Mark's Client Commitment
The best advisory relationships are grounded in trust, responsiveness, and sound judgment. My focus is on helping clients navigate complex compensation decisions with practical guidance that reflects long-term business goals, stakeholder expectations, and market realities.
Biography
Mark Rosen is a managing director and consulting team leader at Pearl Meyer. In his management role, he oversees a team of senior compensation consultants in the execution of the firm’s growth strategy and in the development of consultants at various stages in their careers. Mark has consulted on executive and board compensation issues for more than 20 years for a broad range of public companies, as well as tax-exempt organizations and academic institutions. He has extensive experience with benchmarking, retirement plan design, governance issues, and tax and accounting considerations.
Prior to joining the firm, Mark was a partner in the human capital practice of Arthur Andersen, where he led the southeast compensation practice as well as the Carolinas’ human capital practice.
He holds a BBA and an MS in accounting with a specialty in taxation from Texas A&M University. Mark is also a certified public accountant.
Publications By Mark Rosen
Critical Tax Compliance Considerations for Tax-Exempt Executive Compensation, Part II
Critical Tax Compliance Considerations for Tax-Exempt Executive Compensation, Part I
How to Approach Discretion In Executive Compensation Programs
Do Metrics Based on ESG Objectives Belong in Incentive Plans?
Executive Succession and CEO Turnover
Performance-Based Equity Awards and Other LTI Trends
Board Governance Is Evolving – Is Your Compensation Committee Keeping Pace?
Yes, CEO Security Prevalence is Increasing
From Innovation to Accounting and Back Again
Creating Space for Non-Financial Metrics
Testing Assumptions: Do We Have the Right Metrics?
The Near-Term Problem with Long-Term Forecasting
Management's Annual Incentive Plans: Stretch Goals or Layups
Is it Feeling Like Spring 2020?
Falling Oil Prices and Tariffs Are Undermining Short-Term Incentive Plans
Does Pay Versus Performance Data Tell Us Anything New?
The Reader’s Guide to Pay Versus Performance
How Inflation Complicates the Compensation Committee’s Job
In the Headlong Rush to Put ESG Metrics into Incentive Plans, We May Need a Speed Bump
How Do We Have a More Productive Compensation Committee Conversation about ESG?
Is it Time to Re-Think the Influence of Institutional Shareholder Advisory Groups?
Rethinking Payment for Performance
The New Human Capital Management (HCM) Disclosures Require More Evaluation Than is Apparent
Why ESG Belongs on the Compensation Committee Agenda
Communicating ESG Priorities
Defining ESG
Are Boards Talking About ESG?
Gender Pay Issues are ESG Issues
Conducting Business Under Lockdown: Do Your Executive and Director Compensation Programs Need to Change?