David Chun is the founder and CEO of Equilar, one of the most trusted names in the corporate governance community. He has been recognized as one of the most 100 influential players in corporate governance by the National Association of Corporate Directors (NACD). In this episode we discuss how the Thanks for listening! We love our listeners! Drop us a line or give us guest suggestions here. Links Equilar website: https://www.equilar.com/ Equilar Diversity N...
David Chun is the founder and CEO of Equilar, one of the most trusted names in the corporate governance community. He has been recognized as one of the most 100 influential players in corporate governance by the National Association of Corporate Directors (NACD). In this episode we discuss how the
Thanks for listening!
We love our listeners! Drop us a line or give us guest suggestions here.
Links
Equilar website: https://www.equilar.com/
Equilar Diversity Network: https://www.equilar.com/diversity
As Corporate Boards Pursue Diversity, Director Training Programs Spring Up:
https://www.wsj.com/articles/as-corporate-boards-pursue-diversity-director-training-programs-spring-up-11640946604
Quotes
Founding of Equilar
worked in investment banking for DLJ (Donaldson, Lufkin & Jenrette), and that was really the transformative experience for me to really learn about data, what's out there. I spent a lot of time going through SEC filings and recognized that, "Hey, there's an opportunity to potentially build the business around this data.
In '97, my wife and I moved out to California to help open up the DLJ Menlo Park office right in the heart of Silicon Valley, and when you're out here, especially in the late nineties, everybody wanted to start a company and so I said, "Hey, it's not going to get any easier for me. Let's go ahead and let's give it a shot."
It looks a lot easier from the outside, but kind of once you get in you'll realize, "Wow, it is hard." That's the reason 90-plus percent of businesses never make it beyond a couple of years.
I just happened to be at the right place at the right time with the executive compensation data that is essentially the foundation of our business.
Raza
David, Joe and I have often talked on this podcast that the old excuse of "we can't find enough qualified" candidates is no longer really available, and I think what you're doing is the last mile step in bringing that to fruition!
David
It's big data opportunity where there are, like I said, 1.2 million candidates. Having a lot of data is not the answer. The key is getting to the right data as quickly as possible, and so literally when somebody says, "I can't find candidates," I say, "Hey, do you have 10 seconds?"
You can get binders of information about women, but if you're not able to figure it out how you may be potentially connected to that individual, those binders and those lists are not that valuable because what people are looking for is not only to show me candidates, but is there some level of connectivity to them?
Rate of increase in women directors of public companies
The rate of change is pretty much at parity now, so its one-to-one so as new board seats are being refilled, roughly a 50/50 balance, and we should reach parity by around 2030.
Big Ideas/Thoughts
We mine the compensation that's disclosed in annual proxy filings. We also have our proprietary survey where we collect data compensation, that data that companies provide as part of a broader survey, and we've got close to a thousand companies that use our data for various benchmarking purposes.
You'll see us often cited in The New York Times, the Wall Street Journal, CNBC and others, where they're looking for pay statistics
We have over just across 1.2 million profiles in our dataset of anyone who's been an executive or board member of a public company, private company non-profits and others, and so we are excited about how that's become, also a way to better serve our clients. As we all know work diversity is a very hot topic right now on the agenda of every board, public, private, nonprofit, and others.
Within our BoardEdge product, we built up the Equilar Diversity Network where we partnered with over 50 different organizations to help match the demand and the supply for diverse talent,
We also allow people to claim their profiles, so people have gone in, they've enriched and particularly added important metrics like their ethnicity or their sexual orientation and disability, veteran status, because what we want in a company, we want to make it much easier for our corporate clients and search firms and others who use our database to find these candidates.
Partnership with NASDAQ
That's when we found out that this was happening, and what we feel really great about is that since NASDAQ was using our products and they had this big vision of what the big broader ESG vision and my guess, and I don't know this for sure, but behind the scenes over at NASDAQ, when they were putting this together saying, "Hey, if we're going to go out this and ask NASDAQ-listed companies to set a new standard, how do we help them?" And I think that's honestly maybe where Joan said, "Hey, we've been using Equilar. It's a great database. Let's work out some type of partnership with them."
So, yeah, we're honored to be part of that, to be working with them with all of their listed companies, and NASDAQ being technology is very focused on ESG. It blends in well with both what we're doing. They're able to offer to their companies, "Here's a resource. If you don't have the requisite diversity or you want more diversity, here's a place you can go to get it."
We talked about earlier was one of the things that really strikes me is that one of the great strengths is that you can enhance the database of virtually any other company, so they don't see you as a competitor to them. executive search, private equity well, of course they have their own database any relationship-based business where relationships play a critical part of one's offering.
we have our network center, and so that's where our clients are maintaining their pipeline of candidates. So ,every quarter, when a nom/gov committee meets, they can export that and they can be assured that everything has been updated
Without question, the tragic events that have happened, let me show you the dates. It was summer 2020 with George Floyd and the whole Black Lives Matter movement, and that was a wake-up call for corporate America and just recognizing, "Hey, have we done enough? What are the things that we could do differently?" the rate of change has probably doubled so that's a pretty substantial increase over a year.
A lot of boards really took that to heart and there's been a big push to bring. African-American and Black individuals into the boardroom, so that's tremendous progress there. I also would add to that, about four or five years ago, we launched the gender diversity index, and so we're looking at the rate of women on boards. When we looked at this, when we first calculated, I think it was like fall of '16, beginning of '17, I don't know if I'm getting the dates right, roughly 25% of the Russell 3000, so over 750 companies did not have any women on their board
Wow.
And it wasn't that long ago.
They shared it with me, I said, "This can't be right. We can't publish this. I’ve got to see the data," and so they shared the file with me, and I started going through them. I didn't go through all 750, but I went through about 20 to 30 of them, and I'm like, "Oh, my God, this is right. This is really the state of play.
this stunning statistic that over a million men joined the labor force last month that are taking a job or looking for one compared to only 39,000 women. What explains it then? How does that fit into the diversity push in general?
Yeah. To be able to fill those board seats, you're going to need to have a pipeline of women executives that are going to be quote unquote "board ready." And if you're not having as many women coming back into the workforce, that pipeline is just going to get thinner and thinner.
