Alexander von Furstenberg
IACAbout Alexander von Furstenberg
Alexander von Furstenberg (age 55) has served on IAC’s board since December 2008. He is Chief Investment Officer of Ranger Global Advisors (family office he founded in 2011) and previously co-founded Arrow Capital Management (2003–2011); he has been CIO of Arrow Finance since 2001 and is partner and Co‑Chairman of Diane von Furstenberg Studio. He is Barry Diller’s stepson and is not an independent director under Nasdaq rules due to this family relationship .
Past Roles
| Organization | Role | Tenure | Committees/Impact |
|---|---|---|---|
| Ranger Global Advisors, LLC | Chief Investment Officer | 2011–present | Family office focused on value-based investing |
| Arrow Capital Management, LLC | Co‑Managing Member & CIO | 2003–2011 | Private investment firm focused on global public equities |
| Arrow Finance, LLC | Chief Investment Officer | 2001–present | Private investment office serving his family |
| Diane von Furstenberg Studio, LLC | Partner & Co‑Chairman | Not specified | Consumer brand leadership |
External Roles
| Organization | Role | Tenure | Notes |
|---|---|---|---|
| Expedia Group, Inc. | Director | Since Dec 2015 | IAC founder Barry Diller is Chairman & Senior Executive of Expedia, creating an interlock |
| Vimeo, Inc. | Director | Since Jun 2023 | Former IAC spin asset; board service adds media/tech exposure |
| Giovanni Agnelli B.V. | Director | Since May 2023 | Holding company role |
| La Scogliera | Director | Previously during past five years | Italian financial holding company |
| Diller‑von Furstenberg Family Foundation | Director | Not specified | Non‑profit governance |
| Friends of the High Line | Director | Not specified | Non‑profit governance |
| Center for Security and Emerging Technology | Creator | Not specified | Policy/tech advocacy |
| Retirement Savings for Americans Act | Advocate | Not specified | Public policy engagement |
Board Governance
- Committee assignments: None; not on Audit, Compensation & Human Capital, Nominating, or Executive Committees .
- Independence: Not independent (family relationship to Barry Diller) .
- Attendance: In 2024 the Board met 4 times; all incumbent directors attended at least 75% of Board and committee meetings on which they served .
- Executive sessions: Independent directors meet in scheduled executive sessions at least twice per year; no lead independent director .
- Committee activity (2024): Audit met 8 times; Compensation & Human Capital met 5 times; Nominating met 0; Executive met 0 .
Fixed Compensation
| Component | 2024 Amount (USD) |
|---|---|
| Annual cash retainer | $50,000 |
| Committee membership fees | $0 (no committee service) |
| Committee chair fees | $0 |
| Meeting fees | Not disclosed/none indicated |
| Expense reimbursement | Reasonable out‑of‑pocket expenses reimbursed (program-wide) |
Additional structure:
- Non‑employee directors receive annual RSU grants valued at $250,000 upon re‑election at the annual meeting; RSUs generally vest in three equal installments starting on the first anniversary of grant; unvested RSUs are forfeited upon service termination; vesting fully accelerates upon a change in control .
- Directors may defer cash fees under the Deferred Compensation Plan for Non‑Employee Directors into share units or a cash fund; dividend equivalents accrue on share units; cash fund accrues deemed interest at JPMorgan prime; paid after board departure .
Performance Compensation
| Item | Detail |
|---|---|
| 2024 Stock awards (grant-date fair value) | $249,982 |
| RSUs outstanding (as of Dec 31, 2024) | 8,818 units |
| Vesting schedule | Three equal installments commencing on anniversary of grant |
| Change-of-control | Full acceleration of RSU vesting upon change in control |
| Deferral elections | Fees may be deferred into share units or cash fund per plan terms |
No performance-based PSU metrics are disclosed for non‑employee directors; equity is time‑vested RSUs .
Other Directorships & Interlocks
| Company | Overlap/Interlock | Potential Conflict Considerations |
|---|---|---|
| Expedia Group | Alexander is director; Barry Diller is Chairman & Senior Executive | Governance interlock; historical IAC–Expedia arrangements (e.g., aircraft use and commercial agreements) are disclosed; monitoring related-party exposure prudent |
| Vimeo, Inc. | Alexander is director; prior IAC association via spin | Informational interlock; no specific related‑party transaction disclosed |
| Giovanni Agnelli B.V. | Alexander is director | No IAC‑specific transactions disclosed |
Expertise & Qualifications
- Capital markets and investment strategy expertise from leading family office and prior hedge fund; high financial literacy noted by IAC .
- Governance experience across public boards (Expedia, Vimeo) and European holding companies; consumer brand leadership via DVF .
- Policy/non‑profit leadership indicates broader stakeholder engagement .
Equity Ownership
| Ownership Element | Amount | Notes |
|---|---|---|
| IAC common stock (direct) | 78,440 shares (as of 2024 PRE 14A) | |
| IAC Class B through TALT Trust | 573,539 shares; Alexander has sole investment and voting power | |
| RSUs to vest within 60 days (as of 2024) | 549 shares | |
| RSUs outstanding (as of Dec 31, 2024) | 8,818 units | |
| Voting power context (TALT Trust) | ~4.1% of total company voting power represented by TALT Trust shares (based on Nov 2024 outstanding) | |
| Hedging/Pledging | Company policy prohibits directors from hedging or pledging IAC securities | |
| Ownership guidelines | Non‑employee directors expected to hold the lesser of 5× annual cash retainer value or 12,400 shares of IAC common stock; individual compliance not disclosed |
Governance Assessment
- Independence and control: Not independent due to family relationship; the Diller/von Furstenberg family collectively holds 100% of Class B stock with 10 votes per share, conferring outsized voting power and potential influence on shareholder votes—Alexander controls 573,539 Class B votes via TALT Trust (~4.1% of total votes) .
- Committee participation: No committee roles, limiting direct involvement in audit/compensation/nominating oversight; however, the independent committees operate without management and meet regularly .
- Attendance: Meets minimum engagement thresholds (≥75%), but detailed personal attendance rates are not individually disclosed .
- Compensation alignment: Standard IAC director pay mix (cash + time‑vested RSUs), annual RSU grants with 3‑year vesting and change‑of‑control acceleration; no performance metrics for directors—alignment is primarily through equity ownership and ownership guidelines .
- Policies reducing risk: Strict prohibitions on hedging/pledging for directors; clawback policy applies to executive officers (not directors) .
- RED FLAGS: Family relationship and voting power concentration; board/external interlock at Expedia (with historic arrangements) warrants monitoring for related‑party transactions and recusals as appropriate .
Overall signal: Significant “skin in the game” through common/Class B holdings and long tenure, but governance risks arise from non‑independence, family voting control, and external interlocks. Continuous oversight of related‑party diligence and committee independence is critical to investor confidence .