Nancy Curtin
About Nancy A. Curtin
Independent, non‑executive Chairperson of the Board at DigitalBridge Group, Inc. (DBRG); age 67; director since 2014, currently designated independent under NYSE rules . Background spans 25+ years in global investment management across alternatives, private equity, real estate, and asset management with CIO and C‑suite roles; Harvard MBA, Princeton BA; Harvard Executive Education director certifications (Audit, Compensation, Board effectiveness) . Tenure on DBRG’s board ~11 years; serves as independent chair presiding over board and stockholder meetings and executive sessions of independent directors .
Past Roles
| Organization | Role | Tenure | Committees/Impact |
|---|---|---|---|
| AlTi Tiedemann Global (NASDAQ: ALTI) | Global Chief Investment Officer; C‑Suite; prior Board Director | Jan 2023 – May 2024 | Exec Committee; New Product; Strategic Allocation; governance and investment oversight |
| Alvarium Investments | Partner; Group CIO; Head of Investment Advisory; Supervisory Board participant | May 2020 – Jan 2023 | Led investment advisory pre‑business combination; governance participation |
| Close Brothers Asset Management (CBAM) | CIO & Head of Investments | 2010 – 2019 | Built multi‑asset investment discipline; private clients/HNWs/charities |
| Fortune Asset Management Ltd. | CIO & Managing Partner (alternatives advisory) | 2002 – 2010 | Led alternatives advisory; sold fully to CBAM |
| Schroders Plc | MD; Head of Global Investments for Mutual Funds; founded Internet Finance Partners | 1990s–2000s (not fully dated) | Product strategy; venture investing |
| Baring Asset Management | Head of Emerging Markets; Board member for Baring Venture Partners | Prior period (not dated) | EM investing; venture governance |
| Rho Asset Management | Co‑Head, German Real Estate | Prior period (not dated) | PE/real estate investing |
| Morgan Stanley; Credit Suisse First Boston | M&A / Corporate Finance | Early career | Transaction execution |
External Roles
| Organization | Role | Tenure | Committees/Impact |
|---|---|---|---|
| Right to Play (global education charity) | Trustee; Chair of Audit Committee | 2020 – present | Audit chair; governance oversight |
| Family Office Governance Board | Board Member | 2002 – 2012 | Oversight of ~$2.5B family office |
| Partners Capital | External Investment Committee | 2003 – 2018 | Institutional OCIO investment decisions |
Board Governance
- Status: Independent director; DBRG board majority‑independent; Curtin serves as independent, non‑executive Chairperson .
- Chair responsibilities: Presides over board/stockholder meetings and executive sessions; sets agendas; liaison among independent directors, CEO, management, and third parties; focal communication point; consults on shareholder engagement and governance .
- Committee leadership across board: Audit chaired by David M. Tolley; Human Capital & Compensation chaired by Gregory J. McCray; Nominating & Corporate Governance chaired by Dale Anne Reiss; all committees fully independent .
- Attendance: Board met 28 times in 2024; each director attended at least 75% of board and committee meetings during service; all directors attended the 2024 annual meeting .
- Executive sessions: Independent director executive sessions held at each regular meeting; at least one session annually includes only independent directors; Chair presides .
- Policies: Anti‑hedging/pledging policy prohibiting options/derivatives, short sales, margin accounts, and pledging (unless approved by board) . Related Party Transaction Policy with Audit Committee review/approval for transactions >$120K; no compensation committee interlocks or insider participation .
Fixed Compensation (Director)
| Component (2024) | Amount (USD) |
|---|---|
| Annual cash retainers (incl. Chair add’l retainer, committee fees, meeting fees) | $248,000 |
| Annual stock award (DSUs; one‑year vest) | $175,000 |
| Total 2024 director compensation | $423,000 |
- Program structure: Non‑employee director cash retainer $100,000; Chairperson additional $125,000; committee chair add’l: Audit $25,000, Compensation $20,000, Nominating & Governance $20,000; committee member add’l: Audit $15,000, Compensation $10,000, Nominating & Governance $10,000; meeting fees after 8 meetings per year ($2,500 board; $1,500 committee); paid quarterly .
- Stock award form: Granted two business days post re‑election, vests in 1 year; directors may elect DSUs in lieu of cash or restricted stock; DSUs settle in Class A shares after board departure; dividend equivalents reinvested as DSUs .
Performance Compensation
Directors do not receive performance‑based equity or cash tied to corporate metrics; director equity grants vest time‑based over one year . For context, DBRG’s executive incentive framework uses objective metrics; 2024 payouts to NEOs were 0% due to below‑threshold outcomes (not applicable to directors) .
| 2024 Annual Incentive Plan Metric | Minimum (50%) | Target (100%) | Maximum (200%) | Actual | NEO Weight | Payout % of Target |
|---|---|---|---|---|---|---|
| FEEUM Capital Raise (with ≥0.84% avg. fee rate) | $7.0B | $7.5B | $8.3B | $8.978B (fee rate short of 0.84% threshold) | 33.3% | 0% |
| Run‑rate FRE post Corp G&A | $148.0M | $164.4M | $180.9M | $134.0M | 33.3% | 0% |
| Run‑rate Distributable Earnings (DE) | $89.3M | $99.2M | $109.2M | $78.1M | 33.3% | 0% |
Other Directorships & Interlocks
| Company | Exchange | Role | Dates | Interlock/Conflict Notes |
|---|---|---|---|---|
| AlTi Global, Inc. | NASDAQ: ALTI | Director | Jan 2023 – May 2024 | Wealth/asset manager; no disclosed DBRG conflicts; left board in 2024 |
| Non‑profit: Right to Play | — | Trustee; Audit Chair | 2020 – present | Governance/audit expertise; no DBRG conflict |
- Compensation Committee interlocks: None; DBRG’s Compensation Committee disclosed no interlocks or insider participation .
- Sector interlocks: Curtin’s roles are in asset/wealth management and non‑profit governance; no disclosed transactions with DBRG that indicate related‑party exposure .
Expertise & Qualifications
- Investment/portfolio management; capital markets; corporate governance; risk management; legal/regulatory awareness; human capital .
- Education: Princeton BA summa cum laude; Harvard MBA; Harvard Executive Education certifications (Audit Committees, Compensation Committees, Making Corporate Boards More Effective) .
- Board credentials: Independent chair; experienced in best‑practice controls, front‑line governance, and investor engagement .
Equity Ownership
| Measure | Detail |
|---|---|
| Total beneficial ownership | 111,533 common share equivalents; <1% of Class A shares |
| DSUs included | 106,018 deferred stock units included in beneficial ownership |
| Unvested director equity (12/31/2024) | 10,283 unvested DSUs (scheduled to vest one year post grant) |
| Ownership guidelines | Directors must hold ≥4× annual cash base retainer; compliance within 5 years; directors currently compliant or within transition period |
| Hedging/pledging | Company policy prohibits hedging/pledging; margin accounts banned; any pledging requires board approval |
Insider Trades (Form 4)
| Date | Type | Security | Quantity | Notes/Mechanism |
|---|---|---|---|---|
| May 15, 2023 | Grant (A) | Deferred Stock Units (DSUs) | 16,011 | Equity retainer deferred into DSUs; vests 1 year; settles in Class A after service |
| Oct 15, 2024 | Credit (J) | DSUs (dividend equivalents) | Notional credit; 7 scheduled to vest 4/30/2025 | Dividend equivalents on prior DSUs; settle post‑service |
| Oct 15, 2025 | Credit (J) | DSUs (dividend equivalents) | 91 | Dividend equivalents credited to DSUs |
Governance Assessment
- Strengths: Independent board chair enhances oversight and CEO accountability; majority‑independent board and fully independent committees; robust anti‑hedging/pledging and clawback policies; active shareholder engagement track record; director ownership guidelines promote alignment; Curtin’s deep CIO/asset‑management background aligns with DBRG’s alternative manager strategy .
- Engagement/Attendance: Board met frequently (28 meetings); directors met ≥75% attendance thresholds; Curtin presides over executive sessions, indicating meaningful independent oversight .
- Compensation alignment: Director pay mix balanced cash/equity with modest total ($423K in 2024), annual DSU election, and one‑year vesting—supporting alignment without pay‑for‑performance risks common to executives .
- Conflicts/Related‑party risks: No compensation committee interlocks; formal related‑party policy with Audit Committee oversight; no pledging reported; no related‑party transactions disclosed involving Curtin .
- Monitoring items: Continue to track DSU accruals and ownership guideline compliance; watch for any new external directorships in DBRG’s investment ecosystem; review annual proxy for any committee assignment changes or attendance shortfalls .