Vice President, International Compensation

The opportunity

AI is changing the content of work, the pace at which skills gain and lose value, and the standard for how People teams operate. Compensation has to keep up without losing clarity, fairness, local credibility, or financial discipline. Salesforce is looking for a Dublin-based senior leader who can build that balance into the architecture, programs, and operating practices that support employees across international markets.

The Vice President, International Compensation will own Salesforce's broad-based compensation strategy and advisory agenda for markets outside the United States. This leader will translate enterprise rewards principles into locally relevant, scalable programs and bring international market, regulatory, and employee insight into enterprise compensation decisions.

This is an enterprise leadership role with a direct remit focused on international compensation. It combines clear ownership with strong partnership across Executive & Equity Compensation, Global Benefits, Global Incentive Compensation, Finance, Legal, Privacy, Tax, Payroll, Stock Administration, Mobility, People Analytics, Talent, Employee Relations, and business leadership.

What you'll own

Set international strategy and governance

• Define the international compensation agenda. Translate enterprise philosophy, business strategy, and workforce priorities into clear principles and priorities for markets outside the United States.
• Build practical governance. Establish international standards, decision rights, policy ownership, approval thresholds, and documented exception paths that preserve enterprise coherence while allowing justified local variation.
• Bring international insight to enterprise decisions. Advise senior People and business leaders with concise analysis, clear alternatives, and explicit market, cost, regulatory, employee, and implementation tradeoffs.

Architect jobs and pay across international markets

• Lead the international application of job architecture. Maintain consistent job evaluation, career streams, levels, and profiles across markets and surface local evidence that should influence enterprise architecture.
• Design locally credible pay structures. Own international salary ranges, market-positioning principles, geographic differentials, and refresh cadences for selected labor markets; use reputable surveys and approved market-data protocols.
• Respond to market and currency change. Monitor labor-market, inflation, and currency signals and establish range-review and foreign-exchange methodologies with Finance and local People teams rather than relying on automatic indexing.
• Respond to changing skill value. Identify critical-skill and talent-market signals, evaluate targeted premiums or differentiated approaches, and manage internal equity and compression implications.

Lead international compensation programs

• Run the international annual agenda. Own the design adaptation, governance, and delivery of salary, merit, promotion, and broad-based bonus programs outside the United States, including budgets, systems requirements, calibration, controls, manager guidance, and employee communications.
• Manage total direct compensation coherently. Connect international base pay and broad-based incentives with equity strategy through close partnership with Executive & Equity Compensation, Finance, Tax, Legal, Payroll, and Stock Administration.
• Maintain international policies. Govern pay decisions for hiring, promotions, transfers, off-cycle adjustments, cross-border moves, and retention situations with clear principles and usable tools.
• Partner on mobility. Shape assignment compensation, allowances, differentials, and tax-equalization principles with Mobility, Tax, Payroll, Finance, and Legal.

Advance international pay equity and transparency

• Build objective, gender-neutral pay practices. Embed documented criteria into job evaluation, range design, offers, movement, and annual pay decisions, including the factors used to assess equal work or work of equal value.
• Lead recurring pay-equity analytics. Develop reliable analyses, remediation scenarios, and execution governance; support counsel-directed reviews and keep legal conclusions and privilege decisions with Legal.
• Lead transparency readiness. Translate the EU Pay Transparency Directive, applicable national implementing laws, and other international requirements into compensation structures, data, reporting, processes, manager tools, and communications.
• Keep reporting disciplines distinct. Support Irish and other statutory gender-pay-gap reporting while maintaining a clear distinction between population-level reporting, equal-pay analysis, and market competitiveness.
• Support employee-representation processes. Provide compensation analysis, design rationale, and implementation scenarios for European and local information or consultation processes where required.

Turn international data into decisions

• Model the choices. Build multi-year forecasts and scenarios that show the cost, market, talent, equity, compression, currency, and implementation effects of major compensation decisions.
• Strengthen the data foundation. Set standards for compensation data quality, definitions, access, controls, retention, and cross-border use in partnership with Privacy, Legal, HR Technology, and People Analytics.
• Measure what matters. Create a focused scorecard for program competitiveness, internal consistency, cycle accuracy and timeliness, budget performance, exception patterns, adoption, and operating efficiency.

Build the future of international compensation

• Translate changes in work into pay implications. Partner with Future of Work, Talent, Workforce Strategy, and People Analytics teams to understand how AI changes tasks, roles, skills, career paths, and talent scarcity across international markets.
• Run disciplined experiments. Test skills-based pay, targeted skill premiums, and new approaches to AI-affected roles through defined hypotheses, local-law and employee-relations guardrails, success measures, and controlled pilots before scaling.
• Apply AI responsibly. Use governed AI, automation, and advanced analytics to improve market pricing, scenario modeling, cycle operations, anomaly detection, and advisory support. Validate data and model quality, document material assumptions, protect confidential data, assess privacy impact, monitor for discriminatory outcomes, and preserve accountable human judgment.

Lead international compensation through acquisitions and change

• Lead the international compensation workstream for M&A. Own diligence, job and employee mapping, acquired-company pay and incentive assessment, retention arrangements, harmonization options, and cost and risk modeling outside the United States.
• Create an executable transition path. Define decision points, transition principles, milestones, communications, and exception governance in partnership with Rewards, Finance, Legal, Tax, Payroll, Mobility, Privacy, and Employee Relations.

Build the team and international capability

• Lead a high-performing international function. Build a diverse, succession-ready team of compensation partners with strong technical depth, business judgment, and local credibility.
• Raise compensation capability. Equip People Partners, recruiters, managers, and leaders with clear guidance, decision tools, and training that improve the quality and consistency of pay decisions.
• Create trust through clarity. Explain complex choices in plain language, surface tradeoffs early, and maintain strong relationships across countries, functions, and levels.

What success looks like

• Clear international governance. Leaders understand enterprise principles, international decision rights, and exception paths, and material decisions are documented and repeatable.
• Locally credible architecture. International jobs, levels, and pay structures have defined cove