At the Compensation Committee’s request, the company needed a consistent approach to pay that supported hiring and prepared it for public-company governance.

Leadership wanted to understand how compensation compared to the market and ensure employees were paid equitably for their contributions. The workforce included technology, specialized energy, and corporate roles, requiring benchmarks that reflected different skills and responsibilities.

• Matched roles to market job families and levels based on responsibilities and scope.

• Used Aon Radford and Pave data to assess market competitiveness, internal pay equity, and pay compression.

• Developed a compensation philosophy and salary bands, allowing flexibility for specialized and business-critical roles.

• Presented recommendations to executive leadership and the Board Compensation Committee, including bonus targets and compensation approval guidelines.

• Trained the People Operations Manager and provided documentation to support implementation and future pay decisions.

• Secured approval of the compensation philosophy and salary bands to support IPO readiness and ongoing governance.

• Guided changes to new-hire offers and targeted pay adjustments for existing employees.

• Confirmed that pay was generally competitive, helping leadership focus on specific gaps.

• Prepared the People Operations Manager to maintain the framework as the company scaled.