Alexander Trapp
About Alexander Trapp
Alexander Trapp, 51, was appointed Chief Strategy Officer (CSO) of StandardAero (SARO) in February 2025, after serving as Senior Vice President, Business Development since March 2016 . As CSO, he leads enterprise strategy development, marketing, external communications, pursuit of new engine platforms, and the orchestration of joint ventures, mergers, and acquisitions; he previously held commercial leadership roles at Rolls‑Royce North America and strategic planning, corporate development, and finance roles at ExpressJet and Continental Airlines, and holds an MBA (Washington University Olin) and a BS (Trinity University) . StandardAero’s executive compensation framework emphasizes Management EBITDA, Revenue, and Operating Cash Flow rather than TSR or net income, indicating pay design linked to operational performance rather than stock price volatility .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| StandardAero | Senior Vice President, Business Development | Mar 2016–Feb 2025 | Led corporate business development during private-to-public transition, supporting growth initiatives . |
| Rolls‑Royce North America | Vice President, Commercial | Not disclosed | Drove strategy, long‑term customer contracts, bidding and negotiating new business . |
| ExpressJet Airlines | Strategy/Corp Dev/Finance leadership | Not disclosed | Airline operations/finance expertise applied to strategy . |
| Continental Airlines | Strategy/Corp Dev/Finance leadership | Not disclosed | Major‑airline strategic planning and corporate development experience . |
External Roles
- No external public‑company directorships disclosed for Trapp in the latest proxy or 10‑K .
- Serves as an investor relations contact ([email protected]), underscoring external communications responsibilities in his CSO remit .
Fixed Compensation
- Compensation specifics for Alexander Trapp (base salary, target bonus, actual bonus) are not disclosed in available filings; he is not listed among 2024 Named Executive Officers (NEOs) covered by detailed compensation tables .
Performance Compensation
- Company‑wide executive compensation emphasizes operational metrics; TSR and net income are not components of pay design for 2024, limiting direct stock‑price linkage in annual awards .
| Metric | Weighting | Target | Actual | Payout | Vesting |
|---|---|---|---|---|---|
| Management EBITDA | Not disclosed | Not disclosed | Not disclosed | Not disclosed | Not disclosed . |
| Revenue | Not disclosed | Not disclosed | Not disclosed | Not disclosed | Not disclosed . |
| Operating Cash Flow | Not disclosed | Not disclosed | Not disclosed | Not disclosed | Not disclosed . |
Note: Metrics reflect the company’s most important performance measures used in executive compensation; Trapp‑specific weights/targets/payouts are not disclosed .
Equity Ownership & Alignment
| Policy Element | Detail |
|---|---|
| Stock Ownership Guidelines (multiples of salary/retainer) | CEO: 6x; CFO/COO: 3x; Presidents: 1.5x; Senior VPs/ELT: 1x; Directors: 5x annual cash retainer . |
| Compliance timeline | 5 years from appointment to meet applicable threshold . |
| Retention requirement | Until threshold met, must retain at least 50% of net‑settled shares from equity awards . |
| Anti‑hedging | Prohibits collars, swaps, prepaid forwards, exchange funds, and transactions that hedge/offset declines in Company equity . |
| Pledging | No explicit anti‑pledging policy disclosure found in proxy/10‑K . |
| Beneficial ownership | Trapp’s individual share ownership not disclosed; security ownership tables list only 5% holders, directors, and 2024 NEOs . |
Employment Terms
- Appointment and role: Appointed CSO in Feb 2025 with remit spanning enterprise strategy, marketing, external communications, engine platforms, and JVs/M&A orchestration .
- Employment agreement, severance, CoC: No Trapp‑specific offer letter/employment agreement, severance, or change‑of‑control terms disclosed; severance details provided for other NEOs (e.g., CEO and segment presidents) include salary continuation and benefits, but are not applicable to Trapp absent disclosure .
Investment Implications
- Alignment: Executive pay design linked to Management EBITDA, Revenue, and Operating Cash Flow supports operational execution incentives over short‑term TSR; for Trapp, this suggests focus on strategic initiatives and M&A that enhance EBITDA/cash generation, though his specific award structure is not disclosed .
- Retention/insider selling pressure: Ownership guidelines and mandatory net‑share retention until thresholds are met reduce near‑term selling pressure; anti‑hedging policy strengthens alignment; absence of disclosed pledging policy warrants monitoring .
- Information gaps/monitoring: Lack of Trapp‑specific compensation, vesting schedules, and ownership detail in 2025 proxy/10‑K elevates uncertainty; monitor future Item 5.02 8‑Ks and Form 4 filings for RSU/PSU grants, vesting, or sales to assess retention risk and potential selling pressure .
- Execution risk: Trapp’s background in commercial negotiations and airline strategy aligns with CSO scope; success in JVs/M&A/engine platform pursuits could be a lever for EBITDA/cash‑flow outcomes central to company compensation metrics; track subsequent earnings calls and filings for strategic deal flow updates .