David Petko
About David Petko
Executive Vice President and Chief Supply Chain Officer at SpartanNash. Age 52; EVP CSCO since March 2022, previously SVP CSCO since April 2021 . Prior 11-year tenure at C&S Wholesale Grocers across operations and regional leadership roles . Company incentive programs link executive pay to Adjusted EBITDA, Adjusted EPS and Net Sales, aligning Petko’s incentives with profitability and growth outcomes . Management credited Petko’s leadership with driving a supply chain transformation initiative in 2021, aimed at network, transportation and warehouse efficiency; the team reported sustained throughput efficiency gains, with CEO commentary attributing improvements to Petko’s operations focus .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| SpartanNash | EVP & Chief Supply Chain Officer | Mar 2022–present | Leads end-to-end supply chain; part of 2021 transformation initiative targeting network, transportation, and warehouse efficiency . |
| SpartanNash | SVP & Chief Supply Chain Officer | Apr 2021–Mar 2022 | Joined during leadership refresh; tasked with standardizing processes and driving cost-out across distribution network . |
| C&S Wholesale Grocers | SVP, Supply Chain | Apr 2009–Apr 2021 | Oversaw large-scale grocery distribution supply chain; drove operational efficiency initiatives . |
| C&S Wholesale Grocers | Regional VP of Operations | 2014–2019 | Led multi-facility operations improvements . |
| C&S Wholesale Grocers | Senior Director ES3/D2S | 2013–2014 | Optimized direct-to-store and ES3 operations . |
| C&S Wholesale Grocers | Director of Operations | 2012–2013 | Managed distribution center operations . |
| C&S Wholesale Grocers | General Manager (two facilities) | 2009–2012 | Ran facility P&L and execution . |
External Roles
- No public-company directorships or external board roles disclosed for Petko in SpartanNash proxies .
Fixed Compensation
- Petko is not a Named Executive Officer (NEO) in 2024–2025 proxies; base salary, target bonus %, and actual bonus paid are not itemized in the Summary Compensation Table (SCT) and related exhibits for him. SpartanNash’s EVP compensation framework comprises fixed base salary plus an Annual Incentive Plan (AIP) based on Adjusted EBITDA, with long-term equity (RSUs/PSUs) vesting over multi-year periods . The AIP is administered under the 2015 Executive Cash Incentive Plan . Restricted stock/RSUs vest in three equal annual tranches conditioned on continued employment .
Performance Compensation
| Component | Metric | Plan Design | Target/Payout Disclosure | Vesting |
|---|---|---|---|---|
| Annual Incentive Plan (AIP) | Adjusted EBITDA | Cash bonus under 2015 Executive Cash Incentive Plan; pre-established goals; capped opportunities . | Petko-specific target/payout not disclosed (not a NEO) . | Annual, paid following fiscal year-end . |
| Performance Share Units (2023 grants) | Cumulative Adjusted EPS; Average annual ROIC | 3-year performance period; payout 0–200% of target; cliff vest at end of period, service condition . | Petko-specific grant values not disclosed (not a NEO) . | Cliff vest at performance period end, subject to continued employment; retirement pro-rata rules apply . |
| Performance Share Units (2024 grants) | Cumulative Adjusted EPS; Sales | Mix of PSUs and RSUs; PSUs earned on EPS and Sales per 2024 design . | Petko-specific award values not disclosed (not a NEO) . | PSUs vest upon performance period completion; RSUs vest over 3 years . |
Equity Ownership & Alignment
| Policy/Item | Detail |
|---|---|
| Stock Ownership Guidelines | EVPs must hold company stock equal to ~300% of base salary; sales limited to no more than 50% of net shares vesting annually until guideline met . |
| Hedging/Pledging | Company prohibits hedging or pledging by officers, directors and associates . |
| Clawback | Incentive compensation recoverable for restatements, materially inaccurate metrics/financials, or misconduct in the prior 3 years . |
| Option Awards | Company does not grant stock options or SARs; none granted in 2024 . |
| Beneficial Ownership | Petko filed Form 3 upon joining (SVP Supply Chain) showing 0 common shares initially on 4/12/2021; subsequent Form 4 transactions not located in our document search . |
Employment Terms
| Topic | Provision |
|---|---|
| Employment Agreement | Executive officers have employment agreements with indefinite terms; termination at will by the Company, automatic termination upon death; severance conditioned on release and post-employment covenants (including non-competition) . |
| Severance (No CIC) | For executives other than the CEO, lump-sum equal to 1.5× (base salary + target AIP) upon termination without cause or for good reason; prorated AIP; COBRA reimbursements for ~18 months; other accrued amounts . |
| Change-in-Control (CIC) | For executives other than the CEO, lump-sum equal to 2.0× (base salary + target AIP); prorated AIP; continued benefits (health, tax/financial planning, life insurance); double-trigger equity vesting (RSUs vest; PSUs vest pro-rata at target or based on performance-to-date) . |
| Vesting Mechanics | RSUs vest on service-based schedules (three equal annual tranches); PSUs cliff vest after 3-year performance periods; retirement permits pro-rata PSU vesting . |
| Best-Net Provision | Agreements include “best-net” excise tax treatment (reduce to avoid excise tax or pay full benefits with executive paying taxes, whichever yields higher after-tax amount) . |
Performance & Track Record
- Supply chain transformation initiative launched in 2021 under refreshed leadership including Petko; focused on network strategy, procurement, transportation, and warehouse operations; management emphasized transformative goals .
- Management commentary in 2022 cited sustained warehouse throughput efficiency improvements under Petko’s leadership of supply chain operations .
- Company-selected performance measures for pay-versus-performance emphasize Adjusted EBITDA, with broader focus on Adjusted EPS and Net Sales, aligning operating execution with compensation outcomes .
Investment Implications
- Alignment: Strong alignment via ownership guidelines (EVP = 300% of salary), clawback policy, prohibition on hedging/pledging, and no options usage reduce misalignment and speculative risk; double-trigger CIC vesting avoids windfalls on mere change in control .
- Retention risk: Standard EVP severance multiples (1.5× non-CIC; 2.0× CIC) coupled with equity that vests over multiple years create retention hooks; sale restrictions until guideline compliance further limit insider selling pressure .
- Execution: Documented efficiency gains and a multi-year supply chain program under Petko suggest operational value creation levers; compensation metrics (Adjusted EBITDA/EPS/Sales) reinforce focus on profitability and scale, potentially improving cash generation and TSR if execution sustains .
- Data gaps: Petko was not a NEO in 2024–2025 proxies, so specific base salary, bonus outcomes, and grant values are not enumerated; monitor future proxies/8-Ks and Form 4s for grant activity and transactions .