David Sable

About David Sable

David Sable is an independent director of Plum Acquisition Corp. III, serving since January 2, 2024. He is Vice-Chairman of Stagwell Global and sits on the boards of Ethan Allen Interiors Inc. (since November 2021) and American Eagle Outfitters Inc. (since October 2016). His prior roles include Senior Advisor to WPP plc (2019–2021), Chairman of VMLY&R (2019), Global CEO of Young & Rubicam (prior to its merger with VMLY&R), Vice Chairman & COO of Wunderman (2000–2011), and Founding Partner/EVP & CMO of Genesis Direct (1996–2000). He has served as past Chair of the Ad Council, is on the executive board of UNCF, and the International Board of Special Olympics; he attended New York University and Hunter College .

Past Roles

External Roles

Board Governance

• Independence: The board determined David Sable is an “independent director” under applicable SEC rules; independent directors will hold regular meetings of only independent directors .
• Committee assignments:
  • Audit Committee: Member (members: Alan Black—Chair, David Sable, Hume Kyle). All are independent; each member is financially literate; Alan Black and Hume Kyle are designated audit committee financial experts .
  • Compensation Committee: Member and Chair (members: Alan Black and David Sable; both independent). Mandate includes CEO and Section 16 officer compensation oversight, equity/incentive plan administration, and director remuneration review .
  • Nominating Committee: Member (members: Alan Black, David Sable, Hume Kyle; chair: Hume Kyle). All independent .
• Board structure/tenure: Staggered board; David Sable is Class I and his term expires at the first annual general meeting .

Fixed Compensation

Notes: Filings state no compensation of any kind (including finder’s/consulting fees) will be paid to directors prior to completion of a business combination; only reimbursements of out-of-pocket expenses are permitted and reviewed quarterly by the audit committee .

Performance Compensation

No director equity awards, RSUs, options, bonuses, or performance-based compensation are disclosed prior to completion of the initial business combination. Post-combination, directors who remain may receive consulting/management fees to be disclosed at that time; there is no established cap, and amounts would be set by the post-combination board or an independent compensation committee .

Other Directorships & Interlocks

Expertise & Qualifications

• Global marketing and advertising operating experience (CEO, Chairman, Vice-Chairman roles across Y&R, VMLY&R, Wunderman, Stagwell) .
• Public company board experience in consumer/retail (AEO, ETD) .
• Governance roles across non-profits (Ad Council Chair; UNCF executive board; Special Olympics International Board) .
• Financial literacy (required for Audit Committee membership; committee comprises financially literate members) .
• Independent director with compensation committee leadership experience .

Equity Ownership

Note: As of the June 18, 2025 record date for the extension meeting, the Initial Shareholders (including the Sponsor and certain officers/directors) held 95.6% of outstanding ordinary shares and indicated they would vote in favor of the proposals .

Governance Assessment

• Positives

  • Independent director with extensive C‑suite and board experience in brand-heavy, consumer-facing sectors—relevant to evaluating potential targets’ go-to-market and brand equity .
  • Committee influence: chairs Compensation Committee and serves on Audit and Nominating, providing leverage over pay governance, financial oversight, and board refreshment .
  • Audit Committee composed solely of independent, financially literate directors; two members designated “financial experts,” supporting robust financial reporting oversight .

• Risk indicators and potential conflicts

  • Sponsor/insider control: As of the June 2025 record date, initial shareholders controlled 95.6% of voting power; Sponsor holds 84.01% of Class B shares. This concentration can dilute minority shareholder influence and create perceived independence pressure on directors, including compensation oversight led by Sable .
  • Economic incentives to complete a deal: Sponsor and certain insiders would lose their entire investment if no business combination occurs by July 30, 2025, creating potential misalignment with public holders; directors may later negotiate consulting/employment arrangements post‑combination, another potential conflict vector .
  • Interested‑party flexibility under Articles: Directors are permitted to vote on transactions in which they are interested, provided disclosures are made—placing onus on committee process and disclosures to manage conflicts .
  • Zero director pay pre‑combination: While shareholder‑friendly on cost, lack of cash/equity retainer may affect director time/engagement; only expense reimbursements are allowed pre‑deal .
  • Sponsor influence post‑combination: Sponsor will be entitled to nominate three directors post‑deal while it holds covered securities, sustaining significant governance influence during integration .

Items not disclosed: Director meeting attendance rates; any PLMJF equity held by Mr. Sable; hedging/pledging policies; director ownership guidelines; say‑on‑pay results; specific committee consultant use or conflicts. Where data is absent above, it was not disclosed in the company’s 10‑K or proxy materials reviewed .