{"id":144,"date":"2026-03-18T07:33:25","date_gmt":"2026-03-18T07:33:25","guid":{"rendered":"https:\/\/maddaisy.com\/index.php\/2026\/03\/18\/ctos-and-chros-are-climbing-the-pay-table-that-tells-you-where-boards-think-risk-lives-now\/"},"modified":"2026-03-18T07:33:25","modified_gmt":"2026-03-18T07:33:25","slug":"ctos-and-chros-are-climbing-the-pay-table-that-tells-you-where-boards-think-risk-lives-now","status":"publish","type":"post","link":"https:\/\/maddaisy.com\/index.php\/2026\/03\/18\/ctos-and-chros-are-climbing-the-pay-table-that-tells-you-where-boards-think-risk-lives-now\/","title":{"rendered":"CTOs and CHROs Are Climbing the Pay Table. That Tells You Where Boards Think Risk Lives Now."},"content":{"rendered":"

For decades, the path to being among a public company’s five highest-paid executives ran through operations, sales, or running a business unit. Technology leaders and HR chiefs were important, certainly \u2014 but they were support functions, not the positions that commanded top-tier compensation.<\/p>\n

That hierarchy is shifting. New research from The Conference Board<\/a>, published this week, tracks the named executive officers (NEOs) \u2014 the five highest-paid executives \u2014 across the Russell 3000 from 2021 to 2025. The findings are striking: Chief Technology Officers appearing as NEOs increased by 61%, while Chief Human Resources Officers rose by 55%. In the same period, business unit leaders \u2014 historically the dominant non-CEO, non-CFO category \u2014 declined by 15%.<\/p>\n

The numbers are not subtle. They represent a structural revaluation of which functions boards consider most critical to company performance and risk.<\/p>\n

From support functions to enterprise risk owners<\/h2>\n

The explanation is not difficult to locate. Two forces are converging: the AI boom is making technology capability an existential strategic question, and a persistent talent war is making the ability to attract, retain, and reskill workers a board-level concern rather than an HR department problem.<\/p>\n

“Growth in CHRO and CTO roles signals that talent, culture, and digital capability are now viewed as enterprise risks, not support functions,” said Andrew Jones, Principal Researcher at The Conference Board. “Boards are prioritising leaders who shape resilience and transformation across the organisation.”<\/p>\n

This tracks with what maddaisy has been reporting for months. The consulting pyramid piece in early March<\/a> documented how firms are reshuffling roles rather than eliminating them \u2014 cutting some positions while creating others in AI engineering and data science. Accenture’s decision to track AI tool usage for promotions<\/a> was another signal: when a firm ties career progression to technology adoption, the executive overseeing that technology becomes strategically indispensable.<\/p>\n

The specific numbers tell the story<\/h2>\n

CTO NEO disclosures rose from 155 to 249 in the Russell 3000 between 2021 and 2025. CHRO disclosures went from 148 to 230. These are not marginal shifts \u2014 they represent boards deciding, through the bluntest mechanism available (compensation), that these roles belong at the top table.<\/p>\n

Meanwhile, business unit leaders fell from 1,734 to 1,475 disclosures. The decline suggests that boards are placing less emphasis on divisional performance and more on enterprise-wide capabilities: technology infrastructure, talent strategy, and the legal and regulatory architecture that governs both.<\/p>\n

That last point matters. Legal roles \u2014 including chief legal officers, corporate secretaries, and general counsels \u2014 saw the largest increase of any non-mandatory NEO category, rising 21% over the same period. As AI governance, data regulation, and compliance pressures mount, the lawyers are moving closer to the centre of power too.<\/p>\n

What this means for the talent market<\/h2>\n

The compensation data carries implications well beyond boardroom politics. When CTOs and CHROs move into the highest-paid tier, it reshapes the talent pipeline for those roles. More ambitious executives will target those paths. Boards will demand different skill sets \u2014 not just technical competence for CTOs, but strategic vision for how AI and digital infrastructure create competitive advantage. Not just process management for CHROs, but the ability to navigate workforce transformation at scale.<\/p>\n

The Conference Board’s data also reveals an interesting gender dimension. Among S&P 500 NEOs, women CEOs earned 11% more than men in 2025. But male NEOs overall still earned 8% more in the S&P 500 and 12% more in the Russell 3000. The gap, as researcher Paul Hodgson noted, “largely reflects who holds which roles” \u2014 men remain more prevalent in higher-paid operational and commercial positions, with longer average tenure and concentration at larger firms.<\/p>\n

The COO plateau and what it signals<\/h2>\n

One quieter finding deserves attention: COO representation rose just 6% over the period and has actually declined from a 2023 peak. The chief operating officer \u2014 once the natural second-in-command \u2014 appears to be losing ground to more specialised enterprise-wide roles. In an era where the critical operational questions are “how do we deploy AI safely” and “how do we retain the people who know how to do it,” a generalist operations mandate may no longer be enough to justify top-tier compensation.<\/p>\n

The board’s revealed preferences<\/h2>\n

Compensation data has always been the most reliable indicator of what organisations actually value, as opposed to what they claim to value. Press releases can announce “people-first cultures” and “digital-first strategies” without consequence. Paying the CHRO and CTO as much as the head of your largest business unit is a commitment that shows up in proxy statements.<\/p>\n

The Conference Board’s findings confirm a pattern that has been building for several years: boards are redefining which risks are existential and which executives own them. The AI boom has made technology leadership a strategic imperative. The talent war \u2014 intensified by the very AI transformation companies are pursuing \u2014 has elevated workforce strategy from an administrative function to an enterprise risk.<\/p>\n

For consultants and practitioners, the practical implication is clear. The organisations they advise are restructuring their leadership hierarchies around technology and talent. Advisory work that once centred on operational efficiency and market strategy increasingly requires fluency in AI deployment, workforce transformation, and the regulatory landscape that governs both. The C-suite is telling you where the priorities are. The pay data just makes it impossible to ignore.<\/p>\n","protected":false},"excerpt":{"rendered":"

For decades, the path to being among a public company’s five highest-paid executives ran through operations, sales, or running a business unit. Technology leaders and HR chiefs were important, certainly \u2014 but they were support functions, not the positions that commanded top-tier compensation. That hierarchy is shifting. New research from The Conference Board, published this […]<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"fifu_image_url":"","fifu_image_alt":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[7],"tags":[9,71,10,11,70,23],"class_list":["post-144","post","type-post","status-publish","format-standard","hentry","category-consulting","tag-ai-strategy","tag-c-suite-evolution","tag-consulting-trends","tag-enterprise-ai","tag-executive-compensation","tag-workforce-management"],"yoast_head":"\nCTOs and CHROs Are Climbing the Pay Table. 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