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This excerpt taken from the EBAY 10-K filed Feb 17, 2010. We depend on key personnel. Our future performance depends substantially on the continued services of our senior management and other key personnel and our ability to retain and motivate them. We do not have long-term employment agreements with any of our key personnel, we do not maintain any “key person” life insurance policies, and some members of our senior management team have fully vested the vast majority of their in-the-money equity incentives. The loss of the services of any of our executive officers or other key employees could harm our business. Our new businesses all depend on attracting and retaining key personnel. Our future success also will depend on our ability to attract, train, retain and motivate highly skilled technical, managerial, marketing, and customer support personnel. Competition for these personnel is intense, and we may be unable to successfully attract, integrate, or retain sufficiently qualified personnel. In making employment decisions, particularly in the Internet and high-
37
Table of Contentstechnology industries, job candidates often consider the value of the equity awards they would receive in connection with their employment. Fluctuations in our stock price may make it more difficult to retain and motivate employees whose stock option strike prices are substantially above current market prices. Similarly, decreases in the number of unvested in-the-money stock options held by existing employees, whether because our stock price has declined, options have vested, or because the size of follow-on option grants has declined, may make it more difficult to retain and motivate employees. This excerpt taken from the EBAY 10-Q filed Apr 28, 2009. We depend on key personnel. Our future performance depends substantially on the continued services of our senior management and other key personnel and our ability to retain and motivate them. We recently changed our Chief Executive Officer and the heads of all three of our business units. These changes may result in increased attrition of our personnel as new reporting relationships are established and as other companies may increasingly target our executives. We do not have long-term employment agreements with any of our key personnel, we do not maintain any “key person” life insurance policies, and some members of our senior management team have fully vested the vast majority of their in-the-money equity incentives. The loss of the services of any of our executive officers or other key employees could harm our business. Our new businesses all depend on attracting and retaining key personnel. Our future success also will depend on our ability to attract, train, retain and motivate highly skilled technical, managerial, marketing, and customer support personnel. Competition for these personnel is intense, and we may be unable to successfully attract, integrate, or retain sufficiently qualified personnel. In making employment decisions, particularly in the Internet and high-technology industries, job candidates often consider the value of the equity awards they would receive in connection with their employment. Fluctuations in our stock price may make it more difficult to retain and motivate employees whose stock option strike prices are substantially above current market prices. Similarly, decreases in the number of unvested in-the-money stock options held by existing employees, whether because our stock price has declined, options have vested, or because the size of follow-on option grants has declined, may make it more difficult to retain and motivate employees. In the fourth quarter of 2008, we undertook a plan to reduce our global workforce to simplify and streamline our organization, improve our cost structure and strengthen our overall businesses. These changes have resulted in the recording of related accounting charges and could harm employee morale and productivity and be disruptive to our business. These excerpts taken from the EBAY 10-K filed Feb 20, 2009. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. We recently changed our
Chief Executive Officer and the heads of all three of our
business units. These changes may result in increased attrition
of our personnel as new
Table of Contents
reporting relationships are established and as other companies
may increasingly target our executives. We do not have long-term
employment agreements with any of our key personnel, we do not
maintain any “key person” life insurance policies, and
many members of our senior management team have fully vested the
vast majority of their in-the-money equity incentives. The loss
of the services of any of our executive officers or other key
employees could harm our business. Our new businesses all depend
on attracting and retaining key personnel. Our future success
also will depend on our ability to attract, train, retain and
motivate highly skilled technical, managerial, marketing, and
customer support personnel. Competition for these personnel is
intense, and we may be unable to successfully attract,
integrate, or retain sufficiently qualified personnel. In making
employment decisions, particularly in the Internet and
high-technology industries, job candidates often consider the
value of the equity awards they are to receive in connection
with their employment. Fluctuations in our stock price may make
it more difficult to retain and motivate employees whose stock
option strike prices are substantially above current market
prices. Similarly, decreases in the number of unvested
in-the-money stock options held by existing employees, whether
because our stock price has declined, options have vested, or
because the size of follow-on option grants has declined, may
make it more difficult to retain and motivate employees.
In the fourth quarter of 2008, we undertook a plan to reduce our
global workforce to simplify and streamline our organization,
improve our cost structure and strengthen our overall
businesses. These changes have resulted in the recording of
related accounting charges and could harm employee morale and
productivity and be disruptive to our business.
We depend on key personnel. Our future performance depends substantially on the continued services of our senior management and other key personnel and our ability to retain and motivate them. We recently changed our Chief Executive Officer and the heads of all three of our business units. These changes may result in increased attrition of our personnel as new
Table of Contentsreporting relationships are established and as other companies may increasingly target our executives. We do not have long-term employment agreements with any of our key personnel, we do not maintain any “key person” life insurance policies, and many members of our senior management team have fully vested the vast majority of their in-the-money equity incentives. The loss of the services of any of our executive officers or other key employees could harm our business. Our new businesses all depend on attracting and retaining key personnel. Our future success also will depend on our ability to attract, train, retain and motivate highly skilled technical, managerial, marketing, and customer support personnel. Competition for these personnel is intense, and we may be unable to successfully attract, integrate, or retain sufficiently qualified personnel. In making employment decisions, particularly in the Internet and high-technology industries, job candidates often consider the value of the equity awards they are to receive in connection with their employment. Fluctuations in our stock price may make it more difficult to retain and motivate employees whose stock option strike prices are substantially above current market prices. Similarly, decreases in the number of unvested in-the-money stock options held by existing employees, whether because our stock price has declined, options have vested, or because the size of follow-on option grants has declined, may make it more difficult to retain and motivate employees. In the fourth quarter of 2008, we undertook a plan to reduce our global workforce to simplify and streamline our organization, improve our cost structure and strengthen our overall businesses. These changes have resulted in the recording of related accounting charges and could harm employee morale and productivity and be disruptive to our business. This excerpt taken from the EBAY 10-Q filed Oct 23, 2008. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. We recently changed our
Chief Executive Officer and the heads of all three of our
business units. These changes may result in increased attrition
of our personnel as new reporting relationships are established
and as other companies may increasingly target our executives.
We do not have long-term employment agreements with any of our
key personnel, we do not maintain any “key person”
life insurance policies, and many members of our senior
management team have fully vested the vast majority of their
in-the-money equity incentives. The loss of the services of any
of our executive officers or other key employees could harm our
business. Our new businesses all depend on attracting and
retaining key personnel. Our future success also will depend on
our ability to attract, train, retain and motivate highly
skilled technical, managerial, marketing, and customer support
personnel. Competition for these personnel is intense, and we
may be unable to successfully attract, integrate, or retain
sufficiently qualified personnel. In making employment
decisions, particularly in the Internet and high-technology
industries, job candidates often consider the value of the
equity awards they are to receive in connection with their
employment. Fluctuations in our stock price may make it more
difficult to retain and motivate employees whose stock option
strike prices are substantially above current market prices.
Similarly, decreases in the number of unvested in-the-money
stock options held by existing employees, whether because our
stock price has declined, options have vested, or because the
size of follow-on option grants has declined, may make it more
difficult to retain and motivate employees.
In October 2008, we announced our plans to reduce our global
workforce to simplify and streamline our organization, improve
our cost structure and strengthen our overall businesses. These
changes will result in the recording of related accounting
charges and could harm employee morale and productivity and be
disruptive to our business.
This excerpt taken from the EBAY 10-Q filed Jul 24, 2008. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. We recently changed our
Chief Executive Officer and the heads of all three of our
business units. These changes may result in increased attrition
of our personnel as new reporting relationships are established
and as other companies may increasingly target our executives.
We do not have long-term employment agreements with any of our
key personnel, we do not maintain any “key person”
life insurance policies, and many members of our senior
management team have fully vested the vast majority of their
in-the-money equity incentives. The loss of the services of any
of our executive officers or other key employees could harm our
business. Our new businesses all depend on attracting and
retaining key personnel. Our future success also will depend on
our ability to attract, train, retain and motivate highly
skilled technical, managerial, marketing, and customer support
personnel. Competition for these personnel is intense, and we
may be unable to successfully attract, integrate, or retain
sufficiently qualified personnel. In making employment
decisions, particularly in the Internet and high-technology
industries, job candidates often consider the value of the
equity awards they are to receive in connection with their
employment. Fluctuations in our stock price may make it more
difficult to retain and motivate employees whose stock option
strike prices are substantially above current market prices.
Similarly, decreases in the number of unvested in-the-money
stock options held by existing employees, whether because our
stock price has declined, options have vested, or because the
size of follow-on option grants has declined, may make it more
difficult to retain and motivate employees.
This excerpt taken from the EBAY 10-Q filed Apr 24, 2008. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. We recently changed our
Chief Executive Officer and the heads of all three of our
business units. These changes may result in increased attrition
of our personnel as new reporting relationships are established
and as other companies may increasingly target our executives.
We do not have long-term employment agreements with any of our
key personnel, we do not maintain any “key person”
life insurance policies, and many members of our senior
management team have fully vested the vast majority of their
in-the-money equity incentives. The loss of the services of any
of our executive officers or other key employees could harm our
business. Our new businesses all depend on attracting and
retaining key personnel. Our future success also will depend on
our ability to attract, train, retain and motivate highly
skilled technical, managerial, marketing, and customer support
personnel. Competition for these personnel is intense, and we
may be unable to successfully attract, integrate, or retain
sufficiently qualified personnel. In making employment
decisions, particularly in the Internet and high-technology
industries, job candidates often consider the value of the
equity awards they are to receive in connection with their
employment. Fluctuations in our stock price may make it more
difficult to retain and motivate employees whose stock option
strike prices are substantially above current market prices.
Similarly, decreases in the number of unvested in-the-money
stock options held by existing employees, whether because our
stock price has declined, options have vested, or because the
size of follow-on option grants has declined, may make it more
difficult to retain and motivate employees.
This excerpt taken from the EBAY 10-Q filed Apr 24, 2008. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. We recently changed our
Chief Executive Officer and the heads of all three of our
business units. These changes may result in increased attrition
of our personnel as new reporting relationships are established
and as other companies may increasingly target our executives.
We do not have long-term employment agreements with any of our
key personnel, we do not maintain any “key person”
life insurance policies, and many members of our senior
management team have fully vested the vast majority of their
in-the-money equity incentives. The loss of the services of any
of our executive officers or other key employees could harm our
business. Our new businesses all depend on attracting and
retaining key personnel. Our future success also will depend on
our ability to attract, train, retain and motivate highly
skilled technical, managerial, marketing, and customer support
personnel. Competition for these personnel is intense, and we
may be unable to successfully attract, integrate, or retain
sufficiently qualified personnel. In making employment
decisions, particularly in the Internet and high-technology
industries, job candidates often consider the value of the
equity awards they are to receive in connection with their
employment. Fluctuations in our stock price may make it more
difficult to retain and motivate employees whose stock option
strike prices are substantially above current market prices.
Similarly, decreases in the number of unvested in-the-money
stock options held by existing employees, whether because our
stock price has declined, options have vested, or because the
size of follow-on option grants has declined, may make it more
difficult to retain and motivate employees.
These excerpts taken from the EBAY 10-K filed Feb 29, 2008. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. In January 2008, we
announced that Meg Whitman will be resigning as our president
and chief executive officer effective March 31, 2008, and
that John Donahoe has been named by our board of directors to
succeed Ms. Whitman as our president and chief executive
officer upon Ms. Whitman’s resignation, as well as
other significant changes in our executive management. These
changes may result in increased attrition of our personnel as
new reporting relationships are established and as other
companies may increasingly target our executives. We do not have
long-term employment agreements with any of our key personnel,
we do not maintain any “key person” life insurance
policies, and many members of our senior management team have
fully vested the vast majority of their in-the-money equity
incentives. The loss of the services of any of our executive
officers or other key employees could harm our business. Our new
businesses all depend on attracting and retaining key personnel.
Our future success also will depend on our ability to attract,
train, retain and motivate highly skilled technical, managerial,
marketing, and customer support personnel. Competition for these
personnel is intense, and we may be unable to successfully
attract, integrate, or retain sufficiently qualified personnel.
In making employment decisions, particularly in the Internet and
high-technology industries, job candidates often consider the
value of the equity awards they are to receive in connection
with their employment. Fluctuations in our stock price may make
it more difficult to retain and motivate employees whose stock
option strike prices are substantially above current market
prices. Similarly, decreases in the number of unvested
in-the-money stock options held by existing employees, whether
because our stock price has declined, options have vested,
Table of Contents
or because the size of follow-on option grants has declined, may
make it more difficult to retain and motivate employees.
We depend on key personnel. Our future performance depends substantially on the continued services of our senior management and other key personnel and our ability to retain and motivate them. In January 2008, we announced that Meg Whitman will be resigning as our president and chief executive officer effective March 31, 2008, and that John Donahoe has been named by our board of directors to succeed Ms. Whitman as our president and chief executive officer upon Ms. Whitman’s resignation, as well as other significant changes in our executive management. These changes may result in increased attrition of our personnel as new reporting relationships are established and as other companies may increasingly target our executives. We do not have long-term employment agreements with any of our key personnel, we do not maintain any “key person” life insurance policies, and many members of our senior management team have fully vested the vast majority of their in-the-money equity incentives. The loss of the services of any of our executive officers or other key employees could harm our business. Our new businesses all depend on attracting and retaining key personnel. Our future success also will depend on our ability to attract, train, retain and motivate highly skilled technical, managerial, marketing, and customer support personnel. Competition for these personnel is intense, and we may be unable to successfully attract, integrate, or retain sufficiently qualified personnel. In making employment decisions, particularly in the Internet and high-technology industries, job candidates often consider the value of the equity awards they are to receive in connection with their employment. Fluctuations in our stock price may make it more difficult to retain and motivate employees whose stock option strike prices are substantially above current market prices. Similarly, decreases in the number of unvested in-the-money stock options held by existing employees, whether because our stock price has declined, options have vested,
Table of Contentsor because the size of follow-on option grants has declined, may make it more difficult to retain and motivate employees. This excerpt taken from the EBAY 10-Q filed Oct 29, 2007. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. The loss of the
services of any of our executive officers or other key employees
could harm our business. We do not have long-term employment
agreements with any of our key personnel, we do not maintain any
“key person” life insurance policies, and our Chief
Executive Officer and many other members of our senior
management team have fully vested the vast majority of their
in-the-money equity incentives. Our new businesses all depend on
attracting and retaining key personnel. On October 1, 2007,
we announced that Skype’s Chief Executive Officer resigned
in connection with the termination of the earn out structure
associated with the Skype transaction. If we are unable to
recruit a full-time replacement in a timely manner, our
Communications business could be harmed. Our future success also
will depend on our ability to attract, train, retain and
motivate highly skilled technical, managerial, marketing, and
customer support personnel. Competition for these personnel is
intense, and we may be unable to successfully attract,
integrate, or retain sufficiently qualified personnel. In making
employment decisions, particularly in the Internet and
high-technology industries, job candidates often consider the
value of the stock options they are to receive in connection
with their employment. Fluctuations in our stock price may make
it more difficult to retain and motivate employees whose stock
option strike prices are substantially above current market
prices. Similarly, decreases in the number of unvested
in-the-money stock options held by existing employees, whether
because our stock price has declined, options have vested, or
because the size of follow-on option grants has declined, may
make it more difficult to retain and motivate employees.
Table of Contents
This excerpt taken from the EBAY 10-Q filed Jul 27, 2007. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. The loss of the
services of any of our executive officers or other key employees
could harm our business. We do not have long-term employment
agreements with any of our key personnel, we do not maintain any
“key person” life insurance policies, and our Chief
Executive Officer and many other members of our senior
management team have fully vested the vast majority of their
in-the-money equity incentives. Our new businesses all depend on
attracting and retaining key personnel. Our future success also
will depend on our ability to attract, train, retain and
motivate highly skilled technical, managerial, marketing, and
customer support personnel. Competition for these personnel is
intense, and we may be unable to successfully attract,
integrate, or retain sufficiently qualified personnel. In making
employment decisions, particularly in the Internet and
high-technology industries, job candidates often consider the
value of the stock options they are to receive in connection
with their employment. Fluctuations in our stock price may make
it more difficult to retain
Table of Contents
and motivate employees whose stock option strike prices are
substantially above current market prices. Similarly, decreases
in the number of unvested in-the-money stock options held by
existing employees, whether because our stock price has
declined, options have vested, or because the size of follow-on
option grants has declined, may make it more difficult to retain
and motivate employees.
Skype’s future success depends substantially upon the
continued services of its senior management and key personnel,
and the loss of their services could harm our business. Several
key members of Skype’s engineering team are consultants,
not full-time employees, who provide services to us and third
parties. A number of Skype’s employees had equity in Skype
prior to its acquisition by eBay. Skype equity holders were
given the option of receiving their portion of the acquisition
consideration in the form of a lump-sum up-front payment or
receiving a lower up-front payment in exchange for the
possibility of receiving additional consideration in the form of
potential earn-out payments tied to the achievement of certain
performance targets prior to June 30, 2009. Several key
members of Skype’s senior management and key employees
chose to receive less up-front consideration in exchange for the
possibility of receiving the performance-based earn-out
payments. Although eligible Skype employees have also been
granted eBay stock options, the earn-out payments are not tied
to continued employment with Skype or eBay, and key Skype
employees may choose to depart because of differences in
corporate culture, because they believe the earn-out targets
will be achieved without their contributions, or because they
believe the earn-out targets are not achievable. The loss of the
services of any of Skype’s senior management or key
personnel could delay the development and introduction of new
features and products, and could harm our ability to grow
Skype’s business.
This excerpt taken from the EBAY 10-Q filed Apr 25, 2007. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. The loss of the
services of any of our executive officers or other key employees
could harm our business. We do not have long-term employment
agreements with any of our key personnel, we do not maintain any
“key person” life insurance policies, and our Chief
Executive Officer and many other members of our senior
management team have fully vested the vast majority of their
in-the-money
equity incentives. Our new businesses all depend on attracting
and retaining key personnel. Our future success also will depend
on our ability to attract, train, retain and motivate highly
skilled technical, managerial, marketing, and customer support
personnel. Competition for these personnel is intense, and we
may be unable to successfully attract, integrate, or retain
sufficiently qualified personnel. In making employment
decisions, particularly in the Internet and high-technology
industries, job candidates often consider the value of the stock
options they are to receive in connection with their employment.
Fluctuations in our stock price may make it more difficult to
retain and motivate employees whose stock option strike prices
are substantially above current market prices. Similarly,
decreases in the number of unvested
in-the-money
stock options held by existing employees, whether because our
stock price has declined, options have vested, or because the
size of follow-on option grants has declined, may make it more
difficult to retain and motivate employees.
Table of Contents
Skype’s future success depends substantially upon the
continued services of its senior management and key personnel,
and the loss of their services could harm our business. Several
key members of Skype’s engineering team are consultants,
not full-time employees, who provide services to us and third
parties. A number of Skype’s employees had equity in Skype
prior to its acquisition by eBay. Skype equity holders were
given the option of receiving their portion of the acquisition
consideration in the form of a lump-sum up-front payment or
receiving a lower up-front payment in exchange for the
possibility of receiving additional consideration in the form of
potential earn-out payments tied to the achievement of certain
performance targets prior to June 30, 2009. Several key
members of Skype’s senior management and key employees
chose to receive less up-front consideration in exchange for the
possibility of receiving the performance-based earn-out
payments. Although eligible Skype employees have also been
granted eBay stock options, the earn-out payments are not tied
to continued employment with Skype or eBay, and key Skype
employees may choose to depart because of differences in
corporate culture, because they believe the earn-out targets
will be achieved without their contributions, or because they
believe the earn-out targets are not achievable. The loss of the
services of any of Skype’s senior management or key
personnel could delay the development and introduction of new
features and products, and could harm our ability to grow
Skype’s business.
This excerpt taken from the EBAY 10-K filed Feb 28, 2007. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. The loss of the
services of any of our executive officers or other key employees
could harm our business. We do not have long-term employment
agreements with any of our key personnel, we do not maintain any
“key person” life insurance policies, and our Chief
Executive Officer and many other members of our senior
management team have fully vested the vast majority of their
in-the-money
equity incentives. Our new businesses all depend on attracting
and retaining key personnel. Our future success also will depend
on our ability to attract, train, retain and motivate highly
skilled technical, managerial, marketing, and customer support
personnel. Competition for these personnel is intense, and we
may be unable to successfully attract, integrate, or retain
sufficiently qualified personnel. In making employment
decisions, particularly in the Internet and high-technology
industries, job candidates often consider the value of the stock
options they are to receive in connection with their employment.
Fluctuations in our stock price may make it more difficult to
retain and motivate employees whose stock option strike prices
are substantially above current market prices. Similarly,
decreases in the number of unvested
in-the-money
stock options held by existing employees, whether because our
stock price has declined, options have vested, or because the
size of follow-on option grants has declined, may make it more
difficult to retain and motivate employees.
Skype’s future success depends substantially upon the
continued services of its senior management and key personnel,
and the loss of their services could harm our business. Several
key members of Skype’s engineering team are consultants,
not full-time employees, who provide services to us and third
parties. A number of Skype’s employees had equity in Skype
prior to its acquisition by eBay. Skype equity holders were
given the option of receiving their portion of the acquisition
consideration in the form of a lump-sum up- front payment or
receiving a lower up-front payment in exchange for the
possibility of receiving additional consideration in the form of
potential earn-out payments tied to the achievement of certain
performance targets prior to June 30, 2009. Several key
members of Skype’s senior management and key employees
chose to receive less up-front consideration in exchange for the
possibility of receiving the performance-based earn-out
payments. Although eligible Skype employees have also been
granted eBay stock options, the earn-out payments are not tied
to continued employment with Skype or eBay, and key Skype
employees may choose to depart because of differences in
corporate culture, because they believe the earn-out targets
will be achieved without their contributions, or because they
believe the earn-out targets are not achievable. The loss of the
services of any of Skype’s senior management or key
personnel could delay the development and introduction of new
features and products, and could harm our ability to grow
Skype’s business.
Table of Contents
This excerpt taken from the EBAY 10-Q filed Jul 28, 2006. We
depend on key personnel.
Our future performance depends substantially on the continued
services of our senior management and other key personnel and
our ability to retain and motivate them. The loss of the
services of any of our executive officers or other key employees
could harm our business. We do not have long-term employment
agreements with any of our key personnel, we do not maintain any
“key person” life insurance policies, and our Chief
Executive Officer and many other members of our senior
management team have fully vested the vast majority of their
in-the-money
equity incentives. Our new businesses all depend on attracting
and retaining key personnel. Our future success also will depend
on our ability to attract, train, retain and motivate highly
skilled technical, managerial, marketing, and customer support
personnel. Competition for these personnel is intense, and we
may be unable to successfully attract, integrate, or retain
sufficiently qualified personnel. In making employment
decisions, particularly in the Internet and high-technology
industries, job candidates often consider the value of the stock
options they are to receive in connection with their employment.
Fluctuations in our stock price may make it more difficult to
retain and motivate employees whose stock option strike prices
are substantially above current market prices. Similarly,
decreases in the number of unvested
in-the-money
stock options held by existing employees, whether because our
stock price has declined, options have vested, or because the
size of follow-on option grants have declined, may make it more
difficult to retain and motivate employees.
Skype’s future success depends substantially upon the
continued services of its senior management and key personnel,
and the loss of their services could harm our business. Several
key members of Skype’s engineering team are consultants,
not full time employees, who provide services to us and third
parties. Many of Skype’s employees had equity in Skype
prior to its acquisition by eBay. Skype equity holders were
given the option of receiving their
Table of Contents
portion of the acquisition consideration in the form of a
lump-sum up-front payment or receiving a lower up-front payment
in exchange for the possibility of receiving additional
consideration in the form of potential earn-out payments tied to
the achievement of certain performance targets prior to
June 30, 2009. Several key members of Skype’s senior
management and key employees chose to receive less up-front
consideration in exchange for the possibility of receiving the
performance-based earn-out payments. Although eligible Skype
employees have also been granted eBay stock options, the
earn-out payments are not tied to continued employment with
Skype or eBay, and key Skype employees may choose to depart
because of differences in corporate culture, because they
believe the earn-out targets will be achieved without their
contributions, or because they believe the earn-out targets are
not achievable. The loss of the services of any of Skype’s
senior management or key personnel could delay the development
and introduction of new features and products, and could harm
our ability to grow Skype’s business.
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