David Coors
MOLSON COORS BEVERAGEAbout David Coors
David S. Coors (age 43) is a fifth‑generation Coors family member, Director since 2020 and Board Vice Chair since May 2023; effective at the conclusion of the May 14, 2025 annual meeting he was appointed Board Chair through 2027 . He serves as Executive Chairman of Coors Spirits Co. and previously led Next Generation Beverages, with prior commercial and international operating roles; he holds an MBA and Master of Engineering Management from Northwestern (Kellogg) and a BS in Operations Research/IE from Cornell .
Past Roles
| Organization | Role | Tenure | Committees/Impact |
|---|---|---|---|
| Molson Coors | Executive Chairman, Coors Spirits Co. | 2023–Present | Leads growth into spirits; brand and portfolio adjacency |
| Molson Coors | VP, Next Generation Beverages | 2019–2023 | Built beyond‑beer platforms |
| Molson Coors | Senior Director, Global Craft & Retail | 2017–2018 | Led craft/retail strategy |
| Molson Coors | General Manager, Australasia | 2013–2016 | P&L leadership, global operations |
| Molson Coors | Various management positions | 2010–2013 | Commercial/operational roles |
| AC Golden Brewing Co. LLC | President | 2018–Present | Subsidiary leadership (beer innovation) |
External Roles
| Organization | Role | Tenure | Notes |
|---|---|---|---|
| Adolph Coors Company LLC | Board of Directors | Ongoing | Family investment/holding entity |
| The Yuengling Company LLC (JV) | Director | Ongoing | MCBC JV governance (brand expansion) |
| Mario St. George Boiardi Foundation | Board/Advisor | Ongoing | Non‑profit involvement |
| Coors Western Art Advisory Committee | Committee Member | Ongoing | Community engagement |
| Visit Denver | Board/Advisor | Ongoing | Civic participation |
Board Governance
- Roles: Governance Committee Chair; Board Vice Chair (May 2023–May 2025); appointed Board Chair at 2025 annual meeting .
- Committee assignments: Governance Committee (Chair); member, Class A‑C Nominating Subcommittee; Governance Committee held 4 meetings in 2024 .
- Independence: Not listed among independent directors under NYSE and MCBC definitions; prior proxy explicitly indicated “Independent: NO” for David S. Coors .
- Attendance: Board met 9 times in 2024; all directors attended ≥75% of aggregate meetings; aggregate attendance ≥94% .
- Structure: MCBC is a “controlled company”; the Independent Governance Committee Member chairs executive sessions of independent directors and reviews agendas with the Chair/Vice Chair .
Fixed Compensation
| Year | Role | Cash Retainer ($) | Notes |
|---|---|---|---|
| 2024 | Board Vice Chair | 195,000 | Family directors receive cash; no DSU election |
| 2024 | Employee Compensation (non‑executive) | 436,970 | Salary, bonus, PSUs/RSUs/options (max PSU add’l value 54,057) |
Performance Compensation
| Grant | Instrument | Grant Date | Quantity | Grant‑date FV ($) | Vesting | Dividends |
|---|---|---|---|---|---|---|
| Annual Director Equity | RSUs | 2024‑05‑16 | 2,873 | 165,054 | Cliff vest 2027‑05‑16 or upon Board retirement | Cash equivalents paid at vest |
Directors’ equity is time‑based RSUs; no director options. Family directors take cash retainer; non‑family may elect DSUs or shares .
Other Directorships & Interlocks
| Entity | Relationship | Potential interlock/conflict notes |
|---|---|---|
| Adolph Coors Company LLC | Family entity board | Related‑party proximity via family holdings |
| The Yuengling Company LLC (MCBC JV) | JV director | Governance link to JV performance/strategic decisions |
Expertise & Qualifications
- P&L leadership; brand management/marketing; consumer goods; innovation; digital/e‑commerce; international operations; supply chain; M&A; human capital .
Equity Ownership
| Item | Detail |
|---|---|
| Director RSUs outstanding (12/31/2024) | 8,396 RSUs; excludes 2,292 RSUs from employee grants |
| DSUs outstanding | None disclosed for David S. Coors |
| Ownership guideline | 5× annual retainer required by 5th year; all directors meet or are on track |
Insider Transactions (Form 4 – recent)
| Filing Date | Transaction Date | Type | Shares | Price ($) | Post‑Txn Holdings | Source |
|---|---|---|---|---|---|---|
| 2025‑11‑06 | 2025‑11‑05 | Open market purchase | 2,245 | 44.465 | 30,586 | |
| 2025‑05‑16 | 2025‑05‑15 | Director award (RSU/stock) | 3,022 | 0.00 | 28,341 |
Governance Assessment
-
Strengths
- Deep operating experience; portfolio adjacency leadership (spirits) and international roles align with strategy .
- Active leadership of Governance Committee; robust board processes include third‑party effectiveness assessment and independent executive sessions .
- Clear anti‑pledging/hedging policies with Audit Committee oversight; director ownership requirements reinforce alignment .
-
Concerns and potential conflicts
- RED FLAG: Not independent under NYSE/MCBC criteria; dual role as employee and Board Chair/Vice Chair increases related‑party exposure .
- RED FLAG: Family relationships (son of Peter H. Coors; brother of Peter J. Coors) and service on the Class A‑C nominating subcommittee concentrate influence over board composition .
- Related‑person policy requires full Board approval for transactions with Molson/Coors affiliates; David and Peter J. Coors’ employment and compensation are disclosed as related‑party context .
- Director pay structure for family directors is fully cash for retainers (no DSU election), reducing deferral but RSU grants remain .
-
Engagement/attendance signal
- Board and committee attendance in 2024 remained strong (aggregate ≥94%), supporting effectiveness; Governance Committee met 4 times .
Appendix: Director Compensation Details (2024)
| Component | Amount ($) |
|---|---|
| Fees earned or paid in cash (Vice Chair) | 195,000 |
| Stock awards (RSUs) | 165,054 |
| Total | 360,054 |
| Election | 100% cash retainer (no DSUs) |
References
- Director biography, roles, and skills:
- Board leadership transition:
- Independence determination: and prior “Independent: NO” disclosure
- Committee membership and meetings:
- Family relationships:
- Board attendance:
- Director compensation framework and elections:
- Insider trading policy and anti‑pledging framework:
- Related‑party transactions policy and family employment disclosure:
- Education and AC Golden role: