Cameron S. Stokes
LAKELAND INDUSTRIESAbout Cameron S. Stokes
Cameron S. Stokes is Chief Commercial Officer – Global Industrials at Lakeland Industries (LAKE), appointed January 31, 2025 after serving as Vice President of Global Industrial Sales since June 17, 2024 . He is 58 and brings extensive industrial safety sales leadership, including Senior Director and National Sales Director roles at Ansell Limited (2015–2023), where he led a shift from transactional selling to a premium, value‑centric model . Company-level context during his arrival: Lakeland’s TSR measurement series stood at 112 as of FY2025 and FY2025 net income was –$18.075 million .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Lakeland Industries | VP, Global Industrial Sales | Jun 2024 – Jan 2025 | Led global industrial sales; positioned for market share expansion |
| Ansell Limited | Senior Director, North American Sales | Jan 2021 – Dec 2023 | Drove transition to premium, value‑centric sales approach |
| Ansell Limited | National Sales Director | 2015 – Jan 2021 | Built premium/value selling motions to grow market share |
External Roles
No public company board roles or external directorships were disclosed for Cameron S. Stokes .
Fixed Compensation
Not disclosed for Cameron S. Stokes (Lakeland is a smaller reporting company; NEO pay tables cover the CEO, CFO, and COO only) .
- Company-wide program design for FY2025: executive annual cash bonus metrics were revenue growth (35%), Adjusted EBITDA margin (35%), free cash flow margin (15%), and individual goals (15%), with payouts ranging from 50% (threshold) to 200% (maximum) of target .
Performance Compensation
Long-term PSUs (granted May 1, 2025)
| Metric | Weighting | Target | Actual | Payout | Vesting |
|---|---|---|---|---|---|
| Total Revenue | Not disclosed | $258.7 million | Not yet measured | 0–120% of target PSUs based on performance | Measured Jan 31, 2029 and Jan 31, 2031; vesting subject to continued employment and certification |
| Fire Services Revenue | Not disclosed | $161.8 million | Not yet measured | 0–120% of target PSUs based on performance | Measured Jan 31, 2029 and Jan 31, 2031; vesting subject to continued employment and certification |
| Adjusted EBITDA | Not disclosed | $47.1 million | Not yet measured | 0–120% of target PSUs based on performance | Measured Jan 31, 2029 and Jan 31, 2031; vesting subject to continued employment and certification |
- Grant size: Cameron S. Stokes received 25,774 target PSUs on May 1, 2025 (threshold at 80% of each metric; up to 120% payout based on overachievement) .
Annual Cash Bonus (FY2025 program design)
| Metric | Weighting | Target | Actual | Payout | Vesting |
|---|---|---|---|---|---|
| Revenue Growth | 35% | Not disclosed | Not disclosed | 50%–200% of target | Cash (annual) |
| Adjusted EBITDA Margin | 35% | Not disclosed | Not disclosed | 50%–200% of target | Cash (annual) |
| Free Cash Flow Margin | 15% | Not disclosed | Not disclosed | 50%–200% of target | Cash (annual) |
| Individual Goals | 15% | Not disclosed | Not disclosed | 50%–200% of target | Cash (annual) |
Equity Ownership & Alignment
- Stock ownership guidelines: CEO 4× base salary; other executive officers (including CCO roles) 2× base salary; directors 2× annual cash retainer. Dispositions from equity awards are prohibited until guidelines are met; thereafter limited to 50% of issued awards .
- Anti‑hedging/anti‑pledging: Officers, directors, and employees are prohibited from hedging and pledging Lakeland securities, and from margin accounts holding company securities .
- Clawback: Compensation Recoupment Policy (Nov 2023) requires recovery of erroneously awarded incentive compensation for covered officers following restatements, with a three‑year lookback (applies to Section 16 officers, which includes C‑suite executives) .
Ownership breakdown for Cameron S. Stokes was not disclosed in the FY2025 proxy’s beneficial ownership table (the table enumerates certain executives and directors as of March 31, 2025 but does not list Stokes individually) .
Employment Terms
- Role start dates: VP Global Industrial Sales (June 17, 2024); promoted to Chief Commercial Officer – Global Industrials (January 31, 2025) .
- Employment agreements: Lakeland moved away from executive employment agreements effective February 1, 2025; executives serve at will .
- Severance and Change-in-Control Plan (adopted Oct 31, 2024): For participants, non‑CFO/CEO executives receive (i) base through termination, (ii) pro‑rated bonus (actual outside CIC or target within CIC window), (iii) cash severance equal to 1.5× (base + target bonus) for qualifying CIC terminations, and (iv) up to 18 months COBRA premium differentials; plus non‑solicitation and non‑disparagement covenants . Cameron Stokes’ plan participation status was not specifically disclosed in filings reviewed; the plan covers executive officers and other designated employees via participation agreements .
- Equity grant practices: Annual executive grants typically include equal mix of time‑based RSUs (3‑year vesting) and performance‑based RSUs with 3‑year performance periods; out‑of‑cycle grants may occur on promotions or special circumstances .
Investment Implications
- Alignment: Long‑dated PSUs tied to explicit revenue and Adjusted EBITDA targets create strong pay‑for‑performance linkage and retention through FY2029–FY2031; anti‑hedging/anti‑pledging and stock ownership requirements further align incentives .
- Transparency/coverage: As a smaller reporting company, individual fixed pay and ownership details for non‑NEO executives (including Stokes) are not disclosed, limiting visibility into cash/equity mix and ownership compliance; monitor future filings for plan participation confirmations and Form 4 activity .
- Execution risk: Targets require substantial growth in total and Fire Services revenues and Adjusted EBITDA; payout only occurs if ≥80% thresholds are achieved by FY2031, reinforcing performance discipline but embedding execution risk .
- Governance safeguards: Clawback policy, anti‑pledging, and equity retention rules mitigate downside governance risks; severance/CIC plan codifies triggers and multiples, reducing ambiguity around potential change‑of‑control scenarios .