefits are hugely important for the attraction and retention of talent. In a nutshell, as a small to medium-sized company, you may have been offering heath cover and insurance, but is that what your candidates and current staff will be satisfied with?
The U.S. pays more for executive talent, so what? That’s quite a pill to swallow for the British because a great deal of effort has gone into controlling executive pay opportunity while ensuring it is strongly linked to performance...
Artificial intelligence (AI) is playing an increasingly significant role in shaping our future, and it is having a direct impact and immediate impact on executive pay, incentive design and pay packages generally.
As you read around the subject of ‘improved transparency’, ‘greater disclosure’ and so forth, below, spare a thought for those poor put-upon search firms trying to find management talent for growing UK companies.
I was training one of our junior members of staff, and she asked what a Non-Executive Director (NED) does, and why? I thought this question was worth addressing.
Exactly last week the Financial Times has published an article by an experienced journalist entitled “Eye-popping executive pay rewards [are] luck, not managerial wizardry”. What do we think about this? Should CEOs earn what they do? and why?
You are more likely to have celebrated with a chocolate bunny than a visit to your local church. If you are less than 30 years old, you may not even know where that church is. Is the same true of capitalism?
I raise the subject of the canary because it has great relevance to incentive compensation design. It will most likely signal the beginning of yet another economic cycle, just as the failure of Boo.com did on 18th May 2000...
Simon Patterson chaired the 2023 Neovation Event
