Alim Dhanji
About Alim Dhanji
Executive Vice President and Chief Human Resources Officer (CHRO) at TD SYNNEX. Officer status was recorded on Form 3 with the event date April 2, 2025; the filing lists his title as CHRO and initial beneficial ownership, confirming his appointment timeline . He is listed on TD SYNNEX’s April 2025 Investor Day leadership team slide and signs corporate agreements as EVP, CHRO, evidencing executive responsibility and authority . Company operating performance during FY2025 includes year-over-year revenue growth and margin expansion through Q3 2025: revenue rose 6.6% YoY to $15.65B, gross margin improved to 7.22% from 6.54%, and diluted EPS for the quarter was $2.74, framing the backdrop for incentive plan performance measurement .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| TD SYNNEX | EVP, Chief Human Resources Officer | Apr 2025–present | Executive HR leadership; signatory authority on executive agreements; visible inclusion efforts (Disability Index “Best Place to Work” recognition) |
External Roles
No public company board or outside directorships were identified in the latest proxy and recent filings for Dhanji; TD SYNNEX’s boards/committees disclosures cover directors, not management roles .
Fixed Compensation
| Component | FY2024 | Notes |
|---|---|---|
| Base salary ($) | Not disclosed | Dhanji was not a Named Executive Officer (NEO) in FY2024; the Summary Compensation Table lists NEOs only . |
| Target bonus (%) | Not disclosed | NEO details are disclosed; CHRO details are not itemized in the proxy . |
| Actual bonus paid ($) | Not disclosed | Not reported in the proxy for Dhanji . |
TD SYNNEX’s Management Incentive Plan (MIP) uses quantitative performance goals set by the Compensation Committee, with recoupment provisions for misconduct or materially inaccurate results .
Performance Compensation
| Incentive Type | Metric | Threshold | Max | Payout Range | Measurement Period | Vesting Details |
|---|---|---|---|---|---|---|
| Long-Term Incentive (PRSUs) | Non-GAAP diluted EPS formula; adjusted ROIC | 75% of non-GAAP EPS formula | 166.7% of non-GAAP EPS formula | 50%–200% of target shares depending on performance; PRSUs forfeited if minimum not met | Three-year period ending Nov 30 | Vests on performance attainment and service; performance adjustment via adjusted ROIC |
| Time-Based RSAs (examples from Form 3) | Service-based | — | — | — | July 2, 2024 grant referenced | 5,782 unvested RSAs vest 1/3 on each of the first three anniversaries of grant date |
| Time-Based RSAs (additional) | Service-based | — | — | — | Previously granted (date not fully returned in excerpt) | 6,735 unvested RSAs under the 2020 Stock Incentive Plan; details referenced in Form 3 footnote |
No derivative securities (e.g., stock options) were reported for Dhanji in the Form 3 excerpt returned; Table II showed no entries in the retrieved content .
Equity Ownership & Alignment
| Item | Value | Notes |
|---|---|---|
| Beneficial ownership (Common Stock) | 12,736 shares (Direct) | As of Form 3 event date 04/02/2025; address listed at TD SYNNEX headquarters . |
| Unvested time-based RSAs | 5,782 shares | Vests 1/3 annually on each of the first three anniversaries of 07/02/2024 grant . |
| Unvested time-based RSAs (additional) | 6,735 shares | Awarded under the 2020 Stock Incentive Plan; footnote references prior grant . |
| Ownership as % of shares outstanding | ~0.015% | Based on 84,369,312 shares outstanding as of Feb 3, 2025 and 12,736 beneficial shares . |
| Stock ownership guidelines | Lesser of 2× base salary or $1,000,000 for executive officers (CEO has higher threshold) | Unvested restricted stock counts toward guideline (except PRSUs); options excluded for CEO; PRSUs excluded for all . |
| Hedging/pledging | Prohibited for directors and executive officers | Insider Trading Policy filed with FY2024 10-K; permits and short-term trades restricted . |
| Clawback/recoupment | Mandatory recoupment of excess incentive-based compensation upon restatement (NYSE rule); additional MIP clawbacks for misconduct/material inaccuracies | Three-year recovery period for restatements . |
Employment Terms
- Change-of-control and severance economics for “Other Named Executive Officers” (e.g., CFO, Chief Legal Officer, Chief Business Officer) include salary continuation (18–24 months) based on average salary+bonus over prior three years, plus paid COBRA, under double-trigger scenarios; these specifics are disclosed for named officers (Witt, Vetter, Leung) and illustrate the company’s framework, but Dhanji’s individual agreement is not disclosed in the proxy .
- Non-compete and non-solicit covenants are embedded in executive separation arrangements (e.g., agreements referenced in September 2025 8-K exhibits), with CHRO acting as signatory/recipient for revocation notices, indicating HR oversight of restrictive covenants enforcement .
Investment Implications
- Alignment: Multi-year RSA vesting (1/3 annually) and PRSU framework tied to non-GAAP EPS and adjusted ROIC suggest strong pay-for-performance alignment even for non-NEO executives; CHRO falls under stock ownership guidelines and anti-hedging/pledging rules, reducing misalignment risk .
- Trading signals: Initial beneficial ownership is modest (~0.015% of shares), implying limited direct selling pressure from personal holdings; hedging/pledging prohibitions and legal pre-clearance reduce opportunistic trading risk .
- Retention risk: Specific severance/change-of-control terms for Dhanji are not disclosed; TD SYNNEX’s broader executive policies and standard use of restrictive covenants in separations indicate institutional retention mechanisms, but lack of individual disclosures limits precision on CHRO economics .
- Execution track record: Visible culture/inclusion initiatives with public recognition under Dhanji’s HR leadership support organizational stability, which can be supportive of execution of strategic plans communicated at Investor Day .
- Governance quality: Clawback policy, say-on-pay support (~96%), and ownership/insider trading policies are shareholder-friendly and mitigate risk of pay-driven misbehavior .