Jeremy Goldstein is the founder and partner of Jeremy L. Goldstein and Associates LLC. This law firm focuses on advising management teams, chief executive officers, committees of compensation and corporations on matters concerning corporate governance and executive compensation specifically on issues that arise from sensitive situations and transformative corporate. Read more: Jeremy Goldstein | Chambers and Partners
Before establishing this law firm, Jeremy served as a partner at the law Lipton, Rosen, Wachtell and Katz. He has participated in various significant transactions over the past ten years which include the attainment of Goodrich by Duke Energy, United Technologies, Sanofi-Aventis, The Dow Chemical Company, Verizon Wireless and other more.
Jeremy is also the chairman of Acquisition and Mergers subcommittee. It is a subcommittee of the American Bar Association Business part, Executive Compensation Committee. By his frequent writing and speaking about executive compensation and corporate governance, Jeremy has been included in the list of the leading lawyers of executive compensation in Chambers USA Guide.
He is also a member of a board that advises the NYU Law and Business Journal, member of Fountain House board of directors, a board that is focused in to help ladies who have a mental disease and to see that men recover. They achieve that through their charity auctions. Learn more about Jeremy Goldstein: https://patch.com/new-york/new-york-city/jeremy-goldstein-hosts-wine-dinner-supporting-fountain-house and http://www.bizjournals.com/newyork/potmsearch/detail/submission/6423046
Recently, Jeremy Goldstein elaborated how knockout options can be of assistance to employers. But before he explained it, he gave three critical issues that often influence companies to restrict those benefits. Firstly, the value of the stock falls substantially making it hard for employees to practice their options.
Secondly, he said that many employees are worried about the compensation ways. They know that when the economy drops down their possibilities are considered worthless. Thirdly, options always lead to heavy accounting loads. Significant cost may hinder the financial benefits of those derivatives. Also, members of the staff do not take into consideration this advantage as worthy as the high salaries an employer can pay if it got done away.