Dan Taylor
About Dan Taylor
Dan Taylor, age 45, is Chief Executive Officer of Flutter’s International division (since July 2020), overseeing five regions (UKI, SEA, APAC, CEE and Brazil) and brands including Adjarabet, Betfair, Junglee, Maxbet, Paddy Power, PokerStars, Sisal, SkyBet, Sportsbet and tombola across 25+ regulated markets; he holds an MA in economics from Cambridge University and serves as a non‑executive director at Dunelm plc . Under his remit, the International segment delivered revenue of $2.0 billion and adjusted EBITDA of $518 million in Q1 2025, and revenue of $2.4 billion with adjusted EBITDA of £591 million in Q2 2025, reflecting strong iGaming growth and benefits from acquisitions (NSX, Snai) . Company policies applicable to executive officers include stock ownership guidelines (300% of base salary from January 1, 2025 for other executive officers), robust clawbacks, and prohibition of hedging/pledging, which strengthen alignment and risk controls .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Flutter International | CEO, International Division | 2020–present | Scale and diversification across five regions and numerous brands; oversight of >25 regulated markets |
| Paddy Power Betfair | CEO | 2018–2020 | Led Adjarabet, Betfair and Paddy Power online and retail businesses |
| Flutter UK&I | Managing Director, UK & Ireland; Managing Director, Retail | 2015–2018 | Led UK&I operations and retail footprint |
External Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Dunelm plc | Non‑Executive Director | Not disclosed | Board oversight and external governance exposure |
Fixed Compensation
- Not disclosed for Dan Taylor in the latest DEF 14A; base salary and cash compensation details are provided for Named Executive Officers (NEOs) only (Dan Taylor was not a 2024 NEO) .
Performance Compensation
- Not disclosed for Dan Taylor; the proxy details specific PSU/RSU structures and weights for select NEOs (e.g., CEO, FanDuel CEO), but does not enumerate Taylor‑specific grants or targets for 2024–2025 .
Equity Ownership & Alignment
- Executive stock ownership guidelines: CEO 600% of base salary; other executive officers 100% rising to 300% from January 1, 2025; five years to reach compliance; if shortfall, future awards must be retained until compliance .
- Hedging/pledging prohibited for directors, officers and employees; robust clawback policy across cash and equity incentives (NYSE‑compliant and broader) .
- Beneficial ownership table lists NEOs and directors; Dan Taylor (executive officer but not a director/NEO) is not individually enumerated in that table as of April 10, 2025 .
- Rule 10b5‑1 trading plans: in Q3 2025, only Peter Jackson adopted a plan; no plan adoption disclosed for other officers, implying no new 10b5‑1 program by Taylor in that quarter .
Employment Terms
- Specific employment agreement terms (notice period, severance multiples, change‑of‑control triggers) were disclosed for certain NEOs only; Dan Taylor’s contract terms are not detailed in the DEF 14A .
Performance & Track Record
| Metric | Q1 2025 | Q2 2025 |
|---|---|---|
| International Revenue | $2,000,000,000 | $2,400,000,000 |
| International Adjusted EBITDA | $518,000,000 | £591,000,000 |
- Segment commentary highlighted iGaming growth in UKI, APAC and CEE, and contribution from NSX and Snai acquisitions; EBITDA margin modestly reduced due to investment in Brazil .
- Flutter simplified reporting to U.S. and International segments and noted >$300 million annualized cost savings targeted by 2027 via platform migrations (Sky Bet, PokerStars), benefiting ex‑U.S. operations managed under Taylor’s portfolio .
Compensation Committee & Governance Signals
- The Compensation and Human Resources Committee engages an independent advisor (Pearl Meyer), operates clawbacks, ownership guidelines, and prohibits hedging/pledging; program emphasizes variable, at‑risk pay aligned to shareholder value .
- Equity plan amended in 2025 with minimum one‑year vesting and expanded share reserve (8.52 million shares) to support multi‑year retention and alignment across global leadership, including executive officers .
Investment Implications
- Alignment: Strong policy architecture (ownership guidelines at 300% of salary for executive officers, five‑year compliance horizon, clawbacks, no hedging/pledging) supports long‑term alignment and reduces governance risk; Taylor should be subject to these standards as an executive officer .
- Retention/selling pressure: No disclosed Q3 2025 10b5‑1 plan adoption by Taylor and typical multi‑year vesting of executive equity awards (PSUs: three‑year performance; RSUs: three‑year ratable) reduce near‑term selling pressure signals, though Taylor‑specific grant data are not disclosed .
- Execution risk vs. value creation: International segment performance under Taylor’s remit shows solid growth and integration of acquisitions; continued platform migrations and Brazil investment introduce execution risk but are paired with a defined $300 million cost‑savings trajectory by 2027 .
- Data gaps: Absence of Taylor‑specific cash/equity award detail limits pay‑for‑performance calibration; investors should monitor future proxies and any Item 5.02 disclosures for contract terms, severance/change‑of‑control economics, and individual award structures .