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Marizu Madu

consultant | Los Angeles 310-582-8226


Marizu is a Consultant with Pay Governance. He has 15 years of experience working with compensation committees and management on all aspects of compensation related to executives, non-employee directors and broad-based employees. His work includes annual and long-term incentive plan design with linkage to company strategy, shareholder value, and pay for performance alignment. His work also includes competitive assessments and advice on governance best practices. Marizu has worked with companies in various industries and stages of life cycle including pre-IPO, private, publicly traded and not for profit organizations.

Previous Experience

Prior to joining Pay Governance, Marizu worked as a Vice President at Pearl Meyer where he helped companies develop competitive compensation programs. Prior to Pearl Meyer, Marizu worked in a leadership role in compensation at JC Penney. Marizu also previously worked as a consultant at Towers Watson, advising clients on executive compensation issues.

Marizu has spoken on compensation related topics to professional organizations including the National Association of Stock Plan Professionals (NASPP), and the Orange County Association of Compensation and Benefits.


Marizu holds an M.B.A from the University of Southern California, and a B.A. in Business Administration from Franklin and Marshall College.

Other Posts by

Assessing ISS’ Newly Selected GAAP Financial Metrics for CEO P4P Alignment: How Can Companies Respond?

Say on Pay (SOP) and shareholder advisor vote recommendations have caused a dramatic increase in the use of relative total shareholder return (TSR) as a long-term incentive (LTI) plan performance metric. Continue reading

Alternatives to Quantitative Metrics in Performance Share Plans: Use of Strategic Objectives

Companies have migrated a significant portion of equity compensation to performance-based long-term incentive (LTI) awards—typically performance shares or stock units (PSUs)—from stock options. Over 80% of companies in the S&P 500 now have such plans; these also now comprise the majority weighting among LTI vehicles. This trend has been driven in, large part, by the desire of Compensation Committees to place at least one-half equity compensation in the form of “performance-based” pay as defined by the proxy advisory firms. Continue reading

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