Dale Knecht
TTM TECHNOLOGIESAbout Dale Knecht
Dale Knecht, 62, is Senior Vice President of Global Information Technology at TTM Technologies, serving in this role since January 2014; he previously served as Vice President of Information Technology from 2007–2013. He holds a B.S. in Mathematics from Lafayette College and an executive master’s degree in cybersecurity from Brown University, and earlier held senior IT roles at Tyco Electronics and AMP Inc. . As context for performance alignment at TTM, recent operating results include Q3 2025 net sales of $752.7M (+22% y/y), adjusted EBITDA of $120.9M, and free cash flow of $42.6M, reflecting improved profitability and cash generation . TTM’s pay framework emphasizes measurable performance, with strong shareholder support (97.7% Say-on-Pay approval in 2024) and explicit use of revenue, adjusted EBITDA, operating income, cash flow conversion, and TSR in incentives .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| TTM Technologies | SVP, Global Information Technology | 2014–present | Leads enterprise IT and cybersecurity supporting multi-segment operations |
| TTM Technologies | VP, Information Technology | 2007–2013 | Oversaw IT transformation as TTM scaled operations |
| Tyco Electronics Printed Circuit Group | VP, Information Technology | 2001–2006 | Drove IT governance; dual role as Director of IT Regional Governance – North America (2003–2006) |
| AMP Inc. | Regional Systems Manager (LatAm & Canada); Manager, SAP Global Support | 1993–2001 | Managed regional systems and SAP global support |
External Roles
No external board roles or public company directorships are disclosed for Knecht .
Fixed Compensation
| Component | Detail | Notes |
|---|---|---|
| Base Salary | Not disclosed for Knecht | Company discloses NEO salaries; Knecht is an executive officer but not a NEO in 2024–2025 proxies |
| Annual Bonus (TIP) | Program targets set annually; financial metrics comprise 90% and individual goals 10% of bonus | Minimum payout threshold requires achieving at least 60% of target operating income (2025 proxy) |
| Employment Agreement | None | Company policy: no executive employment agreements |
| Perquisites | Limited; no excessive perquisites | Policy statement |
Performance Compensation
| Incentive Type | Metric | Weighting | Targeting/Mechanics | Thresholds/Caps | Vesting |
|---|---|---|---|---|---|
| TIP (annual cash) | Operating income; sector operating income; global cash flow as % of revenue; individual goals | 90% financial; 10% individual | Targets set by HCCC annually | Minimum payout only if ≥60% of target operating income; capped payouts to mitigate risk | Annual |
| RSUs (time-based) | Continued service | N/A | 3-year vesting in equal annual installments | N/A | 1/3 per year over 3 years; pro‑rata vesting possible on death, disability, retirement (age ≥62 and ≥5 years service) |
| PRUs (performance-based) | Annual revenue and adjusted EBITDA (equally weighted) with 3-year TSR component | 50% revenue; 50% adj. EBITDA; TSR additive for 2023 awards | 3-year performance period; TSR component calibrated vs TSR peer group | TSR component: 50% payout at 25th percentile; 100% at 50th; 200% at ≥75th percentile; overall caps to limit risk | Requires continuous employment through period; pro‑rata vesting possible on death/disability/retirement |
Equity award mix for NEOs historically: RSUs 45% / PRUs 55%; CEO RSUs 30% / PRUs 70% (program design context) .
Equity Ownership & Alignment
| Item | Detail | Status/Value |
|---|---|---|
| Beneficial ownership (Knecht) | Individual share count not disclosed in proxy tables excerpted | Not disclosed; group total for directors/executives (22 persons) is 1,335,609 shares (1.3% of outstanding) |
| Ownership guidelines | CEO 5× salary; CEO direct reports 3× salary, to be attained within 5 years | Applies to executive officers; promotes alignment; hedging/pledging prohibited |
| Hedging/Pledging | Prohibited for executives | Risk‑mitigating governance control |
| Clawback policy | Restatement-based mandatory recovery; Code of Conduct violations may trigger forfeiture/reimbursement up to 3 years | Updated in 2023; policy available on company website |
| 10b5‑1 plan (Knecht) | Adoption: Aug 8, 2025; Rule 10b5‑1 plan; expiration: Jun 30, 2026; shares: “indeterminable” | Structured as sell‑to‑cover for RSU/PRU tax withholding only, reducing discretionary sale pressure |
Employment Terms
| Provision | Knecht | Company Policy / Reference |
|---|---|---|
| Employment agreement | None | Company states no executive employment agreements |
| Indemnification | Yes (officers have indemnification agreements) | Amended & restated indemnification agreements for directors; indemnification agreements for certain officers including NEOs |
| CIC severance (double trigger) | Not specifically disclosed for Knecht | NEO agreements: 2× (base salary + target bonus) upon CIC termination; immediate vesting of unvested RSUs/PRUs; 12‑month non‑solicit |
| Change in PRU treatment | TSR and performance measured at CIC if awards not assumed | PRU payout mechanics defined under CIC |
| Stock ownership & trading | Hedging/pledging prohibited; 10b5‑1 plans allowed | Governance guardrails; Table of adopted plans shows Knecht’s sell‑to‑cover plan |
Company Performance Context (Recent)
| Metric | Q3 2024 | Q3 2025 |
|---|---|---|
| Total net sales ($USD thousands) | $616,538 | $752,736 |
| Adjusted EBITDA ($USD thousands) | $100,623 | $120,915 |
| Adjusted EBITDA margin (%) | 16.3% | 16.1% |
| Operating cash flow ($USD thousands) | $65,090 | $141,803 |
| Capital expenditures, net ($USD thousands) | $(40,859) | $(99,233) |
| Free cash flow ($USD thousands) | $24,231 | $42,570 |
Investment Implications
- Alignment: Knecht operates within a robust pay-for-performance system with equal weighting of revenue and adjusted EBITDA in PRUs, additive TSR, strict ownership guidelines (3× salary for CEO direct reports), and prohibitions on hedging/pledging—factors that align incentives with long-term TSR while mitigating risk .
- Selling pressure: His Rule 10b5‑1 plan is explicitly structured for sell‑to‑cover tax withholding on RSU/PRU vesting, suggesting limited discretionary selling pressure and reducing adverse trading signal risk .
- Retention risk: RSUs vest over 3 years and PRUs require continuous service across a 3-year performance period, creating retention hooks; company-wide clawback, ownership guidelines, and non‑solicit in CIC agreements further stabilize senior leadership retention dynamics .
- Performance backdrop: Strong y/y sales growth and improved free cash flow in 2025 support incentive realizations under PRU/TIP frameworks; continued emphasis on operating income and cash flow conversion ties compensation outcomes to quality of earnings, favorable for investor alignment .
- Disclosure gap: Knecht’s individual salary, bonus target, and beneficial ownership are not itemized in the proxy—monitor future filings and Form 4s for updates to quantify skin‑in‑the‑game and any changes in trading plans .