Gina Collins
About Gina Collins
Gina Collins is Trulieve’s Chief Marketing Officer (CMO) and has served in this role since 2022; she is 52 years old and holds a BBA from Georgia State University and an MS in the Management of Technology from the University of Alabama . Her background spans 25+ years across large public CPG and retail companies (Coca‑Cola, Build‑A‑Bear Workshop, Outback Steakhouse) with a track record in brand building, customer loyalty, and operational efficiency . Company performance context in 2024: revenue $1.2B, Adjusted EBITDA $420M (35% margin), and net loss attributable to common shareholders of $155M; company “pay‑for‑performance” analyses reference these core metrics and cumulative TSR of $16.39 per initial $100 invested since 12/31/2020 . Marketing execution indicators in 2025 include 820,000 rewards program members accounting for 77% of transactions in Q3, new product launches, and a mobile app for Florida customers .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Coca‑Cola | Executive roles in brand marketing | Not disclosed | Global/domestic brand strategy leadership; aligned corporate goals to drive revenue growth and customer loyalty |
| Build‑A‑Bear Workshop | Executive roles in brand marketing | Not disclosed | Award‑winning consumer strategy execution; operational efficiency and brand recognition |
| Outback Steakhouse | Executive roles in brand marketing | Not disclosed | Category growth initiatives and customer engagement across retail channels |
External Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| None disclosed | — | — | The 2025 proxy identifies Collins as an executive officer; no public company board or committee roles disclosed |
Fixed Compensation
- Gina Collins’ specific base salary, bonus targets, and realized bonuses are not disclosed in Trulieve’s 2025 proxy; she is not a named executive officer (NEO) for 2024 .
- Company program design for executives centers on pay‑for‑performance with fixed base salary, variable annual cash incentives tied to pre‑defined goals, and equity awards (options and RSUs); short‑term incentives are 100% tied to performance .
- Governance guardrails include no tax gross‑ups, no single‑trigger change‑of‑control benefits in agreements, no hedging or short sales of shares, and no option repricing without shareholder approval .
Performance Compensation
| Metric | Weighting | Target | Actual (FY 2024) | Payout | Vesting |
|---|---|---|---|---|---|
| Adjusted EBITDA | Not disclosed | Not disclosed | $420,230,000 | Not disclosed | Options/RSUs: options vest equally over 3 years; RSUs vest 50% in year 2, 50% in year 3 (NEO practice) |
| Revenue | Not disclosed | Not disclosed | $1,200,000,000 | Not disclosed | As above |
| Cash Flow from Operations | Not disclosed | Not disclosed | $271,000,000 | Not disclosed | As above |
Company disclosure identifies Adjusted EBITDA, Revenue, and Cash Flow from Operations as the most important measures linking pay to performance; specific targets/weightings/payouts for Collins are not provided .
Pay‑versus‑Performance Company Benchmarks (context)
| Metric | FY 2021 | FY 2022 | FY 2023 | FY 2024 |
|---|---|---|---|---|
| Net Income (Loss) Attributable to Common Shareholders ($000s) | 18,032 | (246,064) | (526,796) | (155,105) |
| Adjusted EBITDA ($000s) | 384,796 | 398,249 | 322,334 | 420,230 |
| Company Cumulative TSR (Value of $100 Investment) ($) | 82.26 | 23.94 | 16.48 | 16.39 |
Equity Ownership & Alignment
- Collins’ personal beneficial ownership (shares/options/RSUs) is not disclosed in the 2025 proxy’s ownership tables, which list directors and 2024 NEOs only; thus, vested/unvested breakdowns, pledging, and guideline compliance cannot be assessed .
- Director stock ownership guidelines exist (3x annual cash retainer); executive stock ownership guidelines are not disclosed .
- Amended 2021 Omnibus Incentive Plan (approved June 12, 2025) adds 10,000,000 shares to the pool; plan features include accelerated vesting of replacement awards upon involuntary termination following a change‑in‑control (non‑cause), performance awards deemed satisfied at target upon such termination, and dividends/dividend equivalents subject to the same performance/service conditions as underlying awards .
- Prohibitions include hedging/short sales and derivative transactions relating to shares, supporting alignment with shareholders .
Employment Terms
- No executive employment agreement is disclosed for Collins; therefore severance multiples, triggers, non‑compete/non‑solicit terms, garden leave, and consulting arrangements are not available. Company practice (from CEO/CFO agreements) indicates market‑standard severance (e.g., 2–2.5x base+bonus with double‑trigger CoC, prorated bonus, COBRA subsidies) and immediate vesting of time‑based equity upon qualified terminations, with performance‑based vesting only upon certification .
- A 280G “best‑net” cutback applies (no excise tax gross‑ups; benefits reduced to maximize after‑tax value if needed) .
- Plan‑level mechanics govern award treatment on CoC and termination events, including Section 409A compliance for deferred comp awards .
Investment Implications
- Compensation alignment: Company structure emphasizes variable, performance‑linked pay (cash incentives and equity) and prohibits hedging/gross‑ups, which generally aligns executives with shareholders; lack of Gina‑specific disclosures limits precision of pay‑for‑performance assessment for the CMO role .
- Retention risk: The expanded Amended 2021 Plan share pool and standard severance/co‑c acceleration architecture suggest tools exist to retain/exit executives; however, absence of Collins’ ownership/vesting detail prevents assessment of near‑term selling pressure or retention hooks .
- Trading signals: Marketing KPIs (loyalty penetration, product launches, app engagement) improved in 2025, but attribution to individual executives is not stated; monitor future equity grants under the Amended 2021 Plan and any Form 4 filings for Collins to gauge vesting cycles and potential sales .
- Governance: No single‑trigger CoC, no option repricing without shareholder approval, and a 280G cutback mitigate shareholder‑unfriendly practices; say‑on‑pay presented for approval but vote percentages not disclosed in the proxy .