Montie Brewer
Allegiant TravelAbout Montie Brewer
Independent director at Allegiant Travel Company (ALGT), age 67, serving since 2009. Former Air Canada President & CEO (2004–2009) and long-time airline executive across United, Northwest, Republic, Braniff, and Trans World Airlines, with 40+ years in airline network, revenue, distribution, and retailing. Independent under Nasdaq rules; the board cites his legacy and low-cost carrier experience as valuable to Allegiant’s strategic and commercial development .
Past Roles
| Organization | Role | Tenure | Committees/Impact |
|---|---|---|---|
| Air Canada | President & CEO; Director | 2004–2009 | Led network and commercial strategy; CEO and board service in a legacy carrier context |
| United Airlines | SVP – Planning; Executive Officer | 1988–2002 | Senior management, planning, and operations leadership at a major U.S. airline |
| Northwest, Republic, Braniff, TWA | Various management roles | Began 1981 | Broad industry experience across multiple carriers |
External Roles
| Organization | Role | Tenure | Notes |
|---|---|---|---|
| Finnair | Director | Since Mar 2018 | European flag carrier; global business exposure |
| ID90 (IT provider) | Director | Since 2017 | Technology-focused travel platform |
Board Governance
- Committee assignments: Compensation Committee member; Nominating & Governance Committee member .
- Chair roles: Compensation and Nominating & Governance committees operate without a designated chair due to small size; Audit is chaired by Linda Marvin .
- Independence: Independent director; six of eight directors are independent (all committee members are independent) .
- Attendance: Board met six times in 2024; each incumbent director attended >87% of board and committee meetings they were entitled to attend .
- Lead Independent Director: Ponder Harrison; independent director executive sessions held quarterly; LID presides and liaises with Chair/CEO .
- Risk oversight: Compensation Committee oversees comp risk; Audit oversees financial reporting/internal controls; full board receives regular operations/safety and cybersecurity updates .
Fixed Compensation
| Component | Detail | Amount/Terms |
|---|---|---|
| Annual cash retainer | Paid to directors | $20,000 |
| Meeting fees | Per meeting attended | $5,000 per meeting |
| 2024 cash fees | Total fees earned | $40,000 (Brewer) |
| Equity grant | Restricted stock grant to outside directors | 10,000 shares granted Oct 2022; vest over five years; unvested stock forfeited if service does not continue |
| Unvested director RS | Included in ownership table as of proxy date | 5,000 shares unvested for each board member (including Brewer) |
- Perquisites/gross-ups: No director received ≥$10,000 in perquisites in 2024; no tax gross-ups provided to directors .
Performance Compensation
| Program | Metric | Structure | Notes |
|---|---|---|---|
| Short-term incentives (Executives, 2025) | Adjusted CASM ex-fuel | Threshold 50% of target; stretch 150% | Committee-approved; applies to NEOs; indicates pay-for-performance oversight by Brewer’s Compensation Committee |
| Short-term incentives (Executives, 2025) | Operating margin | Threshold 50%; stretch 150% | |
| Short-term incentives (Executives, 2025) | Operational excellence (controllable completion, NPS, A60 arrival, Star D0 departure, safety admin) | Count of factors achieved | |
| Short-term incentives (Executives, 2025) | Peer-relative controllable completion | Relative ranking | |
| Short-term incentives (Executives, 2025) | Tactical excellence (peak week utilization; FTEs per 100k pax) | Metric-based payout | |
| Long-term incentives (Executives, 2025) | Relative TSR vs peers | Performance-based RSUs, granted Feb 2026; 3-year vest | Earnable 50–150%; 50% of LTIs performance-based (except Anderson at target) |
| Long-term incentives (Executives, 2025) | Net Debt/EBITDA | Performance-based RSUs; 3-year vest |
- Directors: No disclosed performance-based pay for directors; compensation is cash retainer/meeting fees plus time-based RS; committee oversight focuses on company executive metrics (above) .
Other Directorships & Interlocks
| Item | Detail |
|---|---|
| Compensation Committee interlocks | None reported |
| External board affiliations | Finnair; ID90 (technology) |
| Potential interlocks/conflicts | Finnair is an airline; no Allegiant-related party transactions disclosed in 2024–2025 period . Committee-level interlocks absent . |
Expertise & Qualifications
- Skills matrix flags for Brewer: Airline/transportation; Safety; Strategic planning; Senior leadership; Business development/M&A; Global business .
- Board cites Brewer as innovator in network, revenue, distribution, retailing; experience across legacy and low-cost carriers; prior CEO tenure .
Equity Ownership
| Metric | Value |
|---|---|
| Total beneficial ownership (shares) | 27,000 (includes 5,000 restricted shares not yet vested) |
| Ownership as % of shares outstanding | ~0.15% (27,000 ÷ 18,254,744) |
| Vested vs unvested | ~22,000 vested; 5,000 unvested restricted shares (calc. from totals ) |
| Pledging/hedging | Company permits hedging; not aware of any hedging transactions by directors; short sales prohibited |
Governance Assessment
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Strengths
- Deep industry expertise; prior airline CEO experience and global exposure; relevant to Allegiant’s ULCC strategy .
- Independent status; sits on Compensation and Nominating & Governance committees; board/committee independence is high .
- Attendance: >87% participation across board/committee meetings; quarterly executive sessions led by LID; structured risk oversight .
- Director pay modest in cash; equity grants vest over five years, aligning tenure with ownership; no tax gross-ups for directors .
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Potential risks and watch items
- Committee chair structure: Compensation and Nominating committees operate without formal chairs; while justified by board size, it can diffuse accountability and external signaling of leadership on governance topics .
- Hedging policy permissive: Company allows hedging; although none known among directors, permissive stance is a shareholder alignment concern; short sales are prohibited .
- No independent compensation consultants: Executive pay decisions are implemented without external consultants, increasing reliance on internal judgment; stockholder engagement was used to add metrics starting 2025 .
- Exposure to competitive interlocks: Brewer serves on Finnair’s board; while no related-party transactions disclosed, cross-airline directorships warrant monitoring for information flow and conflicts .
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Shareholder signals
- 2024 Say-on-Pay approval >99% suggests strong support for compensation practices; 2025 program adds metric-based incentives and performance-based equity, aligning pay and performance under Brewer’s committee oversight .
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Related party/insider compliance
- No related-party transactions ≥$120,000 involving directors/officers in 2024 and since Jan 1, 2025; audit committee must approve any such future transactions .
- Section 16(a) compliance largely met; no director-specific issues noted; some officer filings were late in 2024 .
Overall, Brewer’s long-tenured, independent oversight with strong airline strategy credentials is a positive for board effectiveness. Watch areas include the no-chair committee structure and permissive hedging policy; executive compensation governance appears to be improving with explicit performance metrics beginning in 2025, which Brewer’s Compensation Committee administers .