Company: DOMO
Filing Date: 2025-05-13
Form Type: DEF 14A
Source: 0001505952-25-000062
Chunk: 40

Company: DOMO, INC.
Filing Date: 2025-05-13
Form: DEF 14A
Chunk 40
---
• provide appropriate short-term and long-term incentives for our executive officers;

• achieve their intended purposes; and

• are competitive with the compensation of executives in comparable positions at the companies with which we compete for executive talent.

Following this assessment, the compensation committee makes any necessary or appropriate modifications to our existing plans and arrangements or adopts new plans or arrangements.

The compensation committee also conducts an annual review of our executive compensation strategy to ensure that it is appropriately aligned with our business strategy and achieving our desired objectives. Further, the compensation committee reviews market trends and changes in competitive compensation practices, as further described below.

Setting Target Total Direct Compensation

The compensation committee reviews the base salary levels, annual cash bonus opportunities and long-term incentive compensation opportunities of our named executive officers and all related performance criteria in connection with its annual review of our executive compensation program, or more frequently as warranted.

In connection with its annual review of our executive compensation program, the compensation committee does not establish a specific target for formulating the target total direct compensation opportunities of our named executive officers. In making decisions about the compensation of our named executive officers, the members of the compensation committee rely primarily on their general experience and subjective considerations of various factors, which may include any of the following as the compensation committee deems appropriate:

• our executive compensation program objectives;

• our performance against the financial, operational and strategic objectives established by the compensation committee and our board of directors;

• each individual named executive officer’s knowledge, skills, experience, qualifications and tenure relative to other similarly-situated executives at the companies in our compensation peer group;

• the scope of each named executive officer’s role and responsibilities compared to other similarly-situated executives at the companies in our compensation peer group;

• the prior performance of each individual named executive officer, based on a subjective assessment of their contributions to our overall performance, ability to lead their business unit or function and work as part of a team;

• the potential of each individual named executive officer to contribute to our long-term financial, operational and strategic objectives;

• our CEO’s compensation relative to that of our named executive officers and compensation parity among our named executive officers;

• our financial performance relative to our peers;

• the compensation practices of our compensation peer group and the positioning of each named executive officer’s compensation in a ranking of peer company compensation levels based on an analysis of competitive market data; and

• the recommendations of our CEO with respect to the compensation of our named executive officers (except with respect to his own compensation).

These factors provide the framework for compensation decision-making and