Executive salaries have long been a topic of curiosity, debate and, increasingly, strategic importance.

In today’s environment, how you pay your CEO and executive team is not just a financial decision. It reflects your organisation’s values, goals and long-term strategy. It also sends a clear message to investors, employees and the market. When done well, remuneration becomes one of the most powerful levers to drive performance, retention and trust.

But too often, executive pay feels like a black box. Misunderstood. Miscalculated. Misaligned.

Let’s break it down.

What is salary benchmarking, really?

Salary benchmarking is the practice of comparing an organisation’s pay levels to similar roles in the market. For executive and CEO roles, this means ensuring your remuneration package – base salary, bonus, equity, benefits – matches the level of impact, accountability and experience required.

When done properly, it helps ensure you are not underpaying (and risking churn or missed talent) or overpaying without return. It also provides a clear framework for setting ranges, negotiating offers and planning growth.

Most importantly, salary benchmarking should be a strategic tool. Not a tick-box exercise.

Why it matters more than ever

For executive leaders, the stakes are higher.

Boards and leadership teams are asking: How do we stay competitive, manage budgets and still attract the leadership we need to grow?

Employees are asking: Why does the CEO earn that much?
And regulators, stakeholders and investors are asking: Is this aligned with performance and long-term value?

Salary benchmarking helps answer these questions with confidence and clarity.

It also helps organisations identify and close gaps. Whether that’s a gender pay gap, market misalignment or inconsistent pay across departments or regions.

This is especially true for CEO salary reviews, which are increasingly under scrutiny from both employees and external stakeholders.

What’s actually included in executive pay?

Executive remuneration is not just salary. It typically includes:

• Base salary. A fixed amount based on the role’s complexity, scope and the executive’s experience.

• Bonuses. Annual or project-based incentives, often tied to performance or organisational success.

• Equity or shares. Particularly common in private, high-growth or investment-backed organisations. Equity links executives to long-term business performance.

• Perks and benefits. From health and income protection insurance to vehicle allowances, pensions, sabbaticals or wellbeing budgets.

What’s changing is how organisations balance these elements. Across sectors – from professional services and healthcare to infrastructure, finance and education – there’s a shift towards aligning executive and CEO rewards with longer-term performance and purpose.

Trends in CEO and executive salaries

LiveRem’s real-time data highlights some important market shifts:

• Executive and CEO salary increases have returned after a quieter period post-COVID and economic uncertainty through 2022–23.

• Bonuses are back, especially in organisations that have rebounded strongly or restructured successfully.

• Transparency is increasing, driven by governance reporting requirements and internal equity expectations.

• Retention risk is real. Organisations that are not adjusting to market movement are struggling to retain key leaders.

And while equity is still concentrated in some sectors, there’s growing use of tailored incentives across the board.

Why real-time data changes the game

Historically, companies have relied on static remuneration surveys. These are often 9 to 12 months out of date before they even hit your inbox.

But the market moves faster than that now.

That’s why LiveRem was created. To deliver real-time benchmarking and insights pulled directly from source data – not estimates or lagging reports.

As one of our customers put it:
"With LiveRem, we could finally gut-check our executive remuneration plan against what’s happening right now."

This kind of live insight gives CFOs, People Leaders and Boards the confidence to act faster and make more informed decisions. And when it comes to CEO salary decisions, this level of visibility is invaluable.

How to get executive remuneration right (without overcomplicating it)

You don’t need a 40-page policy. But you do need a clear plan.

• Start with up-to-date data
  Use platforms like LiveRem to access benchmarks relevant to your sector, size and region.

• Understand your context
  Your pay strategy should reflect your organisation’s goals, constraints and growth stage. One size does not fit all.

• Balance fixed and variable
  Be clear on what’s guaranteed, what’s tied to performance and what aligns with long-term outcomes.

• Communicate transparently
  Whether with your Board, employees or investors – consistency and clarity build trust.

• Review regularly
  Salaries and equity strategies should evolve with market movements and your business needs. Set a cadence to check and adjust.

Final thought

Executive pay is not just about rewarding past performance. It’s about enabling future success.

If you’re setting or reviewing executive or CEO remuneration, you need more than gut feel.

You need real data. Clear frameworks. And tools that help you move quickly and responsibly.

Because when you get it right, it’s not just fair. It’s a competitive advantage.

Want to see how your CEO or executive remuneration compares to the market?
LiveRem helps organisations benchmark pay in real time – no outdated surveys, no manual spreadsheets. Just instant insights and clear next steps.