Company: MMI
Filing Date: 2025-03-19
Form Type: DEF 14A
Source: 0001193125-25-057887
Chunk: 40

Company: Marcus & Millichap, Inc.
Filing Date: 2025-03-19
Form: DEF 14A
Chunk 40
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 appropriate to help motivate and maintain the continuous work ethic demonstrated by the Company’s executives and incentivize strong financial performance. Despite being the top ranked brokerage firm by number of transactions in 2024, we incurred a pre-taxnet loss of $13 million, due to the market dislocation and significant decline in total transactions, as well as expenses related to the capital that we invested in talent acquisition and retention. While this was an improvement over 2023, it resulted in no payout for the financial performance component of each NEO’s target annual incentive opportunity. Marcus & Millichap, Inc. | 2025 Proxy Statement | Page 40

Compensation Individual Strategic Objectives for 2024. Individual strategic goals varied for each executive and related to the following:

| NEO                 |     | Individual Strategic Performance Goals                                                                                                                                                                                                                                                                            |
| Hessam Nadji        |     | Minimize revenue loss from departing agents through retention efforts, recruiting of new and experienced agents, sales force operational excellence, organizational strategies, workforce engagement and internal communications, and strategic initiatives                                                       |
| Steven F. DeGennaro |     | Financial services operational improvements, investor relations management and oversight, and strategic initiatives, including executive strategic priorities in partnership with the CEO                                                                                                                         |
| Richard Matricaria  |     | Minimize revenue loss from departing agents through retention efforts, recruiting of new and experienced agents, and strategic initiatives, including increasing market share and core revenue, and supporting the CEO in managing outcomes for key people and projects                                           |
| John David Parker   |     | Minimize revenue loss from departing agents through retention efforts, recruiting of new and experienced agents, and strategic initiatives, including increasing market share and core revenue, successfully implementing key initiatives and supporting the CEO in managing outcomes for key people and projects |
| Gregory A. LaBerge  |     | Minimize revenue loss from departing agents through retention efforts, technology initiatives, strategic initiatives, and implementing operational initiatives firmwide                                                                                                                                           |

The Compensation Committee evaluated each NEO’s performance against his strategic goals to make an overall determination of the aggregate achievement for each NEO. Based on this evaluation, the Compensation Committee determined that each NEO met or largely achieved most of his strategic goals. Key performance highlights that were considered by the Compensation Committee in assessing the achievements of the NEOs included:

| ◾ |     | Effectively communicated with analysts and major shareholders in a volatile market. |

| ◾ |     | Achieved a pre-established retention rate at 100% of target, despite a highly competitive landscape for talent. |