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ARTICLE · 16 MAY 2007

Making Management Retention Plans Work

Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, P.C.
Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, P.C.
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Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, P.C.

Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, P.C.

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As a director, you may wish to recruit new management in the later stages of a portfolio company. However, the company’s capital structure might make the opportunity less than enticing for new management. Perhaps significant preferred stock and/or debt is outstanding, making the likely purchase price proceeds available to new management under traditional stock options less than appealing. Of course, your goal is to build stockholder value.

United StatesCorporate/Commercial Law
Mintz Levin'S Business And Finance Section
Mintz Levin'S Business And Finance Section
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As a director, you may wish to recruit new management in the later stages of a portfolio company. However, the company’s capital structure might make the opportunity less than enticing for new management. Perhaps significant preferred stock and/or debt is outstanding, making the likely purchase price proceeds available to new management under traditional stock options less than appealing. Of course, your goal is to build stockholder value.

A management retention plan ("MRP") may be an ideal tool to provide newer management with a meaningful incentive. An MRP allows participants to receive a bonus when the company is sold. The bonus amount varies, and usually is paid as a percentage of the excess of the purchase price over the current company valuation. These payments typically continue until a specified dollar limit is reached. At that point, options or other equity incentives provided to new management take over.

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