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Global Compensation

Compensation Principles

  1. We're an open organization, and we want to be as transparent as possible about our compensation principles. Our compensation model is open to data driven iterations.
  2. We are paying local rates.
  3. Compensation aims to be at a competitive rate for your job family, your location, your level, your experience, and your contract type.
  4. We use a compensation calculator to ensure transparent and consistent compensation.
  5. We do not disclose individual compensation since compensation is not public.
  6. We adjust our calculator based on survey data, feedback from applicants and team members, and candidate data. Please email compensation@ domain if you want to contribute.
  7. We offer stock options for most positions.
  8. We base compensation on current position, experience at GitLab, and performance – not on what we paid you last month – and, generally, we don't reduce compensation.
  9. We want to follow the processes on this page for everyone, please email Compensation@domain when we don't. If you have a specific question around your compensation or one of your direct reports' please schedule a call with compensation@ domain to review.
  10. We will update this page and the processes throughout the year.
  11. We'll adjust your pay as soon as your job-family or level factor changes.
  12. If we change our SF benchmark for a job family without changing the requirements, we change the compensation both for existing team members and new hires. If the SF benchmark is changed together with the requirements this review might happen at the time of the change or in our yearly cycle.
  13. We offer bonuses and incentives, but we don't offer ping pong tables or free lunches. We think it is more important to offer people flexibility and freedom. See the Top 10 reasons to work for GitLab on our culture page.
  14. We hire across the globe, but we're not location agnostic. Your timezone, the location factor in your region, and the vicinity to users, customers, and partners can all be factors. For example, we may favor one applicant over another because they live in a region with a lower location factor or because we need someone in that timezone. All things being equal, we will hire people in lower cost markets vs. higher cost markets.
  15. People on quota (account executives, account managers, and sales leadership) have variable compensation that is about 50% of their On Target Earnings (OTE). Individual contributors in the sales organization have variable compensation that is purely based on commission. The commission for all roles in the sales function is paid monthly with the exception of the following roles: Implementation Engineer, Sales Development Manager, Business Development Manager, Director of Customer Success. These roles are paid commission quarterly.
  16. Compensation decisions around level and experience levels and for functions not in the calculator are taken by the compensation group. This group consists of the CFO, CEO, and Chief People Officer. All requests will first be routed to the CFO and the CPO. If needed, the request can be eslcalated to the CEO. When there is no time to coordinate with the group, the CEO can make a decision and inform the group. When the CEO is away (e.g. vacation), the two other members of the group can make a decision and inform the group. Whatever the decision is, the earnings committee should be cc-ed (or bcc-ed) on the final email so that the committee members can know that the loop was closed. This group is different from the compensation committee at the board level.

Compensation & Benefits Schedule

Throughout the year, the compensation and benefits team will need action from leadership and individual contributors. Below is a summary of the major events that will be coming up and affect everyone at GitLab. For more detailed information on the issues the compensation and benefits team is working on, please see the compensation issue tracker.

Summary of Events for FY 2020:

Month Events
Feb 2019 Audit CY 2018 Annual Compensation Review
  HRIS Review
Mar 2019 Select a Compensation Consultant
Apr 2019 Build Business Case for Engagement with Compensation Consultant and obtain Board Approval
  Split Compensation and Benefits to its own team within the People Group
May 2019 Phase 1 of Compensation Consultant
  EAP Released
  Canada CXC Medical Allowance and PEO Medical Review Completed
Jun 2019 Phase 1 of Compensation Consultant
  Benefits Survey Released
  Tuition Reimbursement limit increased to 20k USD per year
Jul 2019 Phase 2 of Compensation Consultant
  Benefits Survey Results Analyzed
Aug 2019 Phase 2 of Compensation Consultant
Sep 2019 Phase 3 of Compensation Consultant
  Implement a Compensation System
  Alignment of Titles in BambooHR
Oct 2019 Update Benefits Guiding Principles in Practice
Nov 2019 Compa Ratio Reviews
Dec 2019 Annual Comp Review Inputs Evaluated/Proposed to Compensation Group
  Location Factor Review
Jan 2020 Annual Comp Review changes finalized for 2020-02-01 effective date

Competitive Rate

We want our compensation to be at a level where we can recruit and retain people who meet our requirements. Our requirements for most of our job-families are at or above the average in the market. Therefore, we can expect to be at or above the 50th percentile of the survey data gathered from providers like Comptryx and Radford. Please do not use the term market rate since this can mean either competitive rate or survey data. Also see our SF benchmark.

Paying Local Rates

Why we pay local rates

Competitive rates for roles vary depending on regions and countries. We pay a competitive rate instead of paying the same wage for the same role in different regions. Paying the same wage in different regions would lead to:

  1. A concentration of team members in low-wage regions, since it is a better deal for them, while we want a geographically diverse team.
  2. Team members in high-wage regions having less discretionary income than ones in low-wage countries with the same role.
  3. Team members in low-wage regions being in golden handcuffs and sticking around because of the compensation even when they are unhappy. We believe that it is healthy for the company when unhappy people leave.
  4. If we start paying everyone the highest wage our compensation costs would increase greatly, we can hire fewer people, and we would get less results.
  5. If we start paying everyone the lowest wage we would not be able to attract and retain people in high-wage regions.

Hire the best candidate

We hire the best candidate for each role regardless of location, cost, or other factors. During the sourcing we do optimize what potential candidates we approach in order to bring more diversity (both geographically and people from underrepresented backgrounds) to our team.


Different than business travel, vacation, or visiting a relative for a few weeks, relocation means that you will establish yourself in a new location outside of your current metro area. If you are ending your current residential living arrangement, spending more than six months in one location as part of an extensive period of travel and/or will have your mail delivered to an address in a different city please contact us.

As stated in the code of conduct section of the handbook, you should first obtain written agreement (from your manager) when planning a relocation. It is the company's discretion to offer you a contract in your new location. At the time of the location update, we will take into consideration your new metro region when making a salary offer for continued employment.

At the onset, this practice sounds harsh when moving to a lower paid region. One might argue that it seems unfair for the organization to pay someone less for the same work in the same role, regardless of where they go. However, if you look at it from another angle for a minute and compare this practice to what most companies do, it should make more sense. For example, say you work for a company with physical locations and say they haven't accepted that remote work is as productive as coming into the office yet. If you wanted to pack up and move to a location where they did not have a physical site, you would have no alternative but to resign and seek new employment in your new location. You would find quickly that companies in the area pay at a locally competitive rate.

Now, let's say the company did have a site in your new location and they offered the flexibility to transfer. If they did not have a similar position open, you would have to either apply for a different open position in the same company or resign and apply externally (back to the realization that other companies will pay at local competitive rate). If you were lucky enough that they did have a similar role in the new location, a transfer would come with a pay rate based on the local market to ensure equity across all incumbents (people in the job) by location.

Adjusting pay according to the local market in all cases is fair to everyone. We can't remain consistent if we make exceptions to the policy and allow someone to make greater than local competitive rate for the same work others in that region are doing (or will be hired to do). We realize we might lose a few good people over this pay policy, but being fair to all team members is not negotiable. It is a value we stand behind and take very seriously.

Please refer to the code of conduct to review the relocation process.

Blog Post

We also wrote a blog post about paying local rates.

Compensation Calculator

Use the calculator

The calculator is embedded in every job family page but we also have a calculator that lets you select the job family.


As a natural extension of the Compensation Principles outlined above, and our commitment to transparency, sharing, efficiency, directness, and boring solutions (see our values) we developed a Compensation Calculator. The compensation of directors or above and anyone on a quota is not set with the calculator.

The goals of the calculator are:

  1. Calculate compensation for 200+ regions all over the world.
  2. Based on a simple formula.
  3. People with the same attributes should earn the same.
  4. The adjustment for paying local rates should be the same if you are in the same location.
  5. You should be able to calculate your compensation in case you know or made an assumption about your level and experience.
  6. That it is as close to a competitive rate as possible given the other constraints.
  7. Be able to calculate compensation for most of our offers without involving a compensation specialist.

As with all things at GitLab, the compensation calculator is a constant work in progress. Please send an email to compensation@domain if/when you find a big difference between what the calculator suggests vs. what market data indicates. Please make sure to include all relevant links and data.


Your salary = SF benchmark x Location Factor x Level Factor x Compa Ratio x Contract Factor x Exchange Rate

Your options can be found on stock options.

See the calculator in action on each job description, or at its home page.

The compensation calculator is updated in January and July with the proper exchange rate, keeping compensation levels in line with local purchasing power.


The compensation calculator is a tool to assist People Operations Analysts in determining a compensation package for new and existing team members. The results of the calculator are not binding. Written correspondence through a contract or letter of adjustment specify all official compensation changes. We reserve the right to change the calculator at any point in time.

SF Benchmark


SF benchmark is the employee salary at a compa ratio of 1.0 at or above market for the role in San Francisco, which we determine using various sources of market data including AdvancedHr, LinkedIn, Glassdoor, Paysa, Payscale, and Comptryx. The SF benchmark used in each position is available in the roles.yml file in this website's repo.

New Benchmark

Whenever a new role is established, a new benchmark must also be determined. The People Ops Analyst is pinged on the merge request for a compensation review to start the process. The People Ops Analyst should ensure that they request is not for a role that already exists and has a benchmark. Compensation Benchmarking is the process of using internal job descriptions to match salary survey job in order to identify the external survey data for each benchmark positions. Sources like Comptryx, Payscale, Paysa, LinkedIn and Glassdoor are some of the sources used to determine salary benchmarks. Compensation data can fluctuate from very high salary data to very low salary data for roles that have the same or similar job titles. Example would be Field Marketing Manager. A Field Marketing Manager at GitLab or another SaaS or Technology company salary benchmarks would and can be included with Field Marketing Manager for other Non Technology companies, as an example RedBull. Though they have the same "title" the role, scope and salaries for these roles are very different. Based on these variants in comp data we will look at the relevant comp data for each role and use the median for the benchmark. A review of the median against the average will be reviewed to ensure there is no large discrepancy with the proposed benchmark. What is the Mean - The mean is the same thing as the average. It is the result of dividing the sum of two or more values by the number of values. So (a+b+c)/3= the mean or average. What is the Median - The median, otherwise known as the midpoint, is a very common term used in compensation and preferred to the mean. In its simplest terms, the median is the middle value of a series of values laid out in numerical order. It's the middle point of the data set. Half of the values will be less than the median, and half will be higher than the median. To review the Compensation Benchmark process please refer to the New Roles Creation.

Benchmark Adjustment

As stated in competitive rate we want to recruit and retain people who meet our requirements. If more than 20% of the people do not accept our offers stating compensation as a reason this is an indication we're not offering a competitive rate. In this case the People Ops Analyst can review the compensation. During this review, we do not look to target at a certain percentile, but instead look at market rates and declined candidate offers when adjusting. A business case should be presented the the compensation group after approval from the People Operations Analyst in a google sheet with market data, candidate expectations, an impact to the current team; and in a google doc outlining the problem statement, likely cause, what the department has already tried, and an overall proposal which clarifies the budgetary impact.

If we change our SF benchmark for a job family without changing the requirements, we change the compensation both for existing team members and new hires. If the SF benchmark is changed together with the requirements this review might happen at the time of the change or in our yearly cycle.

Sometimes the requirements of a job family change. Usually this means the requirements become more restrictive as the complexity of our project and services demands more–or more specific–experience. This is different from a market adjustment because the market has not necessarily changed. This means that everyone on that benchmark does not get an automatic raise.

However, we want everyone who works at GitLab prior to a role requirement change to the have the same opportunity as new hires. They and their manager can then immediately begin technical and career development using the new role requirements. Promotions against this new criteria can also be requested on their own cadence.

It's not necessary, but it's easier for the organization to digest a benchmark change resulting from changes in a job's requirements if the name of the role changes as well. Two examples are:

Location factor


Location Factor is reviewed in two ways. The highest resulting value is stored in the location factor file. This double process is an iteration as we attempt gather additional resources to make our model increasingly driven by market data. People Operations Analysts will use their best judgement in determining the input per location based on our Compensation Principles.

  1. A market analysis of compensation rates globally. People Operations Analysts will pull survey data in each Geo Area and compare the differential to SF.
  2. Where we are not able to find the proper data to conduct the analysis, we will use the Numbeo rent index normalized to San Francisco, or in math terms, (.7 x (Rent Index/1.26) + 0.3).

Geographical Areas

The location factor depends on your geographical area To determine your area:

  1. Select the country you live in. This will filter out all areas outside of your country. Based on the remaining choices under "area," if you live within a commutable one hour and forty-five minutes of a city listed, you may use that as your location. If not, you will select "Everywhere else." If the only item listed for the country is "All," the country has the same location factor regardless of the city you live in. If applicable, a state or province might be listed instead of a city.
  2. If your country is not listed, reach out to compensation@domain to gather relevant data.
  3. When you move, you have to inform us and we may adjust your compensation up or down. Refer to People Operations Analysts to see what the likely impact will be.


To ensure our location factor is reflective of the ability to commute between nearby cities, we incorporated Geographical Areas into the compensation calculator. This process is only used when we do not have the proper data to determine a location factor based on a market analysis alone.

To determine geographical areas, we looked at what the United Nations outlines globally. To determine the rent index for each country please see the following process per geographical area and country:

  1. Research via an official website what appropriate regions are within the country/area. For example, in the United States there are four regions with nine subdivisions. In the United Kingdom, for compensation purposes, there are four different areas.
  2. Pull all numbeo data for the region selected.
  3. Determine any outliers for the region (on the high end). Make these separate geographical areas.
  4. Define a commutable region for the area (1.75 hours through a google search looking at prime time commute hours).
  5. From the remaining data points, select the highest to be used for everywhere else in the region. (Most of these data points should be very close.)
  6. If there is a historic Numbeo number that is higher than the current Rent Index, use the historic number.
  7. Determine if a minimum rent index should be used in the region. (This would normally occur if there is a large gap between remaining data points.)
  8. If there is no data for a country, do not include in the comp calculator. If needed, we can review the compensation based on the region and other salary data.
  9. If there is no data for a state/province within a country, assign the lowest value of the other states/provinces.

Note: The Compensation Calculator lists out metro areas or states for user interface clarity, but the process above is followed for each region, not per state.

Level Factor

Level Factor is currently defined as junior (0.8), intermediate (1.0), senior (1.2), staff (1.4), or manager (1.4). Not all levels of each job follow this same nomenclature. A summary of the naming of levels per role can be found in role_levels.yml.

Compa Ratio

Upcoming Iterations

We have renamed experience factor to Compa Ratios.

As part of the first iteration towards this change, the Annual Compensation Review will still use the output of the what was previously the experience factor worksheet, but completing the worksheet itself will be optional and will generate a range instead of specific number. For example, the output would be a compa group of growing in the role, instead of an experience factor of 0.97.

In FY 2021 We will develop and release a new tool to assess compa group.


The Compa Ratio is the range spread of the base salary calculator. Specifically, the compa ratio has a 30% spread (+/- 15% from the median). It is common to see range spreads up to 50%.


If you have any questions around Compa Ratios or determining Compa Groups, please feel free to open an issue or email compensation@domain.

Compa Group

The Compa Group is determined by the direct manager for each team member, and reviewed by all indirect managers. This should be done at least once per year for current team members and during the offer stage for candidates. This factor does not directly reflect years of work experience, but instead, demonstrated ability to drive projects and deliverables from the position description to completion within GitLab. The goal of narrowing Compa Groups from Compa Ratios, as it relates to compensation, is to ensure they are accurate to work toward getting to the right salary.

If a manager is new to the team member, and has not had time to assess the Compa Group, collaboration with previous managers or colleagues is encouraged as a strong data point when assessing.

Compa Ratios are broken down into the following four Compa Groups:

Breakdown of the Compa Group mathematically:

Compa Group Compa Ratio Range
Learning the role 0.85-0.925
Growing in the role 0.925-0.99
Thriving in the role 1.0-1.075
Expert in the role 1.075-1.15
  1. Using the compa groups, determine where your direct reports aligns based on their knowledge, skills, and ability in their current role. This compa group can incorporate soft skills and job requirements, but should not take into account requirements or responsibilities that are outside of the scope of the Job Family and level.
  2. If you are not sure on how to classify your direct reports based on the descriptions above, you can use the Optional Compa Group Worksheet by saving a copy in the name of your team member. The worksheet is optional, but may be a helpful tool if you are not sure what classification your team member would fall into.
    • Use the role description, including any appropriate requirements or responsibilities, to help populate the responsibility line items in the worksheet. It is important to take all aspects of the position description into account when determining compa group. If the position description isn't correct, use this as an opportunity to update it. Also be sure to update the soft skills section of the worksheet. The percentages are the same for each team member at GitLab, but level should be taken into account when evaluating experience.
    • Please add the file to BambooHR. Login to BambooHR and go to your team member's profile. Click on the documents tab. Upload the file to the "Compa Group Worksheets" folder and select the option to share the file. Sharing the file will allow the team member to also view the worksheet.
    • The most recent feedback cycle can be a helpful tool when distinguishing the compa group the team member is currently performing at.
    • Feedback reviews should not be about judging, but helping people. We do not want feedback reviews where people are holding back, so these metrics are different as compa ratios are used within the compensation tool.
  3. Whether you use the worksheet or not, it is critical that all managers are able to explain the compa group with the respective team member, including how they arrived at that classification.
  4. If reviewing as part of annual compensation review: Add the Compa Group to BambooHR. Please note that only the direct manager will be able to submit the Compa Ratio request. If the reporting relationship is not accurate, please update the manager through a job information request to ensure they are reporting into the right person. If you have any issues here, please email compensation@domain.
    • Login to BambooHR
    • Go to the team member's profile. At the top right hand corner select "Request a Change"; from that list you will want to pick "Compa Ratio".
    • Enter in today's date
    • From the Comp Group drop down select the proper classification.
    • You may include an optional comment (for example a link to the compa group worksheet if used).
    • Click "Submit"
    • The request is then forwarded to the manager's manager for final review and approval before automatically being uploaded to the BambooHR profile.
  5. If reviewing off cycle from annual compensation review: Add the Compa Group as a comment in the BambooHR request.

It is important to note that deriving an compa group based on the current compensation calculator is not advised. Compa groups should be based on the knowledge, skills, and ability in the current role. Second, the output of the compensation calculator may change due to the review of all inputs. We want each team member's pay to be an accurate reflection of their market, with the caveat that we adjust once a year in order to reduce the overhead of the adjustment process.

Contract factor

Contract Factor distinguishes between employee (1) or contractor (1.17), which can be found on the contract_factors.yml file. A contractor may bear the costs of their own health insurance, social security taxes and so forth, leading to a 17% higher compensation for the contractor. Visit our contracts page to learn more about the different types of contracts we offer.

Annual Compensation Review

The Annual Compensation Review process is currently undergoing iteration and the most up to date timeline can be reviewed in the Compensation & Benefits Schedule. During the fourth quarter of each year, the Compensation & Benefits team will conduct a compensation review to ensure all team members are paid based on survey data in the compensation calculator. This is not a Cost of Living Adjustment, but instead a review of market changes. Location Factor and Compa Ratio will continue to be a part of the compensation calculator equation. The annual compensation review is not directly linked to performance reviews nor the ability to be promoted. The increase percentage may vary for each person. For instance, compa ratios are reviewed as part of a compensation adjustment or promotion, which GitLab encourages to happen independently from this review. If a team member was recently adjusted, the annual adjustment might yield no additional salary during the annual compensation review. This review acts as a sweep for each team member’s compensation to be evaluated at least once per year.

Annual Compensation Review Timeline

  1. Benchmarks and Location Factors
    • The Compensation & Benefits team will review all benchmarks and location factors associated with the Compensation Calculator and propose revised inputs to the Compensation Group for approval/implementation.
  2. Compa Ratios
    • The Compensation & Benefits team will reach out the managers to obtain compa groups for each active team member with a hire date on or before October 31st.
    • Manager will then use the Compa Group Guidelines to assess each team member's classification within their current position.
    • Managers will add this compa group as a request in BambooHR which is also approved by the manager's manager. Instructions on how to do so can be found in the determining section.
    • Once all requests have been reviewed and approved the executive leaders of each group will review the breakdown with the Compensation & Benefits team along with the People Business Partner for their group.
    • Remember that this is also a good time to update your team’s position description if it does not reflect the role.
    • Compa Groups should be submitted to BambooHR no later than November 30th.
  3. Using the revised inputs, the Compensation & Benefits team will calculate a proposed increase for each team member using the exchange rate as of 2020-01-01.
  4. Manager Review in Compaas
    • All indirect managers will also review the increases compared to their budget.
    • Each division leader is responsible for making sure their group stays within budget. The company has a 6% budget for all COLA and Market Adjustments.
    • Depending on budget constraints, the increases for the individual team members may be adjusted up or down by management and reviewed by Compensation & Benefits.
  5. Once the People Group gives the ok: Managers will inform the team members of the increase and adjustments to compensation compared to their compa group.
  6. People Operations Analysts will update BambooHR, and notify all payroll providers to be effective February 1st. Letters of adjustment are not necessary for annual compensation review changes.

Manager Review

As part of the new Annual Compensation Review, managers will review, approve, and where necessary update the proposed salary increases to ensure that we are paying each team member to market. Please verify the compensation calculator inputs (compa group, level, title) are accurate.

It is very important that GitLab team-members understand their compa group and how it impact their salary.

While some GitLab team-members may not receive an increase due to already being at the right competitive rate for their Comp Group, Level, Role, and Location there are other circumstances where an increase should be avoided. If there are any reasons as to why the team member should not receive the proposed increase to be aligned with their experience and market in our calculator, please email compensation@ domain with the reasoning and cc your People Business Partner. This could be due to a current performance issue, pending termination, etc. If you would like to delay the increase, please outline a proposed plan of action and deadline. Team members who are currently struggling to perform at their current level should have that communicated clearly and the manager should consider delaying the increase until performance reaches an commendable level.

Process in Compaas:

Please Note: The following steps will be adjusted (with greater detail as to how) as we implement a compensation system instead of using Google Sheets, and will incorporate direct and indirect manager review of their budget/individual increases.

TODO Outline process in Compaas for elevating this to indirect managers, executives, PBP, and the compensation team for review. After compensation has reviewed and approved, the budgetary impact will be proposed to Finance for the overall company for final approval.

Cost of Living Adjustment (COLA)

For positions in the compensation calculator, each eligible team member will receive at least a prorated 3% increase in base salary as a Cost of Living Adjustment. Note: If the team member is on a variable + base plan and is not at the desired split for their role, the entire cost of living adjustment will be added to the base or variable compensation to get closer to the desired split. If the team member is at the desired split for the role, then the increase is equally divided among base and variable. This goal to get to the standard split is also applicable to any compensation adjustments that may occur outside of COLA.

Catch-up Compensation Review

For team members hired between November 1st and January 31st, participating only in the annual compensation review may mean their compensation is not reassessed for up to 15 months. GitLab has incorporated a catch up review conducted in August for anyone hired in November, December, or January of the previous year. For example, any new hires in Nov 2019 - Jan 2020 would be reviewed in August 2020.

During the annual compensation review, the budget for these team members is separated out to be used in August. If anyone would fall out of the compensation range, the team member would be adjusted immediately, but this would be deducted from the budget used in August.

No cost of living adjustments would be made at this time. This review will only take into account a compa group alignment (if any). Team members should not expect an increase, but instead understand that their comp is being reviewed to ensure alignment to market.

All changes will follow the same process as the annual compensation review timeline with an effective date of September 1st.

Exchange Rates

The compensation calculator is updated in January and July with the proper exchange rate, keeping compensation levels in line with local purchasing power.

Not paid in your local currency

There are a number of reasons why team members may not be paid in local currency. For example, GitLab's bank might not support the currency or there may be a strong economic reason for the team member to choose a different currency. The currencies that GitLab can pay in are published on the contracts page.

  1. People Operations Analysts will analyze the difference in exchange rates from January to July (or vice versa) and the effect this has on local purchasing power.
  2. Criteria for review, the team member:
    • Is not paid in local currency.
    • Has been at GitLab for six months.
    • Has not opted out.
  3. Only changes of +/- 5% will be processed in each review.
    • Changes must stay within band of the compensation calculator.
  4. People Operations Analysts will confirm by letter of adjustment any increases or decreases to compensation as a result of this review.
  5. Any significant increases or decreases will be reviewed on a case-by-case basis before any changes are made.
  6. Team members may also opt out of the reviews.
    • If an opt out agreement is signed, the team members will be excluded from any future Exchange Rate reviews. GitLab retains the right to revisit the opt-out status in the future.
  7. Additionally, if a team member is impacted outside of this review period they should reach out to compensation@domain.

2019-07-01 Oanda Rates

Currency Rate from USD Rate to USD
EUR 0.87979 1.13664
GBP 0.788 1.26904
CAD 1.30955 0.76362
SEK 9.29887 0.10754
PLN 3.74434 0.26707
INR 69.06077 0.01448
AUD 1.42546 0.70153
ILS 3.57245 0.27992
CNY 6.86813 0.1456
RUB 63.25111 0.01581
MXN 19.23077 0.052
JPY 107.99136 0.00926
ZAR 14.1203 0.07082
CZK 22.38138 0.04468
HUF 284.90028 0.00351
NZD 1.48916 0.67152
DKK 6.56814 0.15225
KES 103.30579 0.00968
RON 4.15939 0.24042
CHF 0.97725 1.02328
SGD 1.3538 0.73866
KRW 1162.7907 0.00086
MAD 9.61723 0.10398
BRL 3.85 0.25974

Director Compensation

Directors and up are not part of the compensation calculator because:

  1. The difference between the abilities of different directors are large and we want to ensure a good organizational fit with accurate compensation.
  2. It is not practical and efficient to do a calculation for each director.

GitLab will use market data from Advanced-HR in order to generate offers and conduct a market review for Director level and above. Where market data is not available in the candidate or team member’s location, the People Operations Analyst will provide the Compensation Committee with an output using the location differential in the compensation calculator.

In addition to base compensation, Directors who are not already enrolled in the Sales Compensation Plan or other performance incentive plan are eligible for a 10% bonus of current base salary. The bonus will be paid out semi-annually solely based on Company performance against Plan targets, approved by the Board of Directors. The Director bonus will be pro rated for those team members who start after Jan 1st, or are promoted after July 1st. In addition, the team member must be actively employed by GitLab at the time of payout.

When pulling market data from Advanced-HR, the People Operations Analyst will provide the 50th percentile (or average if not available), in base pay and total target pay. Other data sources such as LinkedIn, Glassdoor, or Payscale may be used when market data is not available to cross check the compensation calculator output.

When hiring for a Director level or above position, the recruiters should tag the People Ops Analyst early on in the process to provide the relevant data.

GitLab reserves the right to change or discontinue the bonus program at any time. All bonus payouts are discretionary and require the achieving of specific company results that will be communicated each year.