Resource Library Articles

Executive pay didn't get complicated by accident. Roger Brossy, co-founder of Semler Brossy, has advised boards on compensation since 1981 — and he traces today's executive compensation landscape back to some unexpected starting points.

Many boards already approach CEO evaluations with rigor and good intent. The opportunity for improvement is less about reinventing the process and more about sharpening how feedback is collected, integrated, and communicated.

How family businesses can align values, pay and performance — and where most fall short.

A comprehensive, thought-provoking look at areas of the executive pay status quo to explore why they became industry standards, how you can determine if they’re right for your organization, and several alternative models that are emerging. 

Three topics stood out in our most recent internal discussion: the broadening perspective on peer groups and talent markets, growing prevalence of targeted retention awards, and the current effect of AI on pay design and human capital economics. We continue exploring and welcome dialogue about these and other topics we're tracking.

Our findings suggest a more nuanced picture than a simple story of proxy advisor decline.

The environment surrounding executive compensation is becoming harder to interpret. Regulations are evolving, shareholder expectations are diverging, economic signals are mixed, and the geopolitical landscape is volatile. 

The rapid growth in Artificial Intelligence (AI) capabilities has made attracting and retaining top AI talent one of the most vital ways for a company to gain a competitive advantage. However, investing in AI talent doesn’t come without challenges.

John Borneman, managing director at Semler Brossy Consulting Group, sat down for a video interview at Nareit’s REITwise: 2026 Educational Conference in Hollywood, Florida, March 24-26.

For organizations that have recently struggled to get the most out of contemporary PSU practices, shifting to a majority, or even 100% weighting, of long-vested RSUs may offer greater stability and certainty in volatile times.

As CEO turnover rises and business disruption accelerates, succession planning has become a strategic governance priority.

The conversation examines why compensation can serve as a powerful signal of what a company values, how boards can align pay with culture and strategy, and what skills directors need to effectively govern in this expanded mandate.