2 nominees · 4 ballot items.
Four proposals: (1) election of two Class I directors (Kenneth J. Krogulski and Caroline R. Young); (2) ratification of Carr, Riggs & Ingram, L.L.C. as the independent registered public accounting firm for 2026; (3) non-binding advisory approval of named executive officers’ compensation (say-on-pay); and (4) non-binding advisory vote on the frequency of future say-on-pay votes (every year, every other year, every three years, or abstain).
Elect two Class I directors, Kenneth J. Krogulski and Caroline R. Young, each for a three-year term expiring in 2029.
Ratify the Audit Committee’s appointment of Carr, Riggs & Ingram, L.L.C. as the Company’s independent registered public accounting firm for the fiscal year ending December 31, 2026.
Non-binding advisory vote to approve the compensation of the Company’s named executive officers as disclosed in the proxy (Compensation Discussion and Analysis, compensation tables and narrative).
This proposal requests a non-binding, advisory shareholder approval of the Company’s disclosed executive compensation (the “say-on-pay” vote). Management frames the ask as an affirmation that compensation policies are designed to attract, retain and motivate experienced executives and align their interests with shareholders through a mix of base salary, annual bonuses and long-term equity awards tied to company and individual performance. The Board and Compensation Committee emphasize pay-for-performance features and the use of benchmarking and performance objectives in setting compensation, and they state they will consider the vote’s outcome when making future pay decisions. Because the vote is advisory, it does not change contractual arrangements directly but provides governance feedback that the Compensation Committee may use to adjust pay design or disclosures. Key context includes the Company’s recent operational milestones (revenue growth, clinical progress, product approvals and commercial agreements) and the Compensation Committee’s use of external survey data and multi-year equity vesting to promote long-term alignment. Given the company’s concentrated insider ownership and the CEO’s significant equity position, shareholder approval serves both as endorsement of compensation practices and a governance signal about alignment between management and shareholders. The Company recommends a FOR vote and frames the compensation as balanced between short- and long-term incentives, with discretionary annual bonuses and equity awards reviewed by an independent Compensation Committee. Investors evaluating this proposal should weigh the non-binding nature of the vote, the detailed compensation disclosures in the proxy (including pay-for-performance metrics and option/grant timing), and recent company performance and governance structures that bear on whether pay is appropriately aligned with long-term shareholder value.
Non-binding advisory vote where shareholders choose whether the advisory vote on executive compensation should occur every year, every other year, or every three years (or abstain); the Board recommends every three years.
This proposal asks shareholders to indicate, on a non-binding basis, whether the Company should hold future advisory votes on executive compensation annually, biennially, or triennially. Management’s recommended position is every three years, arguing that a triennial cadence encourages long-term evaluation of pay practices, avoids overly short-term focus, allows time to implement changes and measure their effect, and provides time for meaningful shareholder engagement. Because the vote is advisory and non-binding, the Board will consider the outcome but retains discretion to adopt the frequency it believes appropriate; historically the Board set the Company’s cadence to every three years following prior shareholder feedback. For governance-focused investors, the meaningfulness of the recommendation depends on the Company’s compensation philosophy (which emphasizes long-term equity vesting and multi-year goals) and the pace at which material changes to compensation could be implemented and evaluated. The Company cites operational milestones and ongoing strategic initiatives as part of the rationale that multi-year evaluation better captures performance against pay metrics. Investors should balance the Board’s rationale against the general governance best practice trend favoring annual engagement on pay in some contexts; annual votes provide more frequent accountability while less frequent votes reduce short-termism. Given the Company’s profile, a triennial vote may be defensible if shareholders are comfortable with existing disclosure and engagement processes, but dissent may signal desire for more frequent accountability. The Board will take the vote outcome into account when setting future policy, and the option receiving the highest vote will be considered the preferred frequency.
| # | Owner | % of shares | Shares | Value |
|---|---|---|---|---|
| 1 | Ikarian Capital, LLC | 3.69% | 553,153 | $2M |
| 2 | RENAISSANCE TECHNOLOGIES LLC | 3.14% | 470,696 | $2M |
| 3 | VANGUARD CAPITAL MANAGEMENT LLC | 2.41% | 361,759 | $1M |
| 4 | DIMENSIONAL FUND ADVISORS LP | 1.82% | 272,135 | $884K |
| 5 | PERCEPTIVE ADVISORS LLC | 1.31% | 196,978 | $640K |
| 6 | BRIDGEWAY CAPITAL MANAGEMENT, LLC | 1.09% | 163,468 | $531K |
| 7 | BOOTHBAY FUND MANAGEMENT, LLC | 0.85% | 127,694 | $415K |
| 8 | GEODE CAPITAL MANAGEMENT, LLC | 0.64% | 95,248 | $310K |
| 9 | J. Goldman Co LP | 0.54% | 81,040 | $263K |
| 10 | Bank of New York Mellon Corp | 0.39% | 57,788 | $188K |
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