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Episode Summary:
This episode highlights how in-house legal and HR leaders can work together to align compensation strategies with business objectives, manage compliance, and adapt to an evolving regulatory landscape. David Hall speaks with Mark Beatty, SVP of Global Total Rewards at Paramount, about his career shift from law to HR, the changing landscape of executive compensation, and the role of mentorship in professional growth. The conversation also explores how legal and HR collaboration can shape effective total rewards programs that support performance and retention.
Transcript:
David Hall
Hello and welcome to In-House Counsel and HR Perspectives. I’m your host, David Hall, Chief Administrative Officer at Hall Benefits Law. This podcast is dedicated to exploring how in-house legal and corporate leaders work together to drive compliance, innovation, and business success. Before we begin, I’d like to thank our sponsor, Hall Benefits Law, where we help businesses maximize the value of their employee benefit plans while minimizing legal risk. We’re proud to support these important conversations. Today, I am honored to welcome Mark Beatty, Senior Vice President of Global Total Rewards at Paramount. Yes, that Paramount. Mark brings over 15 years of experience designing and scaling compensation benefits and executive pay programs for global organizations. His expertise spans executive compensation, global benefits strategy, &A integration, and regulatory. At Paramount, he leads total rewards initiatives that are aligned with business goals and built to support a modern and inclusive workforce. We’ll be getting to know Mark a bit and discussing how organizations can design strategic total rewards programs that drive performance, attract and retain top talent, and stay ahead of a shifting regulatory landscape. Mark, thank you for being with us today.
Mark Beatty
Thanks David, thanks for having me.
David Hall
You are very welcome. Mark, you and I shared a meal together in Texas a few months ago. I believe it was Texas where we were both enjoying some meetings. And I really enjoyed talking about how you travel back and forth from New York to Georgia, which is my hometown. And it’s really a fascinating role that you play at Paramount. And the way that you perform your role there is unique as well.
Mark Beatty
Yeah.
David Hall
Tell our audience a little bit about your professional journey. What led you to your current role at Paramount?
Mark Beatty
So I started off as an attorney. I was a tax attorney, got my JD and then an LLM in tax from the University of Florida. I started off in a, like most people do, large law firm. And I would actually focus more on benefits compliance. And then that’s when Enron and Worldcom and all of that kind of struck. And it was tough for the economy, was tough for law firms.
For whatever reason, it started kind of a shift in terms of my work towards more exit, out of the benefits, gust and ebbs and trough amendments and just compliance with the retirement plans and cafeteria plans. It really started to move towards more corporate governance and executive comp. And then I just kind of really, really enjoyed that. And so that became, it just kind of snowballed and got to where that became the bulk of what I was doing.
And that eventually led me across the country back to New York, where I was at Sherman and Sterling. And then, you know, I always kind of liked the idea of going in-house and having one client to represent and really, really understanding it and being able to influence policy and things like that. And that kind of always appealed to me. And so I went in-house to CBS Corporation and I was the exec comp council there.
And I was in that role for five years and just basically did everything that you would think an exec comp council would do. And then I really worked closely with the head of total awards, different title, but essentially that was the job at CBS Corporation at that time. And really enjoyed the interaction, really enjoyed the partnership. And when an opportunity came to move, to jump to HR, said, I really want to do that.
And so I kind of, you know, when an opening came up, I threw my hat in the ring to do that. you know, I started doing that and did that for a number of years. And over time, I just kind of drew upon that experience I had as the benefits lawyer and compliance person to provide oversight of various benefits projects until eventually I got the big job as the head of total rewards at the CBS Viacom merger, which is now a pyramid, long and winding road, kind of always around those edges anyway.
David Hall
Well that’s that’s a great segue to my next question, Mark, which is, were there any pivotal career moments? And it sounds like there may have been some there at CBS or mentors even that had a lasting impact on not only your philosophy around how you do compensation, for example, but on your leadership style or other aspects of what you do in your.
Mark Beatty
Absolutely. I’ve always thought that there’s a metaphor I always tell people when they leave the role, which is you kind of always, you pack up all the great stuff you’ve learned, you put that in one suitcase and you pack up the other things that you said, I wish I could have that back. You put that in the other suitcase. And the great thing is you get to leave that bad suitcase in your own office and you only take the good stuff with you. And so I think you learn amazing things.
And critically, the learning and the development really comes from learning what not to do again. As opposed to really what, you have way more failures than successes, particularly earlier in your career. And so if you can really learn from those and internalize them and just create like a 2.0, a 3.0, a better version of yourself every step you move, I think that’s the key to always having that, you know, that criticality of yourself and what do you need to be a better lawyer, a better executive, a better what have you. And I’ve always tried to follow that. And so yeah, there was, I’d say every one of these moves in my career, there was something I took away from it. Certainly, minors along the way. Can I mention them by name or? Okay. So I worked with, you know, I worked with a great guy in one stop in Jacksonville, Florida, my first big job. A guy named Dom Bezetti, he’s a partner in New York. Great guy and the thing I really learned from him was like one, he’s just an insatiable work ethic. And he had this great piece of advice which is kind like everything that leaves your office has your professional brand on it, your reputation.
And so if you really think about that and how you build that brand, that’s really critical because that’s how you build trust with clients. With other attorneys, with business executives, what have you. And I thought, man, that’s a great piece of advice. And then I worked in Seattle, and I worked for a partner there by the name of Melanie Curtis, and she was great. And what I really appreciated, and the lesson I really took from her is you can’t not let people fail.
And she kind of threw me in there into the fire a little bit with a client. And candidly, I didn’t do as great of a job as I probably should have. And I learned a lot from that about how to communicate better and how to be more proactive instead of reactive with client communications and things like that. so I’ll never be able to repay her like, man, I really appreciated the fact that she let me learn and, you know, be willing to, let me have that experience because I gained so much from it.
And then in New York at CBS I worked with who was the head of Total Rewards. Again, a different title, but his name was Steve Moranti. And I just really learned a lot from Steve. Just really tried to sponge a lot from him on how he approaches situations, how he deals with executives, how he deals with the board, how he deals with…how he builds a team and inspires a team. And I just really took a lot of that to heart. And my leadership style is a little different, but again, I’m trying to take the best parts from every person I’ve worked with that was meaningful in my life. And I try to use that going forward. So I had some great mentors along the way, for sure.
David Hall
I love that and I especially like what you said about looking at your career or even as your person, as a different version than what you were in the past, right? And we frequently talk about HBL in very similar manner. This is HBL 3.0 or 4.0. We’re very different organization with similar goals to what we had in 2013, right? But we’re doing things differently and hopefully better and focusing on getting better every day. And so that analogy of a computer software, right? And it’s still there to hopefully achieve the same purpose for the end user, but in such a way that’s better than it was before. I really like that analogy, Mark. I’m glad you shared that. Let me ask you a little bit about your individual role at Paramount. As the SVP of global total rewards, what are your primary responsibilities? How do…those that you work with, what do they see you doing on a day-to-day basis and how do you look at your role
Mark Beatty
So would say the, I think the easiest way to describe it is I basically have, when I tell people that aren’t total rewards or HR professionals, I’m head of total rewards, I have no idea what that means. So what I basically describe is it’s everything in your paycheck that’s not, that is not your base salary. Well, even that, it’s basically all the take out, all the payroll taxes, all the other deductions.
My department oversees that. Payroll processes it, but we’re the programs that all those deductions are for. That’s kind of what I do. That’s kind of what I tell people outside. What it really means to the HR community is it’s, I have oversight over pay, benefits, stock plan, compensation.
And in benefits pay is obviously executive comp. It’s short-term incentives. It’s you know, it’s it’s cash incentives So there’s cash compensation There’s benefits which is everything from wellness the smallest wellness benefit to something that’s kind of a core benefit like a medical It also includes stock plan for executives that are eligible for the equity program. That’s the stock plan administration And then there’s some other odd aspects that paramount that are kind of unique to pair
paramount in its structure, is I also have oversight of this almost like a finance team, some accountants that basically do all of the accounting expense calculations for both our pension, our OPEB, and our stock plan and how that hits the financials. So it’s kind of a unique one that is…basically part of an inherited structure that I got when I got the top job at Paramount.
David Hall
So Mark, I don’t think I prepped you for this particular question, but to give the listeners of the podcast some idea of how many people you’re actually responsible for relative to total rewards. Tell us a little bit about Paramount as an organization. How many employees are you looking after, if you will, as the head of total rewards?
Mark Beatty
So it’s a little tricky. We’re in a unique industry where we have a lot of employees that are employees in the traditional sense and then we have some project-based employees and then we have employees that are work on like Paramount Productions but are payrolled on a third-party payroll company. And most of those receive benefits from that third-party payroll company. So for the most part I would say it’s probably about 16 %, 15 to 20,000 and just kind of fluctuates. It’s about the size of the employee population where there’s traditional pay and benefits for which I provide the oversight.
David Hall
And in an organization of that size, obviously total rewards is just one group. I’m interested if you could share, because part of the purpose of this podcast is to help other professionals who may be in a role like yours or aspire to be in a role like yours, understand what it means to collaborate with others in different roles. So often when we work with plan sponsors, we form the bridge between HR and legal, or we form the bridge between finance and legal or finance and HR, because each of those has an important function and what we do impacts those at those different departments in certain ways, right? So could you just tell me a little bit about what collaboration looks like across legal, HR, and other executive leadership teams within your organization?
Mark Beatty
For sure. Well, let’s first start with finance because obviously total rewards is a cost, particularly on the convenitory side, right? For base pay, you have base pay and then you have the annual raise process or the annual merit increase process. That has to be budgeted because it’s a fairly large number at most companies. And if you add three to 4 % for an annual raise on there, gets even, it gets larger every year and it builds and it cascades. So there’s a budgetary process that we go through.
And there’s the forecasting process where throughout the year we’re forecasting how we’re doing on our short-term bonus plan, our annual cash plan. How are we doing? Because you you have to raise your accrual up or down based on how you’re… So there’s a non-stop collaboration with finance because ultimately these are fairly expensive programs and that have to be accounted for and budgeted for and accrued for so that there is no surprises, you know, at earnings time.
That’s the finance side. On the legal side, know, legally compliant programs are for me, those are table stakes. Now, I think that’s the case for all HR professionals, but certainly those that have come from a risk side legal background, you know, that’s something that has to be there. So we’re nonstop collaborating with the lawyers at Paramount that kind of, where my team is their client.
It’s really, it’s everything from reviewing our vendor contracts, letting us know where we have opportunities to improve on things like indemnification, termination for convenience. It’s all of those key provisions that go into those. What are our opportunities to improve? It’s everything from making sure that we’re compliant with new regulatory and getting regular.
updates from them on regulatory happenings and new legislation or potential legislation and how, what are some tactics that we could use in order to comply or to be ready to comply and what kind of costs that we need to look at, those kinds of things. So we’re constantly having those conversations. And then on the HR side, a big piece of total rewards, whether you call, some people think it’s a three-legged stool, some people think it’s a four-legged stool go more towards the four-legged stool. I think there’s like the health and then I think there’s the wealth and then I think there’s more like the wellness, right? And then I think the fourth piece, the fourth leg of the stool is really that growth and that career growth and career development and career learning piece. And that is owned by another, you know, group inside of our HR department, which is our organizational development department. And so we partner with them on
Particularly on employee communications, the performance management process and how that ties into the annual merit increases, the cash bonus plans that are all performance-based pay. So we tie that in to the performance management and of course that’s really that performance management process is run by the organizational development team. We also work very closely obviously with the TA team, the talent acquisition team, because we have to make sure that our new hire packages are compelling.
But also that when people come in, they really understand our benefits and the power of our benefits package. Because we believe that our benefits package is really differentiated. We have a really robust benefits package. It’s our philosophy. And we believe it’s a powerful benefits package. It’s a compelling benefits package. And it’s a very retentive benefits package. And we want to make sure that’s communicated and utilized.
and understood by incoming new hires. So we work very closely with that team as well. So hopefully that’s not too long-winded, but it’s a lot of collaboration that works in order for the team to really produce the right result, which is having a really engaged, highly motivated, and retained workforce.
David Hall
That’s not long not too long-winded at all and as a matter of fact that it makes me think of something our founding partner said many years ago which is that these benefits programs that organizations put in place that when they’re compliant and well-designed they can be they can be the foundation for a business’s growth and future success and so it sounds like Paramount puts a lot of stock in that the fact that you have an organizational development team
in place, it sounds like to me, and I’ve never worked at or for Paramount, but it sounds like Paramount has a fairly defined culture and mission. And I’d like to ask you, Mark, to whatever extent you’re comfortable answering, how does Paramount’s culture and mission influence the way you approach your strategy, total reward strategy?
Mark Beatty
Yeah, sure. And our marketing people may not have this exactly right, but you know, the Paramount mission, if you go to like the Paramount website, it’s like we create content for everyone. You know, we have everything from like more edgy kind of coastal shows like you would have on Showtime, like a Dexter or something. But then we also have like Yellowstone. We have content for everybody. We have Jersey Shore. We have SpongeBob. We have content for everyone. And so the way I always think about it is it’s, it’s, it’s, it’s, it’s everyone’s invited. Everyone can participate. And for me, and so we’re in, we’re entertaining everybody. It’s mass entertainment. And to me, the way I think about that is our benefits and our programs have to also engage and motivate and retain all employees. So it’s that inclusiveness. It has to be something that works for everyone. And I view benefits as kind of like the table stakes. You cannot do your job if you’re constantly worried about health coverage, know, things like that. And so to me, that is really critical. And so we always differentiate on the wellness concept, which is, and that’s kind of our strategy. We differentiate on wellness, have market-leading, you know, benefit plans. And that’s everything from wellness to our medical plans to all various plugins, well, I call them plugins, but it’s basically programs that we have through third-party partnerships that work with our medical plan or work with our special programs or different wellness initiatives, you know, unlock cancer screenings, you name it. We’re there. If there’s a need, we need it. And so that’s really part of our strategy and that is what really differentiates us. And so I think that’s kind of where I would put that.
David Hall
No, that’s great. And you did a nice job of tying together the paramount mission with, okay, now what does that mean when I’m sitting in this seat doing my job, right? Related, and we don’t have to go into as much detail on this, but relative to your role, can you tell me a little bit about how you balance these different aspects of your job? So things like legal compliance, competitive positioning, making sure that the benefits you’re offering are attractive and retentive. and then employee experience. Do you rank those somehow? Do you have a number one that you really lean into and the others serve it? Or is it some different philosophy that I’m not picking up on?
Mark Beatty
Well, for me, the legal compliance is kind of the table stakes. That has to be, you can’t have programs that are not compliant. So that for me is like what I would call bedrock foundation. Right? On top of that, you know, it’s a, it’s a, it’s it’s a pull on the tug. Right? So, and they kind of serve two purposes. For me, the competitiveness is about reaching future employees and retaining current employees. If your benefit programs are not competitive, you’re going to have difficulty hiring the best employees and you’re going to have difficulty keeping your best employees. In terms of how we manage that, well, you know, there’s a various bit-marking studies and things that you look at. You know, we all belong to various trade organizations where you have access to
What is market for this particular benefit? And so you get a sense of like, and then obviously you look at your pair companies, what is so and so doing, what are they doing? And so you’re constantly evolving and checking in and making sure that you’re providing competitive programs. The other piece is the employee experience. That is critical because that lands to utilization. If your employees don’t know what your benefits are or how to access them or how to utilize them you’re gonna see low utilization rates, which means you’re basically just burning money. Because programs cost money, and if people don’t use it, one, most of the programs are things that are helpful. I mean, they improve health. And I’m not the right person to speak about it, and I think everybody knows that sick employees are not as productive, and less productive workforce means a company makes less money. That’s kind of basic.
So if you don’t utilize the benefits, you tend to have a sicker workforce, you have a less productive workforce. It’s also a waste of money because as an employer, you’re pouring money into these programs. You want them to be utilized. You want the healthiest, happiest, most engaged workforce possible. But we do a lot in the experience range. We do health fairs. And for certain offices, we do virtual health cares. We actually have like a…like a 3D system where you can go in and go to a virtual health fair and click on a door and it opens up and you kind of walk in their room. And so we do a lot of things to make sure that we’re engaging our employees and making sure that they understand their benefits, both what they are and how to access them.
David Hall
Wow, I have about five follow-up questions. We don’t have time to go into any of them, unfortunately, but I love what you said about reaching those future employees and keeping the good ones you’ve got, right? I think that that’s a really nice way to think about if you’re being successful in your role, then you’re seeing that happen. One of the questions I had already prepared has to do with Paramount’s workforce. Obviously, you’ve got a lot of creative people at Paramount, and then you’ve got your more corporate workforce.
Do you have to consider those dynamics specifically when you design global total rewards programs for this workforce? Or do you think of it more as rising tide lifts all boats? Are you customizing things for certain groups? Tell me a little bit about your approach in an organization like Paramount where you’ve got a very clear creative focus and a very clear corporate focus.
Mark Beatty
Yeah, that’s a great question. it’s honestly, it’s a question I think about often. And I think about it every year when I think about what our strategy and kind of what is our big playbook for this upcoming year, upcoming year. I think about that because, you know, we pivoted to streaming pretty hard early on in the, you know, this decade, 2020, 2021. And so, you are you a media company with a streaming arm? or you’re a streaming company with a legacy meeting arm? Because the answers are two very different things, right? And when I say streaming, I really mean like the tech. Are you a tech company with media or are you a media company with some tech? And so that’s constantly something that you’re evaluating because various industries that are less diverse, various companies that more clearly in one bucket or the other have very different pay mixes.
And the way I think about it is more pain mix. think benefits for the most part are fairly kind of one size fits all. You know, you can play around the edges, but for the most part, benefits are benefits. You’re not going to say, these employees get this kind of a medical plan, but these don’t. People get sick. They need coverage, right? So benefits tend to be there. You obviously can offer some like perky, like fringe type benefits maybe that, for example, you know, in the tech space you have more like a workplace type fringes. Could you do something like that? Sure. But that’s kind of, that’s what I mean more around the edges. At, you know, at its core though, benefits are basically the same. The real opportunity, the thing that I think about a lot is pay mix. Because, you know, you, you, compensation professionals will say, you know, in tech they have high equity as a percentage of their total pay. If you think about total target direct compensation, which is based bonus and equity, equity is a much larger percentage than it is in traditional creative media, where it’s a smaller percentage. And so there’s always that pull and tug. yeah, to the extent you, if we do anything that’s somewhat customized, it tends to be more in the equity range, because that’s really in the pay mix, because that’s where you really have to be competitive.
You cannot, if you’re competing against tech companies, you’re gonna have to provide an offer that is compelling to someone who’s being recruited by tech companies. And tech people aren’t paid the way accountants are paid. They’re just not. So do you radically change everything? No, you don’t. But do you make some finer tweaks so that you’re more competitive? Absolutely. And to me, that’s just more, it’s not really having a different strategy. It’s just being very flexible as needed so that you can recruit and retain the talent that you need in order to succeed.
David Hall
Wow, what a thorough answer. Thank you, Mark. Two more questions before we wrap things up today. I’m interested as a former benefits attorney, Mark, your approach to things like vendor renewals, RFPs, specifically in the context, I’ll use an example of what we’re doing for plan sponsors, right? When we negotiate a TPA contract or we negotiate a PBM contract on behalf of a plan sponsor, we have a certain approach, right?
Mark Beatty
Sure.
David Hall
When you approach vendor renewals, what is your approach and how has your experience as a benefits attorney impacted? I think number one, your ability to be effective in doing so and just number two, your overall approach.
Mark Beatty
Yeah, I think the drawing upon my experience as a benefits attorney, you know, I just know that like there’s a lot of flexibility. I’ve over time, I’ve seen that vendors are flexible when they need to be flexible and they tend to be more inflexible or not flexible when they don’t have to be. So there’s a leverage component there. And so I always kind keep that in mind, like if they really want the business, they’ll figure out a way to get it done, particularly on a non-economic term. So for me, those are highly negotiable. I always draw upon that and I always keep that in the back of my head. But I guess before I, when I really think about vendor relationships and the renewals and, you know, if I want to re-up or if I don’t, if I want to go to full RFP, if I don’t want to do that,
First thing I always come to is the relationship. How good of a partner have they been? And I try to be fair. And the first thing I do is I go and I gather the people on my team that are the day-to-day subject matter experts. If it’s a retirement vendor, I get my head of retirement. If it’s a benefits vendor, I get my head of benefits. And we just have a real straight shooter conversation. How are they as a partner? How do they, do they show up? Do they come to bat?
Do they bring the big stick when we need them? Like, can you rely on them? What kind of service are they getting? What are the call center? How are the staffs? All of that. And I really try to get a feel for how they’re doing. Because as we all know, the grass isn’t always greener. So I really want to understand how that vendor’s doing. And then I have that. And then that gives me a sense of how much, you know,
That helps me influence the economics. There’s always, you know, as a fiduciary for various plans, there’s always this mindset of you trying to do what’s in the best interest for the plan participants and beneficiaries. And if there’s an opportunity to lower cost based on what other similarly situated employers are paying this vendor, then I want to reap those savings as well. And so we always engage third-party consultants who have a knowledge of not only the market but what current deals that have been done. So we have that market intelligence about what is our goal going into it for what is our, what are we looking to say of going into this based on what we think we should be able to get from the market. And then we balance that with the vendor relationship to make sure we land at a place that gets us the savings and creates a fair result so that we keep having that vendor in a good position in providing good service to us and not looking to leave us as well because that’s the other thing. Vendors can choose to leave clients as well as clients choose to leave vendors and that’s an important consideration. So that’s kind of my approach and then where I really, my goal is I tend to look at the non-economic terms, right? And I watch those closely. Most people work on the economics and they don’t care about the non-economic terms.
I hone in on the non-economic terms and I’m laser focused on those because that is something that you can really undermine a really good deal if you have, you know, poor terms, like really low indemnifications, not a lot of coverage for like data issues or privacy leaks. You you want to really have those good non-economic terms to really solidify the deal because I think you could really be doing your plan participants and beneficiaries a disservice if you’re not loser focused on the non-economic.
So that’s kind of my approach. Sorry, it’s a little around the edges there, but I think it’s always important to your relationship first and really say how you feel. And then you go into it and you kind of say, okay, now putting that aside, if I had amnesia, how would I approach this deal?
David Hall
Well, you may have noticed me madly scribbling. Your answer was not only interesting, but instructive and helpful for someone who serves as a third party vendor to many different plan sponsors. So I appreciate your taking time to flesh that out for us. And that is one of the purposes of this podcast is to help, again, let’s build bridges across the plan sponsor landscape. just to wrap things up today, Mark, this has been a very, again, instructive and interesting conversation with you.
And I think the listeners hear what I hear, which is a real enthusiasm for what you do. I was going to ask you, how do you stay motivated? But I think I’ll ask that a little bit different way. What motivates you and inspires you in a field that is constantly evolving with these legal, financial, and cultural pressures, some of which we’ve talked about today? What motivates and inspires you, in your role as SVP of Total Rewards?
Mark Beatty
Probably the, I’ll go back to a personal anecdote. My father was fairly mistreated towards kind of the end of his career when he was exited from a company. And it always kind of stuck with me. So the thing that motivates me more than anything else is I just want to make sure that the benefits that we’re providing are taken care of people and their families and are allowing them the opportunity. You can’t guarantee a result, but the opportunity for them to put money away for retirement for that rainy day, and then making sure that we handle people with grace. And to the extent people retire or they leave or they’re exited, however, making sure that we’re handling them with white gloves as much as we can. And so that’s a real focus for me and my team is really kind of looking after.
We take great pride in just kind of being stewards of our plans and our benefit programs for our current employees and our former employees. And so that’s something that is always motivating to me is like, how would I want to be treated if I was no longer at this company? Who would I want? How would I want my benefits looked after? So that’s always personally motivating to me and then in general, like everybody else, I’m obsessed with everything that’s going on and the opportunities to leverage generative AI to kind of take out repetitive tasks. And I’m really looking at it with a focus on how can we communicate even more about our programs, just really be out there with really just using generative AI to create content that we can put out on our employee pages to make our programs even more known and just really drive utilization using a tool like generative AI to really drive utilization which will improve health results and improve productivity. So that’s one of the things I’m really jazzed about right now is learning everything I can about how to do that, how to scale it, and how to make it where it’s something that my department can use so that we can really start pushing that. I know that there’s gonna be amazing things that can be done down the line, but everybody’s gotta start somewhere. so that’s what.
David Hall
Well, I personally think that’s awesome. Just my personal perspective, getting to know you a little bit, both when we shared that meal together a couple of months ago, as well as in our conversation today. Paramount is a very large organization, right? But I think people unfortunately forget that large organizations are just that. They’re organized groups of people, right? At the end of the day, when you lose focus on the people, you can lose your inspiration. So hearing that you are inspired and motivated, by a desire to ensure that certain things either don’t happen that maybe happened in your own family or that can influence a family in a positive way or even this idea that you can lean into technology that will then allow you to do something even better. To me is just a reminder that there are individuals at the top levels of large organizations who are trying to do the right thing. And again, from my perspective, Mark, I’m going to be quiet here in a minute and we’re going to take off and thank you for your time. But it’s been a fascinating and an informative discussion. I do thank you for sharing your experience and expertise in leading global total rewards at Paramount. Your insights in executive compensation, regulatory alignment, strategic workforce planning, these are invaluable to our audience and that’s why we do this podcast. So as we exit today, I’d also like to thank our sponsor Hall Benefits Law, where we’re dedicated to helping businesses maximize the value of employee benefit plans while minimizing legal risks. Mark, thank you for being here today. Please be sure to join us next time listeners for another in-depth conversation with a leader shaping the future of HR and compliance. So our listeners keep leading with purpose and aligning your strategy with your people. Thanks for tuning in to In-House Counsel and HR Perspectives. We’ll see you next time.
Mark Beatty
Thanks, David.
David Hall
Thank you, Mark.
Hall Benefits Law, LLC
