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Ask an Expert on Equity Compensation

  • 1.  Ask an Expert on Equity Compensation

    Posted 24 days ago

    Hi Carta Community!

    I'm Barbara Baksa and I'm the Executive Director of the National Association of Stock Plan Professionals (NASPP). We provide education, resources, and networking opportunities for companies that offer stock compensation (stock options, restricted stock and units, etc.) to their employees. We have extensive resources on equity plan design, tax, accounting, administration, and more on our website and we host an annual conference on stock compensation. We offer a free newsletter, The Cap, that focuses specifically on equity plans at private companies.

    I'll be answering your questions on equity compensation on June 12 at 10:00 AM Pacific. I am a Certified Equity Professional (a designation offered by Santa Clara University) and my expertise is in how companies use equity to compensate employees and what they need to do to keep their equity plans compliant with tax, accounting, securities law, and other requirements. Note that, while I know a lot about stock compensation, I am not a lawyer or a CPA and none of my answers can be considered legal or accounting advice.

    I look forward to your questions! You can submit them now and I'll answer them when the session starts on June 12.

    Barbara Baksa invites you to submit your questions on equity compensation.


    ------------------------------
    Barbara Baksa, CEP
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------


  • 2.  RE: Ask an Expert on Equity Compensation

    Posted 23 days ago

    Hey @Barbara Baksa! First off, I have to say that I'm a huge fan of yours. You're the queen bee of equity. Here are a couple of questions I have:

    1. In your opinion, what are some of the things most overlooked by companies when creating their first equity incentive plan - maybe some things (tax, compliance, or anything else) they should set up, or do, from the start that will help them to better manage it 5-10 years in the future?
    2. What's a good general rule for when you should involve an attorney or CPA vs. when you can rely on a stock plan admin (I'm sure it depends immensely on the situation, but wondering if there is a good rule of thumb)?

    You rock, Barb!



    ------------------------------
    Chris Hoffmann
    Founder, Equity Admin Co. - Carta admin for pre-IPO companies
    https://www.equityadmin.co/
    801.420.0441
    ------------------------------



  • 3.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Wow! Thanks, Chris! I don't think anyone has ever called me the queen bee of equity before. I might have to put that on my business cards!

    In answer to your first question, there are so many things that I see companies overlook that it can be hard to choose. But here are some of the top things I see private companies overlook:

    1. Grant guidelines. Private companies sometimes don't establish guidelines that provide a framework for how much equity employees will receive (or don't stick to the guidelines they've established). Without these guardrails, decisions on grant sizes are often overly influenced by the emotion of the moment, e.g., when you've found the perfect candidate and you are willing to do anything to bring them on board. This can result in grants that are inequitable and are larger than they need to be.

    2. Change-in-control provisions. Early-stage companies especially will sometimes fail to include any sort of change-in-control provisions in their equity plan or grant agreements. These provisions are so important to protecting award holders if the company is acquired.

    3. Grant Agreements. In early stage companies, things can happen very fast. There can be a lot of promises made about equity and sometimes companies fail to have those offers properly approved and documented. This is such an important step to protect employees: if they don't have a written grant agreement, they don't have an equity award.

    4. Employee education! I can't emphasize this enough. So often companies put a significant investment into designing their equity plan but educating their employees about the plan is just an afterthought. It really needs to be something they think about as they are designing the plan.

    On your second question, I would say that you want to know what your materiality threshold is. If the potential penalties to the company for making the wrong decision are material, it's a good idea to consult an advisor who is familiar with the rules in question and your specific facts and circumstances. An advisory relationship helps protect you; without entering into an advisory relationship, you don't have any recourse if the guidance you receive turns out to be wrong. If the risk to the company is low, this isn't a concern. But once the risk reaches a material level, you want the protection of having entered into an advisory relationship.

    You also want the assistance of an attorney on anything that you might have to defend in court in the event of a legal dispute-this includes all the legal documents related to your plan. It's also a good idea to have your attorneys review your educational materials. And if you get into a situation where you've discovered an error that could put the company at risk of litigation or some sort of enforcement action, you likely want to involve your attorneys very early on so that any emails or other communications can be protected by attorney client privilege.



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 4.  RE: Ask an Expert on Equity Compensation

    Posted 23 days ago

    Hi Barbara, Do you have any suggestions about structuring options for sales roles, e.g., option grants for hitting revenue targets, to incent them to hit revenue targets?



    ------------------------------
    Lynn Davison
    ------------------------------



  • 5.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Lynn! I think there are a number of ways that you can do this. My first thought is that it might make sense to take a long-term approach to the equity awards (in general, equity is usually used as a long-term incentive). I am guessing that you have some longer-term revenue goals for the company and that the sales team receives commissions or other rewards to incent them to meet their short-term personal sales targets. Tying equity grants to the company's overall revenue goals might be a good way to keep the sales team focused not only on their personal goals but on the company's goals (and might encourage them to work together, since they will all be rewarded if the company meets its goals).

    There are two ways to tie equity to performance targets:

    1. You could grant the awards now and make vesting contingent on meeting the future revenue targets (vesting would usually also be contingent on remaining employed over the performance period). 
    2. You could make the grants contingent on the future targets. In this approach, the awards wouldn't be granted until the targets are met. 

    If you are granting stock options, I think the first approach is probably preferable, because it locks in the exercise price now (especially if you expect the company to grow in value before the targets are met).

    With either approach, the amount of equity that vests (approach 1) or that is granted (approach 2) could vary based on the percentage of the targets that are met. E.g., if 80% of the target revenue is earned, employees get 80% of the promised equity. If 120% of the target revenue is earned, employees get 120% of the promised equity. You'd want to cap the max amount of equity that will be paid out (just in case revenue exceeds your wildest expectations) and you also could set a floor on it (e.g., if revenue is less than 50% of target, no one gets any equity). The amount of equity that employees receive could be tied to specific dollar amounts of revenue or a percentage of growth in revenue (or, if you are comparing your company against public company peers, the amount by which your revenue matches or exceeds your peers').

    Although this is less common, you could also use the options as a short-term incentive. You could grant awards that vest when the individual sales targets are met or issue grants as the targets are met. 

    Another idea would be to allow the sales reps to decide for themselves. You could allow them to choose to convert a portion of their commissions to equity awards. But note that this approach could run afoul of Section 409A. It's doable, but there are some significant traps for the unwary and you'd want to work with an attorney who specializes in Section 409A to design the program.



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 6.  RE: Ask an Expert on Equity Compensation

    Posted 18 days ago

    Hi Barbara! 

    From your experience, how does an equity plan change/update based on different stages of growth in a scale-up? 

    Thank you! 



    ------------------------------
    Ioana ChiculitaIoana Chiculita
    ------------------------------



  • 7.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Ioana! I think the biggest change is in the types of equity vehicles companies offer to employees. Start-ups and other companies in high-growth stages will typically grant stock options. For stock options to be valuable, the company has to grow in value (an option is only valuable when the current stock value exceeds the price the employee has to pay to exercise the option). But when companies experience a lot of growth, stock options can create more wealth for employees than other types of equity vehicles.

    As companies grow in value and mature, and as their future growth expectations slow or flatten out, they may shift to full value awards, like restricted stock units. These arrangements provide stock to employees for free, so they are valuable even if the company doesn't experience as much growth or if the company's stock declines in value.

    Also, as companies approach an IPO, they may start implementing some of the governance practices that we see at public companies, such as paying more attention to their burn rate (the amount of equity they grant per year) and granting performance-based awards to executives. They'll also probably start to move towards an annual frequency for their equity grants. Many companies also implement an ESPP in conjunction with or shortly after their IPO.

    Very early stage companies might offer restricted stock purchase arrangements, in which employees are allowed to buy stock subject to vesting restrictions. The price is usually the current valuation of the company's stock. For US employees, this arrangement can be advantageous from a tax standpoint but it is very risky to buy stock in an early-stage start-up, so it usually only makes sense if the company's stock valuation is very low and the amount employees have to pay for the stock is not material to them. Employees have to be prepared to lose their entire investment if the company isn't successful.

    Companies that aren't on a path to being a public company sometimes grant cash-settled equity arrangements, like phantom stock or stock appreciation rights. 

    The NASPP has a great course on equity plans in private companies that walks through all the types of equity and when a company might use each type.



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 8.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara,

    For Equity refresh including promotion, merit, and retention, what is the most effective approach and evaluation method for each component? We've done research with online info and peer companies and found pros and cons of each. This could be a long question, so if you have recommended resources, it will be appreciated. 

    Thank you for your insights, Barb. 



    ------------------------------
    Shuting Zhang
    ------------------------------



  • 9.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Shuting! This is the $1 million question that everyone wants to figure out. I don't think there's one right answer. Certainly, peer research and benchmarking can be a good place to start. 

    Another factor to look at is how the value of the equity you are awarding compares to employees' cash compensation. An award that is equal in value to an employee's annual salary is probably pretty meaningful to that employee. On the other hand, an award that is equal to only 5% of their annual salary is a lot less meaningful. Thinking about what percentage of pay you want to be in equity will help you size the awards.

    Another consideration is what percentage of the company the awards represent (both individually and in aggregate). For very early stage companies, where the valuation is often very low, this can be more useful than looking at the value or even peer benchmarking. As you grow, the individual ownership percentages are less helpful but it is still helpful to look at what overall percentage of the company has been allocated to employee awards--it's for sure something your investors are going to look at.

    Another important consideration is how frequently employees receive awards. If employees only receive a grant upon hire or only once every few years, I would expect the awards to be larger than if you are granting them awards every year. For example, if employees receive an award only once every few years, it might be appropriate for their award to be greater in value than their annual salary. It sounds like you are granting equity quite frequently, so your individual awards would probably be smaller than awards at companies that only issue grants once every few years. When you are granting equity to existing employees (e.g., merit or promotion grants), it makes sense to look at how much equity each employee already has outstanding and use that information to help inform the decision. 

    In the case of new hire and annual or merit grants, companies often establish target values for equity awards that are based on employees' salary or job level. E.g., the awards will have a target value of X% of an employee's annual salary. Managers then might have discretion to increase or decrease the awards within specified range. 

    For promotion grants, often times the goal is to bring the employee's equity up to the amount that is appropriate for their new job level, so they have the same equity as someone who might be newly hired into the role. 

    Finally, I'll just note that when looking at peer research, you generally want to compare equity values, not the number of shares. And you also want to look at the full compensation picture, including cash compensation. If your cash compensation is higher than your peers', your equity values might be lower (and vice versa). 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 10.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    We're so excited to have you host this AMA, @Barbara Baksa

    The event is now up and live, you're all welcome to ask your questions here on this thread. 



    ------------------------------
    Brent Devey
    ------------------------------



  • 11.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Thanks, Brent! I'm excited to be here. Hi everyone else! Please feel free to submit your questions. I'm a somewhat slow typist--so please be patient with me as I answer them. 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 12.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara, I am interested in the tax implications to our company and the employees around exercising their stock options. 

    Thanks!

    Tami Corum, CFO Burlingame Studios Inc



    ------------------------------
    Tami Corum
    ------------------------------



  • 13.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Tami! Ooh, there's so much to know about this. First, the tax treatment will depend on where the employee is subject to tax. Let's start with the United States. In the US, the tax treatment will also depend on whether employees have incentive stock options (ISOs) or nonqualified stock options (NQSOs) and whether the options are vested at the time they exercise them. 

    ISOs qualify for preferential tax treatment in the US. One benefit of this treatment is that taxation for regular tax purposes is deferred until employees sell the stock they acquire under the ISO. When employees do sell, the amount and character of their income they recognize on the sale will depend on whether they've met the required holding period. The treatment is described in this NASPP Blog entry: https://www.naspp.com/blog/disqualifying-vs-qualifying-isos. 

    While ISOs aren't submit to regular income tax at exercise, they are subject to the alternative minimum tax. The spread at exercise will be income for AMT purposes--this could put employees in a situation where they have to pay the AMT instead of their regular tax liability. AMT is complicated and varies based on employee's individual tax situations, so it's something you want to encourage employees to talk to an advisor about (or at least run some scenarios in a tax prep software before they exercise). 

    NQSOs do not qualify for preferential tax treatment. As a result when employees exercise NQSOs, they will recognize ordinary income equal to the difference between the exercise price and the current value of the stock, even if they aren't selling the stock right away. The company will be required to withhold taxes on this income and report it on employees' Forms W-2. And the company is entitled to a tax deduction for it. You'll withhold all the same taxes that apply to employees' regular wages (at the federal level, that's income tax, Social Security, and Medicare). 

    So that's a quick summary of the federal treatment. Note that the treatment is different if employees are exercising options that aren't vested yet. 

    If employees live or work in states that impose an income tax, they'll likely have to pay taxes on their equity awards in those states as well. Most states follow the federal treatment, but not all. Some states, like Pennsylvania, don't recognize the concept of ISOs, so for PA state tax purposes, ISOs are taxed in the same manner as NQSOs. 

    Outside the US, every country has its own tax laws. There are no countries that offer preferential tax treatment for ISOs, so outside the US, ISOs and NQSOs are taxed the same. (But some countries have their own versions of tax qualified stock options.) Most countries that impose an income tax subject options to tax at exercise, but some tax options at sale or at other points (grant or vest) and sometimes there are elections employees have to make with respect to the taxation of their stock options. 

    And if employees are moving around during the lives of their options (e.g., from state to state, or from country-to-country), they may have to pay tax in multiple jurisdictions when they exercise their options. 

    If you are looking for more information on taxation of stock options, the NASPP has a great course, Equity Compensation Fundamentals - Private Companies (https://www.naspp.com/education-programs/private-companies) that covers this topic in more detail. 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 14.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara, any rule of thumb when it comes to options recharge for founders following Series A?



    ------------------------------
    Thomas Suh
    ------------------------------



  • 15.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Oh, if only it were so easy to size equity grants. Unfortunately, there isn't really a rule of thumb here. And it could really vary by company. Some of the considerations to look at are what percentage of the company the founders already own and have the right to acquire under their existing stock options  and what percentage of the company your investors are comfortable with the founders owning or being able to acquire. It's also worth looking at the value of the founders' current holdings and options. Another consider is the amount of cash compensation the founders are receiving. If they aren't getting paid much in cash, their equity stake is probably higher.



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 16.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi @Barbara Baksa! Do you have any teaching materials or recommended resources for explaining ISO vs. NSO to an audience of non-experts? How can we make this topic approachable for our stakeholders? 



    ------------------------------
    Danielle Santos
    ------------------------------



  • 17.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Danielle! I think what is most helpful is to walk employees through an example of an ISO and the same option as an NQSO. I'll also mention that you only need to provide this comparison if employees have both types of options--if they only have one or the other, just focus on the type of option that they have. Keep the examples simple--math that employees can do in their heads, no decimals. Include a scenario where the stock price declines.

    myStockOptions.com can be a great resource to refer your employees to for more in-depth information.

    Although most of the NASPPs resources are written for the company as the audience, if you are an NASPP member, you can leverage some of our resources to create your own materials. Even if you aren't a member, you can find some articles in our blog that will help you create your own materials (like our blog explaining ISO dispositions: https://www.naspp.com/blog/disqualifying-vs-qualifying-isos. 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 18.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hey Barbara, 

    What recommendations do you have for private companies offering ISOs to stay competitive against RSU offering companies--knowing the financial commitment required for employees to exercise ISOs? Are there any strategy changes you recommend startups to consider when trying to position ISOs as part of total compensation?



    ------------------------------
    Jessica Barwinski
    ------------------------------



  • 19.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    I would suggest focusing on the company's growth potential and the value of the awards. Also, keep in mind that if employees wait until the company is public (or for a tender offer) to exercise their ISOs, they won't actually have to pay for the stock. They'll be able to use the built-in appreciation in the ISO to finance their exercise. Alternatively, if they are able to make the investment to exercise their ISOs now, the ISOs can offer a pretty significant tax advantage over RSUs. 

    It is short-sighted for employees to just focus on the exercise price vs. getting stock for free. They would never receive an RSU for the same number of shares as an ISO--the ISO is going to be larger. Which means that, in a situation where the company  experiences a lot of growth, the ISO is going to be far more lucrative for employees than an RSU. 

    Here is a slide from our course "Equity Compensation Fundamentals - Private Companies" (https://www.naspp.com/education-programs/private-companies) that compares the wealth creation potential for a stock option (appreciation only vehicle) to an RSU (full value award). You can see that for a high-growth company, the option can produce a lot more wealth than an RSU. Of course, you can't promise any specific growth rate (and my slide has more information than you'd want to present to employees--you'd want to focus on a realistic scenario for your company), but understanding the bigger picture might help employees appreciate the value of their ISOs. 

    Heck, they are probably thinking they would get an RSU for the same number of shares as their ISO. Focusing on the value of their award and explaining how much smaller an RSU grant would be might also help employees appreciate their ISOs. 

    Comparison of the wealth creation potential for an option vs an RSU.


    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 20.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    And a quick follow up---does the NASPP have consultants or partners available that conduct ESOP analysis and provide recommendations vs market or potential plan structure modifications? Any contacts or resources you'd be willing to provide? THANKS!



    ------------------------------
    Jessica Barwinski
    ------------------------------



  • 21.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    The NASPP doesn't do this type of consulting, but if you email me afterwards (bbaksa@naspp.com), I can recommend a few firms that do this type of work. 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 22.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara, 

    Thanks so much for contributing! What pitfalls should very early stage startups consider when offering sweat equity compensation to early contributors?

    Best

    Ben



    ------------------------------
    Ben Lucker
    ------------------------------



  • 23.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Ben! Oh my, so many pitfalls! Where to start.

    A big pitfall is assuming that that the company is exempt from the laws and rules that apply to equity compensation because they aren't public yet. Most laws and rules governing equity plans apply equally to public and private companies, including both the tax laws and accounting principles. 

    Another pitfall is not putting a qualified person in charge of administering the plan. This is a high-risk area-there are so many traps for the unwary and potential mistakes you could make with your equity plan. Some of these mistakes can result in penalties for employees as well as the company. Sometimes start-ups think they'll worry about compliance later, when they have more money and time, but the mistakes you make early on can sometimes be very hard to unwind later and can sometimes have consequences for employees that are impossible to fully unwind. I've seen some absolutely heartbreaking situations. Having a qualified individual oversee the plan is the best way to avoid these mistakes.

    Poor recordkeeping practices are another big mistake I see early stage companies make. Failing to issue grant documentation or have grants properly approved. Keeping track of their equity awards in a spreadsheet (or not at all) rather than using a system designed for equity with built in controls to help prevent mistakes. 

    I also sometimes encounter founders who don't want to disclose the value of the stock to employees. Employees have to be able to understand the value of their compensation. If you want to use stock to compensation employees, you really need to be prepared to disclose the value of the stock to them. Otherwise, employees are likely to treat the awards as worthless. 

    Finally, put some guidelines around your equity program. What types of awards will you grant, what are the terms and conditions, and how will you determine award sizes. Otherwise you end up making a lot of decisions that are reactionary and driven by emotion. This can result in an equity program that actually isn't very equitable for employees and can result in over-compensating early-stage employees to the detriment of later-stage employees. 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 24.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara,

    I would value your inputs in how best to address equity compensation review for our employees under these circumstances:
    - Company has gone through a bridging round which unfortunately resulted in dilution. We are planning a Series A extension to follow in Autumn. We would like to proceed with true ups & top ups for our employees in order to match their previous ownership levels post bridging round. However, when it comes to new starters we face a difficulty - as we establish option grant value based on employee's salary, a new employee gets a very large % ownership as our valuation dropped and this becomes not comparable to existing employees. I was thinking about a two step approach for new starters:

    1. Establish % ownership based on pre-bridging round valuation
    2. True up this ownership to be exact same post-bridging round valuation

    This would bring all employees under a similar level. Further to that, as company has gone through a difficult time, we were thinking to top up everyone to get their option grant value equal to their yearly salary at X valuation.

    Apologies that this is so detailed but trying to get the best outcome for employees.



    ------------------------------
    Monika Virsilaite
    ------------------------------



  • 25.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Monika! That does sound like a difficult situation and I think it illustrates some of the challenges with using a value-based approach to equity grants in an early stage company. I agree that it likely doesn't make sense for later stage employees to end up with a larger percentage of the company than the early stage employees. The approaches you suggest for addressing this seem reasonable to me. I also think it might make sense to, at least temporarily, either adjust the target grant values downwards or move away from target grant values to focusing on the ownership percentage or maybe even temporarily using a share-based approach (e.g., award the same number of shares post bridge as you did pre-bridge). These are approaches that public companies might take to their grant sizes when they experience a decline in stock price. 

    You also want to keep an eye on the aggregate percentage of stock that the company has issued or is obligated to issue to employees--that stock is dilutive to shareholders too. You want to make sure you investors are comfortable with it. 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 26.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara, 

    Thank you for your time to answer these questions. I too have a similar question to Danielle's. Is there an easy way to teach someone that is inexperienced with equity about RSUs vs RSAs? Their ins and outs?



    ------------------------------
    Rudy Manchame Martinez
    ------------------------------



  • 27.  RE: Ask an Expert on Equity Compensation

    Posted 16 days ago

    Well, I guess my first thought is... don't offer both RSAs and RSUs to employees so that you don't have to explain the difference. When you say "RSA," I'm assuming you mean restricted stock awards in which employees receive the stock for free. If so, RSAs are economically the same as RSUs and are taxed in a very similar manner. The main differences being that employees can elect to be taxed at grant for RSAs (but unless the income recognized will be nominal, this election usually doesn't make sense), employees can vote the shares in their RSAs during the vesting period,  and it's possible for payout (and taxation) of RSUs to be deferred beyond the vesting date (but this isn't common). 

    Because the statutory limit that applies to ISOs, companies that grant ISOs are often forced to grant NQSOs as well. Which leaves them no choice but to explain both types of options to employees. But this isn't the case for RSAs and RSUs. So I would suggest just granting one of these types of vehicles and then you don't have to explain the differences. 

    If you do have a valid reason for grant both RSAs and RSUs (or if you are transitioning from one vehicle to another), I would focus on the company's reasons for granting both vehicles and, just like I suggested for ISOs vs NQs, work through a simple example of both types of awards, highlighting the key differences. 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 28.  RE: Ask an Expert on Equity Compensation

    Posted 9 days ago

    Dear Barbara,

    I have read your answers in the previous thread and found your answers comprehensive and super helpful.

    On this question on RSAs, is there income tax at grant or at vesting? Is the price used for income taxes based on Par Value or Fair Market Value (if FMV, is the 409A the source for valuation of RSAs). Thank you!



    ------------------------------
    Nancy Yang
    ------------------------------



  • 29.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara, 

    Thanks for being willing to answer our questions & share your valuable knowledge. 

    From your experience/perspective, what kind of information should a private company share  or not share with existing and potential institutional investors ?

    Thanks!



    ------------------------------
    Ginika Diji
    ------------------------------



  • 30.  RE: Ask an Expert on Equity Compensation

    Posted 16 days ago

    Hi Ginika! Your question is really outside the scope of my expertise because it isn't a question about stock compensation. For this question, I'm going have to refer you back to your legal advisors.



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 31.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hi Barbara, thank you for joining us!

    I've seen an increase in some interesting choices when it comes to repricing.

    1. Companies preferring to reprice only unvested shares from an option grant.
    2. Companies wishing to reprice early exercised and still unvested shares.

    Have you seen a shift in repricing behavior recently, both in the above but also not limited to it?



    ------------------------------
    Priscilla Machado
    ------------------------------



  • 32.  RE: Ask an Expert on Equity Compensation

    Posted 16 days ago

    Hi Priscilla! To be honest, this isn't necessarily something I would have a lot of visibility into. Because private companies are subject to the same disclosure requirements as public companies, it can be harder to get a handle on trends in the private company space. I also find that there is a lot more variation in practice at private companies than at public companies. 

    I can certainly see valid reasons for both of the approaches you mention (although I am a little concerned that repricing the early exercised options could have a problematic accounting consequence, but this isn't something I've looked into before and I could be wrong about it). 



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 33.  RE: Ask an Expert on Equity Compensation

    Posted 17 days ago

    Hey Barbara! Thank you for taking the time to answer these questions!

    I
    'm a transfer agent employee that's looking forward to taking the CEP test in November. As a Certified Equity Professional yourself, do you have any general tips for a studying schedule or any other information that could be helpful?

    I
     would also appreciate any thoughts on a good strategy for time management while taking the test itself.

    Thank
     you!



    ------------------------------
    Yago Caetano
    ------------------------------



  • 34.  RE: Ask an Expert on Equity Compensation

    Posted 16 days ago

    Hi Yago! Sure, I am happy to offer some tips:

    Don't leave all the reading to the last week! It sounds like you weren't planning to do this but I feel like it is worth saying anyway. When I took the exam, I started studying for it two months ahead of time. I tried to do a small amount of reading--I think about an hour or so--each night. I suggest maybe trying to read a chapter a night. For longer chapters, you might split them into to nights. For shorter chapters, you might be able to get through two in one night. Put together a schedule and then build in some extra time. 

    Take notes or highlight your books or do something to focus your mind on the material as you are reading it. I'll be honest, some of the material is pretty dry (as one of the authors, I admit that I am partly to blame for this--I did my best ;) ). Outline any sections that you having a particularly hard time understanding. The process of creating the outline can help you figure out what you don't understand.

     Read the XYZ plans!!!! Every last page of them!!! A bunch of questions are going to cover those plans--those questions can either be really easy or really hard. It's a timed exam, you don't want to be parsing the legalese for the first time during the exam. The plans are also hands down the driest reading there is, so as you are reading the plans, create an outline of them. If you go on to levels 2 and 3, this outline will serve you for all three levels. 

    Consider a prep program. The NCEO offers a great program. The NASPP offered one in the spring and we are evaluating whether we'll be able to offer it in the fall--stay tuned. 

    When you are taking the exam and you need to find an answer, CTRL-F is your friend. But it is helpful to have completed all the readings in advance so that you know what book to start your search in. Also, you don't want to have look up every question--it will be tough to get through the exam in the allotted time. 

    Check out my colleague Jason Mann's YouTube video on strategies for success with the exam: https://youtu.be/MlnIoKl7tRg?si=43XaoPpySz7TMQJN

    Good luck!



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------



  • 35.  RE: Ask an Expert on Equity Compensation

    Posted 16 days ago

    Thanks everyone for participating in my Ask the Expert session! Those were some great questions and I hope my responses were helpful. 

    If you are looking for more information on equity compensation in private companies, subscribe to our newsletter The Cap (like cap table--get it? we are too clever for our own good). It's free! You can subscribe at https://info.naspp.com/private-company-signup

    We also will feature a whole track of sessions on private company topics at our conference this year in San Francisco. I'd love to see you there!  Learn more at https://conference.naspp.com/. We will announce the full program tomorrow.



    ------------------------------
    Barbara Baksa
    Executive Director
    NASPP
    bbaksa@naspp.com
    ------------------------------