Sign in

You're signed outSign in or to get full access.

Alex E. Washington, III

Director at WINTRUST FINANCIALWINTRUST FINANCIAL
Board

About Alex E. Washington, III

Independent director since 2020 (age 51 at 2025 annual meeting), Washington is a Managing Director at Wind Point Partners and holds a BA in Finance (Morehouse College) and an MBA (Harvard Business School); he is a Class VI Kauffman Fellow . He serves on boards of several private companies (e.g., Quantix, Ascensus Specialties, Hardgards, HASA) and is a director of Wintrust Bank, where he chairs the bank’s Audit Committee . The Board highlights his M&A, underwriting, valuation and capital raising expertise relevant to WTFC’s transaction evaluation and risk oversight .

Past Roles

OrganizationRoleTenureCommittees/Impact
Wind Point PartnersManaging Director2002–presentBoard experience across multiple portfolio companies; M&A and valuation expertise
J.H. WhitneyProfessional (private equity)Prior to 2002Investment experience supporting capital allocation judgment
Donaldson Lufkin & JenretteProfessionalPrior to 2002Investment banking background
McKinsey & CompanyProfessionalPrior to 2002Strategic analysis skill set

External Roles

OrganizationRoleTenureNotes
Wintrust BankDirector; chairs Audit CommitteeCurrentSubsidiary board within WTFC enterprise
QuantixDirectorCurrentPrivate company board (chemicals/logistics)
Ascensus SpecialtiesDirectorCurrentPrivate company board (specialty chemicals)
HardgardsDirectorCurrentPrivate company board (industrial/consumer)
HASADirectorCurrentPrivate company board (water treatment)
Chicago Council on Global AffairsBoard memberCurrentCivic role
Art Institute of ChicagoBoard memberCurrentCivic role
Chicago Foundation for EducationLife trusteeCurrentCivic role

Board Governance

  • Independence: Non-employee director; Board committees (other than Executive) are composed of independent directors under Nasdaq standards . WTFC prohibits director hedging, short selling, and pledging of company stock .
  • Attendance and engagement: Board met six times in 2024; each director attended >90% of Board and committee meetings. In 2023, Board met five times; each director attended >77% .
  • Committee assignments:
    • As of 2025 proxy date: Audit (Member), Risk Management (Chair), IT/IS (Member), Executive (Member) .
    • Following 2025 Annual Meeting (expected): Compensation (Member), Finance (Chair), Executive (Member) .
Committee StructureCurrent (as of proxy)Post-Annual Meeting (expected)
AuditMember Member
CompensationMember
Risk ManagementChair Chair (Brian A. Kenney chairs; Washington moves to Finance)
FinanceChair
IT/ISMember
ExecutiveMember Member

Fixed Compensation

  • WTFC non-employee director program: Annual Board Fee Retainer $160,000 (2024), Annual Committee Fee Retainer $10,000 per committee (excluding Executive), committee meeting fees only if >5 meetings, chair fees $25,000 (Audit, Compensation, Finance, IT/IS, Nominating, Risk Management), Board chair fee $60,000; directors may elect fees in stock; subsidiary board service is additionally compensated .
Metric ($)FY 2022FY 2023FY 2024
Fees Earned or Paid in Cash$185,400 $175,200 $205,000
Stock Awards
Option Awards
All Other Compensation$18,292 $27,238 $32,512
Total$203,692 $202,438 $237,512
Fees Elected in Common Stock$185,400 $175,200 $205,000
Subsidiary Service/Dividends Detail (in All Other)$7,892 dividends; $10,400 subsidiary fees $13,238 dividends; $14,000 subsidiary fees $19,612 dividends; $12,900 subsidiary fees

Performance Compensation

  • WTFC does not award performance-based equity or options to non-employee directors; directors can defer fee-equivalent stock into Units under the 2005 Directors Deferred Fee and Stock Plan with dividend-equivalent Units; cash deferrals accrue interest at 91-day T-bill discount rate; distributions occur post-retirement per deferral election .
Program Component2024 Terms
Annual Board Fee Retainer$160,000 (cash or common stock)
Annual Committee Fee Retainer$10,000 per committee (ex-Executive)
Committee Chair Fee$25,000 (Audit, Comp, Finance, IT/IS, Nominating, Risk)
Meeting Fees (Board)Only if >6 meetings: $2,000 in-person / $1,500 virtual
Meeting Fees (Committees)Only if >5 meetings: $2,000 in-person / $1,500 virtual
Director Plan (Stock Deferral)Units credited; dividend-equivalent Units; no voting rights
Director Plan (Cash Deferral)Accrues 91-day T-bill discount rate interest; unsecured

Other Directorships & Interlocks

CompanyTypeRolePotential Interlock/Conflict Notes
Wintrust Bank (subsidiary)Bank subsidiaryDirector; Audit ChairSubsidiary oversight; “All Other Compensation” includes subsidiary fees—disclosed annually
Quantix; Ascensus Specialties; Hardgards; HASAPrivate companiesDirectorNo related-party transactions disclosed with WTFC
Civic boards (Chicago Council on Global Affairs; Art Institute; Chicago Foundation for Education)Non-profitBoard/Life trusteeGovernance and community engagement

Expertise & Qualifications

  • Transactional rigor: Extensive private equity experience in M&A underwriting, valuation, and capital raising aligned with WTFC’s acquisition and financing activities .
  • Financial governance: Chairs Wintrust Bank’s Audit Committee; prior roles in PE and IB enhance audit, risk, and liquidity oversight .
  • Education and credentials: BA Finance (Morehouse), MBA (Harvard), Kauffman Fellow .

Equity Ownership

  • WTFC prohibits hedging/short selling and pledging by directors and employees; directors must maintain significant ownership per guidelines .
  • Director stock ownership guideline: Minimum of 4x annual retainer value; $560,000 for 2023 and $640,000 for 2024; to be met within four years of joining the Board; all non-employee directors either met or were on track as of the record date in 2024 .
Metric202320242025
Common Shares Beneficially Owned5,617 5,617 5,617
Restricted Stock Units— (not listed) — (not listed) 12,332 Units
Deferred Shares (Director Plan Units)7,313 9,974 — (Units presented under RSUs for 2025)
Total Ownership (incl. RSUs/Deferred Units)12,930 15,591 17,949
Shares Pledged as CollateralProhibited by policy Prohibited by policy Prohibited by policy

Insider Trades (Form 4 – latest activity)

Transaction DateTypeSharesPricePost-Transaction OwnershipSEC Link
2025-09-30Award (A)472$123.9819,435
2025-06-30Award (A)548$112.4618,963

Say‑on‑Pay & Shareholder Feedback

Item2023 Annual Meeting2024 Annual Meeting
Advisory Vote on Executive Compensation (For/Against/Abstain/Broker Non-Votes)49,251,584 / 2,498,827 / 81,591 / 2,355,711 53,032,605 / 1,008,965 / 49,594 / 2,413,651

Governance Assessment

  • Strengths:

    • Deep M&A and valuation competency; active leadership in risk and finance committees (Risk Management Chair as of 2025 proxy; expected Finance Chair post‑meeting) supports board effectiveness in credit and transaction oversight .
    • High attendance and engagement; board conducts regular executive sessions and self‑assessments; robust director training and independence across committees .
    • Strong alignment policies: stock ownership guidelines, clawback adoption aligned with SEC/Nasdaq rules, and bans on hedging/pledging/short selling increase investor confidence .
  • Compensation/Ownership alignment:

    • Elects to take director fees in stock (fee‑in‑stock election of $205,000 in 2024), builds ownership via deferred stock Units and dividend equivalents; ownership increased from total 12,930 (2023) to 17,949 (2025) .
  • Potential conflicts and red flags:

    • No related‑party transactions involving Washington disclosed; Nominating Committee reviews related‑party transactions; subsidiary board service is disclosed and compensated transparently via “All Other Compensation” .
    • No pledging/hedging; no option repricing; say‑on‑pay support remained strong (2023 and 2024) .
  • Implications: Washington’s finance and transaction orientation, plus expected Finance Committee chair role, point to continuity in disciplined capital allocation and risk governance; his fee‑in‑stock elections and unit accumulation improve alignment, while the company’s prohibitions and ownership policies mitigate common governance risks .