
As companies scramble to pull together their year-end financial statements, emerging-growth companies often leave equity compensation reporting to the very last minute. But to report their numbers to investors and auditors, any company that has an employee stock option plan and reports in accordance with GAAP needs to determine how much compensation is related to options granted to employees in the current year and how much to amortize for previous grants.
CFOs and Controllers working on their compensation expense numbers have either already implemented a system for stock plan administration and reporting – or they’re still using old-fashioned spreadsheets. In either case, at this time of year, our support team at Corporate Focus gets a barrage of questions about certain common areas of stock option expensing under ASC Topic 718 (previously FAS 123R). Our customers – and those not yet using a system – are trying to figure out the variables that go into the Black-Scholes valuation equation and how to properly amortize equity compensation expense over the service or vesting period.
While a system or spreadsheets may be able to handle the heavy lifting, anyone doing stock option expensing needs to have some understanding of what they’re doing (even if it may be a lower priority than cash related items for fast growing, venture-backed companies). If that’s you, you’re in luck. When our customers and friends need a quick primer on stock option expensing, we refer them to a three-part series from our blog that explains the task in clear, concise steps. If you’re looking to get a better handle on this tricky topic, check out these posts:
Part 1: Valuation and Black-Scholes Variables. Explained.
The first part explains the six variables used by the Black-Scholes formula to determine the grant-date fair value for a stock option award.
Part 2: Expensing Stock Options. Demystified.
The second part explains the eight terms you need to know in order to properly amortize the fair market value over the service period, including the true-up related to option vesting and forfeitures.
Part 3: FAS 123R Reporting Disclosures. Clarified.
The third part explains the two disclosures related to the valuation summary and the nine disclosures related to option activity during the period, as required by ASC Topic 718-10-50 (previously para. A240 under FAS 123R).
Spend a few minutes reading each of these blog articles, and you’ll come away with a solid understanding of the basics of stock option expensing, including how the option value is determined, how it’s amortized each year, and the requisite disclosures. It will be a great investment of your time prior to moving ahead with your equity reporting.
Stock option expensing is highly complex and requires adjustments every reporting period. So if you don’t know it yet, it’s worth taking the time to learn. At a minimum, these articles will give you enough information to ask the right questions of your accountant or auditor. And you just may finally understand what’s going on in your stock plan administration and reporting system (or spreadsheet).
If you can recommend a great resource for stock option expensing that applies to privately-held companies, let us know and we’ll be happy to share it with others.

As we begin the countdown to the end of 2011, our 2011 to-do lists are getting smaller and smaller, hopefully. As these lists get smaller, we look to organize our work for the early part of 2012. The first 2012 to-do item for a stock plan administrator who manages a company that grants ISOs should be to generate the paperwork needed by Section 6039 of the Internal Revenue Code.
Recently, the National Center for Employee Ownership, the NCEO, ran a survey of 201 private companies to research their equity granting processes. Even though there is a lot of information available on public company equity compensation, the available information on equity grants and compensation for private companies is limited at best. It is good to see the NCEO trying to get this kind of information and hopefully, they can double the number of private company respondents in 2012 to have more data points for comparison.
Recently, Forbes Magazine published an article titled, “The Most Underrated Jobs,” listing paralegal as one of those jobs. The author claims that a paralegal position is “relatively low-stress, involves little contact with the public, and doesn’t require employees to breathe in toxic fumes or lift loads of 50 lbs. or more.”
Think about the last time you needed to deliver a capitalization table to the board of directors, an investor, or an auditor – and realized all too late that the information was severely out of date. You’d been busy with your everyday work and had simply never gotten around to updating the pertinent info.
I recently read the article “
The final fiscal quarter can be a stressful time for any company. As you finalize your numbers for the year, you’ll want to make sure that your capitalization tables are accurate and consistent with your ownership records and legal documents. If there are discrepancies, you want to find them before your numbers are incorporated in your draft financial statements. You don’t want to find any errors at the last minute that could delay your year-end reporting.
Not long ago, I handed a pre-printed stock certificate to a new paralegal assistant and asked her to type in the shareholder information. Imagine my surprise when she said she did not know how to use a typewriter. Last week, I had a call from a paralegal telling me that there were no typewriters anywhere in her office and she needed advice on the best way to print her stockholder information onto the client’s custom pre-printed stock certificate using a computer and printer.
A recent report from Robert Half Legal, titled
Having been a corporate paralegal in the Silicon Valley area for more than 20 years, I know all too well the pressures of juggling conflicting priorities. Whether it is the sheer number of client companies that I worked on in a single month or the time pressure associated with almost any task, responding to the demands of clients and partners would have been impossible without the right systems in place.