DEF 14A of Gartner Inc, Apr 15, 2026

DEF 14A of Gartner Inc

Filed Apr 15, 2026 · FY20250000749251-26-000159

Open on EDGAR

  1. General Information About Our Board of Directors

    General Information About Our Board of Directors The Board of Directors of Gartner, Inc. (the “Board”) currently has 13 directors who serve for annual terms. Mr. Eugene A. Hall, our CEO, serves as Chairman of the Board and Ms. Karen E. Dykstra serves as our Lead Independent Director, in accordance with our Board Principles and Practices. Mr. Hall has an employment agreement with the Company that obligates the Company to include him on the slate of nominees to be elected to our Board during the term of the agreement. See Executive Compensation – Certain Employment Agreements with Executive Officers – Mr. Hall — Employment Agreement below. There are no other arrangements between any director or nominee and any other person pursuant to which the director or nominee was selected. None of our directors or executive officers is related to another director or executive officer by blood, marriage or adoption. Each member of our Board has been nominated for election at the 2026 Annual Meeting. See Proposal One – Election of Directors on page 23. Set forth below are the name, age, principal occupation for the last five years, public company board experience, selected additional biographical information and period of service as a director of the Company of each director, as well as a summary of each director’s experience, qualifications and background.

  2. General Information About Our Board of Directors

    | Director Since: 2016 Age: 68 Board Committees •Audit Committee Other Public Directorships (past five years) •Automatic Data Processing, Inc. (since 2015) | Peter E. Bisson Independent Director Mr. Bisson brings to the Board more than 30 years of experience advising global technology companies. His expertise spans M&A, transformation programs design and execution, marketing and technology development. With deep knowledge of tech operations and long-term strategic planning, Mr. Bisson is well equipped to oversee Gartner’s strategic growth initiatives, particularly those driven by emerging technology capabilities and evolving client expectations. Professional Skills & Experience Supporting Board Nomination • As a senior advisor and a member of the Portfolio Committee at Brighton Park Capital (since 2019), a growth equity investment firm focused on software, healthcare and technology enabled services, Mr. Bisson brings extensive experience in strategic investing, identifying growth opportunities and advising on capital allocation strategies. • Over his more than three decades with McKinsey & Company, where he most recently served as Director and Global Leader of the High-Tech Practice, Mr. Bisson guided multiple global public companies through development and execution of transformation strategies, with deep experience in IT infrastructure, operational efficiency initiatives, M&A, marketing, data architecture and enterprise technology strategies. • Mr. Bisson oversaw McKinsey’s business development while serving as Chair of the firm’s knowledge committee, identifying business priorities and thought leadership opportunities, and guiding investment, marketing and communication strategies. Mr. Bisson also served as a member of the firm’s Shareholders Committee and leader of the firm’s strategy and telecommunications practices. | | | Mr. Bisson brings to the Board more than 30 years of experience advising global technology companies. His expertise spans M&A, transformation programs design and execution, marketing and technology development. With deep knowledge of tech operations and long-term strategic planning, Mr. Bisson is well equipped to oversee Gartner’s strategic growth initiatives, particularly those driven by emerging technology capabilities and evolving client expectations. Professional Skills & Experience Supporting Board Nomination • As a senior advisor and a member of the Portfolio Committee at Brighton Park Capital (since 2019), a growth equity investment firm focused on software, healthcare and technology enabled services, Mr. Bisson brings extensive experience in strategic investing, identifying growth opportunities and advising on capital allocation strategies. • Over his more than three decades with McKinsey & Company, where he most recently served as Director and Global Leader of the High-Tech Practice, Mr. Bisson guided multiple global public companies through development and execution of transformation strategies, with deep experience in IT infrastructure, operational efficiency initiatives, M&A, marketing, data architecture and enterprise technology strategies. • Mr. Bisson oversaw McKinsey’s business development while serving as Chair of the firm’s knowledge committee, identifying business priorities and thought leadership opportunities, and guiding investment, marketing and communication strategies. Mr. Bisson also served as a member of the firm’s Shareholders Committee and leader of the firm’s strategy and telecommunications practices. |

  3. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 2 |

  4. General Information About Our Board of Directors

    | Director Since: 2026 Age: 67 Board Committees •Audit Committee Other Public Directorships (past five years) •Omnicell, Inc. (since 2021) •Corebridge Financial, Inc. (since 2024) •Azenta, Inc. (2024-2025) | Edward P. Bousa Independent Director | | | Mr. Bousa brings to the Board more than three decades of experience in senior leadership roles in the mutual fund industry as an investment professional. His experience spans financial analysis, risk management and business and capital strategy. With his extensive background and experience of working with financial institutions through the capital markets, Mr. Bousa is well positioned to support the oversight of the Company’s financial performance and long-term strategic planning. Mr. Bousa has significant financial and accounting experience and qualifies as an Audit Committee financial expert. Professional Skills & Experience Supporting Board Nomination • Mr. Bousa was most recently Partner and Team Leader of Quality Value Equity Investment Strategies at Wellington Management Company LLC, a leading global investment management firm, from 2005 until his retirement in June 2020, after initially joining the firm in 2000. In this role, he led a global investment team as the team’s equity assets under management grew from $20 billion in 2003 to $90 billion prior to his retirement. • Earlier in his career, Mr. Bousa served as a vice president and portfolio manager at Putnam Investments, LLC from 1992 to 2000, and as an equity research analyst and portfolio manager at Fidelity Investments, Inc. from 1983 to 1992. Mr. Bousa began his career as a commodity merchant at Louis Dreyfus Corporation from 1980 to 1982. • Mr. Bousa has served as a director of Omnicell, Inc., a leading provider of an integrated suite of clinical infrastructure and workflow automation since July 2021. He has also served as a director of Corebridge Financial, Inc., one of the largest providers of retirement solutions and insurance products in the United States since August 2024. Mr. Bousa previously served as a director of Azenta, Inc., a leading global provider of biological and chemical compound sample exploration and management solutions for the life sciences industry, from January 2024 until January 2025. |

  5. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 3 |

  6. General Information About Our Board of Directors

    | Director Since: 2006 Age: 68 Board Committees •Audit Committee Other Public Directorships (past five years) •iHeartMedia, Inc. (since 2007) | Richard J. Bressler Independent Director | | | Mr. Bressler contributes to the Board with over three decades of leadership experience overseeing strategic, financial, business development and technology functions at large U.S. public companies. His senior financial leadership roles bring profound financial, accounting, capital markets and professional expertise to the Board and its Audit Committee. Mr. Bressler qualifies as an Audit Committee Financial Expert, due to his extensive financial and operational roles at large U.S. public companies. Professional Skills & Experience Supporting Board Nomination • Mr. Bressler is President, Chief Operating Officer of iHeartMedia, Inc., and CEO, Multiplatform Group, a mass media company.1 He previously served as Chief Financial Officer until January 2026. Among other things, he oversaw strategic M&A, including iHeartMedia’s recent acquisitions of Triton Digital and Voxnest, which bolstered the company’s digital capabilities. • Prior to joining iHeartMedia, Inc., he served as Managing Director at Thomas H. Lee Partners. Mr. Bressler is a former director of The Nielsen Company B.V. and Warner Music Group Corp. • Mr. Bressler has held multiple Chief Financial Officer roles, including at Clear Channel Outdoor Holdings, Inc., Viacom Inc., and Time Warner Inc. and was previously a partner at the accounting firm Ernst & Young, where he built a strong foundation in financial reporting, compliance, strategic planning and corporate governance. 1iHeartMedia, Inc. filed for bankruptcy protection under Chapter 11 of the U.S. Bankruptcy Code in March 2018 and emerged from bankruptcy in May 2019. |

  7. General Information About Our Board of Directors

    | Director Since: 2012 Age: 78 Board Committees •Compensation Committee Other Public Directorships (past five years) •None | Raul E. Cesan Independent Director | | | Mr. Cesan is an experienced executive with over 30 years of experience in operations, business development, and finance. His background in strategic planning and managing businesses on a global scale contributes to his expertise in navigating regulatory and geopolitical shifts and providing important insights into Gartner’s international business operations. Mr. Cesan also contributes to the Board with valuable governance oversight developed through his extensive public board experience. Professional Skills & Experience Supporting Board Nomination • As President and Chief Operating Officer of Schering-Plough Corporation, where he spent 25 years, Mr. Cesan gained significant experience managing global operations during a period of significant growth. • Through his executive leadership positions, he has established a strong track record overseeing R&D and global market strategy across regions such as Latin America, Europe, the Middle East, Asia, Australia and Africa, and expanding client relations and service offerings to support the company’s global expansion. • Mr. Cesan acquired extensive governance and strategic oversight expertise through his public board service at First Health Group Corp. and The New York Times Company, and as Founder and Managing Director of Commercial Worldwide LLC (since 2001). |

  8. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 4 |

  9. General Information About Our Board of Directors

    | Director Since: 2023 Age: 67 Board Committees •Governance/Nominating Committee Other Public Directorships (past five years) •Atlassian Corporation (since 2025) •Arm Holding PLC (since 2022) •VMware, Inc. (2016-2023) | Karen Dykstra Lead Independent Director | | | Ms. Dykstra brings to the Board insights into emerging market trends, risk oversight, financial strategy and technology-driven corporate transformation initiatives from over three decades of serving in operational and financial leadership roles with global services and technology companies. Her success in scaling large enterprises through strategic acquisitions, investment strategies and adoption of new business models enable her to advise companies on positioning their brands to capitalize on technological shifts while delivering sustained growth. Ms. Dykstra previously served on Gartner’s Board from 2007 to June 2023. She resigned in June 2023 to focus on her role as Chief Financial Officer and Executive Vice President of VMware, a position she held until November 2023 (following the closing of Broadcom Inc.’s acquisition of VMware), rejoining Gartner’s Board in December 2023. Professional Skills & Experience Supporting Board Nomination • As the Chief Financial Officer of VMware, a cloud computing and virtualization technology company, Ms. Dykstra played a key role in guiding the cloud computing solutions provider through its pre-acquisition transition period, culminating in the successful completion of its $61 billion sale to Broadcom, Inc., demonstrating exceptional expertise in navigating complex, multi-jurisdictional transaction approvals and regulatory challenges. • During her tenure as Chief Financial Officer and Chief Administrative Officer at AOL, Ms. Dykstra led strategic acquisition initiatives that helped transform the company into a diversified digital media company, and played a key role in positioning AOL for its $4.4 billion acquisition by Verizon and enabling Verizon’s expansion into online media and advertising. • Before joining AOL, Ms. Dykstra served as a partner of Plainfield Asset Management LLC. Prior to that, she spent 25 years at Automatic Data Processing, Inc. in financial leadership positions, eventually serving as the company’s Chief Financial Officer. Ms. Dykstra also previously held directorships at AOL, Plainfield Asset Management LLC and Boston Properties. |

  10. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 5 |

  11. General Information About Our Board of Directors

    | Director Since: 2021 Age: 63 Board Committees •Governance/Nominating Committee (Chair) Other Public Directorships (past five years) •Mattel, Inc. (since 2020) •Sally Beauty Holdings, Inc. (since 2019) •Invacare Corp. (2018-2022) •Frontier Communications Corporation (2014-2021) | Diana S. Ferguson Independent Director | | | Ms. Ferguson is a seasoned executive who brings to the Board a proven track record of strategic planning and transaction execution. Having served as Chief Financial Officer across multiple industries, she brings an intrinsic understanding of driving operational improvements to enhance shareholder value. Ms. Ferguson’s strong financial background equips her with the experience needed to oversee Gartner’s market and customer expansion strategy. Professional Skills & Experience Supporting Board Nomination • Throughout her senior leadership roles with investment firms, including Scarlett Investments LLC, where she serves as Founder and Principal (since 2013), and as former Chief Financial Officer of Cleveland Avenue, a venture capital investment company, Ms. Ferguson has overseen and executed a wide range of financial transactions, including equity and debt financing, that support corporate growth projects and drive operational improvements. • Ms. Ferguson previously served as Chief Financial Officer at the Folgers Coffee Company and at Merisant Worldwide, affording her a comprehensive understanding of in-depth financial planning, accounting and reporting. • Ms. Ferguson leverages her experience to advise corporate boards on acquisitions and divestitures, in order to streamline operations and facilitate growth. In addition, her present and past service on several public boards gives her valuable knowledge and perspective into best practices and corporate strategy. |

  12. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 6 |

  13. General Information About Our Board of Directors

    | Director Since: 1999 Age: 79 Board Committees •Compensation Committee •Governance/Nominating Committee Other Public Directorships (past five years) •Pitney Bowes (2005-2022) | Anne Sutherland Fuchs Independent Director | | | Ms. Fuchs brings extensive executive management, content and branding skills, along with a strong record of implementing transformational operational and marketing initiatives for Fortune 500 companies. She has successfully guided companies through market and industry changes by establishing customer-focused product development strategies, growing sales revenue and advancing digital solutions. Her deep understanding of Gartner’s operations and growth strategy adds significant value to the Board. Professional Skills & Experience Supporting Board Nomination • As Group President for Growth Brands Division and Digital Ventures at J.C. Penney Company, Ms. Fuchs led strategy and P&L for two digital retail sites, driving sales and revenue growth through digital innovation. • During her tenure as Senior Vice President at Hearst Magazines, she played a key role in developing and executing growth strategies that were instrumental in doubling the group's profits. Ms. Fuchs oversaw six major global publications, supported by innovative marketing initiatives. She also held executive leadership roles at leading publishing companies, including Condé Nast, Hachette and CBS. • Ms. Fuchs possesses strong business acumen, having served as a consultant to companies on digital initiatives and during her senior executive positions at LVMH Moët Hennessy Louis Vuitton and Phillips de Pury & Luxembourg. She also served as Chair of the Commission on Women’s Issues for New York City during the Bloomberg Administration. |

  14. General Information About Our Board of Directors

    | Director Since: 1993 Age: 87 Board Committees •Governance/Nominating Committee Other Public Directorships (past five years) •Lenovo Group Limited (2006 – 2025) •QTS Realty Trust Inc (2013 – 2021) | William O. Grabe Independent Director | | | Mr. Grabe is a highly accomplished executive with a deep understanding of Gartner’s strategy and corporate culture, as well as expertise in sales, marketing, international operations and emerging technologies. His executive leadership roles and board experience at public companies enable him to contribute to the Board with his strategic guidance on transformation strategies, contributing to the Board’s oversight of the Company’s value creation strategy. Professional Skills & Experience Supporting Board Nomination • Mr. Grabe brings over 30 years of experience at International Business Machines Corporation (IBM), where he played a key role in driving global growth strategies while overseeing marketing initiatives for the company’s entire software services portfolio in the U.S. and globally. He was instrumental in the launch of the AS400 computer system and served as a founding board member of the Integrated Systems Solutions Corp (now IBM Global Services), contributing to a pivotal development in IBM’s systems integration service offerings to businesses and governments. • Mr. Grabe has deep global leadership experience, having led the international expansion of General Atlantic LLC across markets including Europe, India and China during his tenure. He joined the firm in 1992 as a Managing Partner (and later served as an Advisory Director), where he was a founding member of its technology business. • Mr. Grabe is currently a trustee of the Nature Conservancy in Florida and the NYU Entrepreneurial Institute. He is also a member of the Board of Grand Canyon Trust and the UCLA Anderson School of Management Board of Visitors. In addition to his more recent board roles, Mr. Grabe is a former director of Infotech Enterprises Limited, Compuware Corporation, and Patni Computer Systems Ltd. (now known as iGate Computer Systems Limited). |

  15. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 7 |

  16. General Information About Our Board of Directors

    | Director Since: 2023 Age: 64 Board Committees •Audit Committee (Chair) Other Public Directorships (past five years) •Adient PLC (since 2019) •Denny’s Corp (2013 - 2026) | José M. Gutiérrez Independent Director | | | Mr. Gutiérrez brings extensive experience across a diverse range of industries at both the executive and board levels, with particular strength in the technology sector. His senior leadership roles at a leading telecommunications company have shaped his expertise in corporate strategy. Mr. Gutiérrez has led enterprise-wide transformational initiatives and leverages his technological expertise to contribute to the Board’s deliberations on strategic growth and innovation. Mr. Gutiérrez has significant financial and accounting experience and qualifies as an Audit Committee financial expert. Professional Skills & Experience Supporting Board Nomination • Mr. Gutiérrez spent 25 years at AT&T Inc., where he held several senior executive positions including President and/or CEO of five business units ranging from $5B to $25B in revenue. Through these roles, he acquired extensive experience in financial strategy, P&L management, global operations and evolving business strategies to reflect evolving customer expectations. • As CEO of AT&T Southwestern Bell, President of AT&T Global Enterprise and President of AT&T Wholesale Solutions, he led major infrastructure investments to support industry shifts and digital transformation, playing a key role in advancing AT&T’s $20 billion annual investment to expand its wireless network coverage to 300 million people and wireline network capabilities around the world. • Mr. Gutiérrez has experience overseeing the execution of major corporate projects, identifying growth opportunities and ensuring the successful implementation of key strategic objectives, including as a director at Dr. Pepper Snapple Group during its $11 billion merger with JAB’s Keurig, and a director at Denny’s Corporation during its $620 million sale to TriArtisan Capital Advisors LLC, Treville Capital Group and Yadav Enterprises, Inc. |

  17. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 8 |

  18. General Information About Our Board of Directors

    | Director Since: 2004 Age: 69 Board Committees •None Other Public Directorships (past five years) •None | Eugene A. Hall Chairman of the Board and Chief Executive Officer | | | Mr. Hall is a seasoned executive who has served as Gartner’s Chief Executive Officer since August 2004 and Chairman of the Board since July 2024. With a proven ability to oversee corporate growth strategy and shareholder value creation, Mr. Hall has played a critical role in transforming Gartner from an IT research firm to a global company that delivers actionable, objective business and technology insights. Mr. Hall’s operational and strategic insights into our business enable him to advise the Board on Gartner’s capital allocation, core competitive strengths, growth opportunities and innovation. Professional Skills & Experience Supporting Board Nomination • Mr. Hall provides a deep understanding of Gartner’s corporate culture and competitive market environment and a strong track record of delivering significant returns to shareholders. Under his leadership, Gartner has successfully completed the integration of more than 17 acquisitions and strengthened its market position and operational excellence. • Mr. Hall has leveraged his deep industry experience to oversee the development and expansion of innovative tools and client solutions, which has supported Gartner’s long-term growth strategy. • Mr. Hall brings proven insights into unlocking transformation growth opportunities amid major market shifts. Earlier in his career, when holding several leadership positions at McKinsey & Company, most recently as director, he advised clients across the electronics, telecommunications and financial services sectors on turnaround strategies. He later served as a senior executive at Automatic Data Processing, Inc., most recently as President of Employers Services Major Accounts Division, where he helped lead the integration of software innovation solutions. |

  19. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 9 |

  20. General Information About Our Board of Directors

    | Director Since: 2010 Age: 71 Board Committees •Compensation Committee Other Public Directorships (past five years) •Coherent Corp (f.k.a. II-VI Incorporated) (since 2021) •Norwegian Cruise Line Holdings Ltd. (since 2026) | Stephen G. Pagliuca Independent Director | | | Mr. Pagliuca brings to the Board over three decades of senior leadership experience and deep expertise in corporate strategy and operations. He possesses extensive knowledge of Gartner’s business model evolution and the global information technology industry, along with his strong financial expertise. His background in investing and consulting enables him to provide valuable insights to the Board in evaluating and guiding long-term growth. Professional Skills & Experience Supporting Board Nomination • Mr. Pagliuca brings significant expertise in capital markets, currently serving as Senior Advisor (since 2023) and former Managing Director of Bain Capital Private Equity, LP, a global private equity firm, where he provided strategic guidance to portfolio companies across a broad range of industries. Mr. Pagliuca has played a critical role in Bain Capital’s development. Through serving as Co-Chairman and founding the Information Partners private equity fund, Mr. Pagliuca championed the efforts that led to Bain Capital’s position as a leading investment firm with over $75 billion in assets under management. • Mr. Pagliuca is currently the principal owner and Co-Chairman of Atalanta, the Serie A football club based in Bergamasca, Italy, and former Co-Owner and Managing General Partner of the Boston Celtics. • In addition to his public company directorships, he currently serves on the board of directors of Virgin Voyages. Mr. Pagliuca is also a former director of Kioxia Holdings Corporation, Burger King Holdings, Inc., HCA Healthcare, Inc., Quintiles Transnational Corporation, Warner Chilcott PLC, the Weather Company, and Axis Bank, Ltd. Mr. Pagliuca previously served on Gartner, Inc.’s Board from 1990 to 2009 but resigned to enter the U.S. Senate race for Massachusetts. He rejoined the Board in 2010. |

  21. General Information About Our Board of Directors

    | Director Since: 2026 Age: 62 Board Committees •Governance/Nominating Committee Other Public Directorships (past five years) •Symbotic Inc. (since 2023) | Daniela L. Rus Independent Director | | | Professor Rus brings to the Board more than three decades of experience in senior academic and research roles in the fields of computer science, robotics, machine learning, and artificial intelligence. With her extensive research experience and industry-leading expertise in robotics, artificial intelligence and data science, Professor Rus is well-positioned to contribute to the Board’s deliberations on long-term strategic planning, particularly in the artificial intelligence space. Professional Skills & Experience Supporting Board Nomination • Professor Rus has served as a professor at the Massachusetts Institute of Technology (MIT) since 2004, where she currently holds several positions, including as the MIT Panasonic Professor of Electrical Engineering and Computer Science, since 2025, and as Director of the Computer Science and Artificial Intelligence Laboratory, since 2025. From 2019 to 2022, Professor Rus served as Deputy Dean of Research for the Schwarzman College of Computing at MIT. • Earlier in her career, Professor Rus served as a professor in the Computer Science Department at Dartmouth College, from 1994 to 2004. • Professor Rus is a MacArthur Fellow, as well as a member of National Academy of Engineering and the National Academy of Sciences. She has served as a director of Symbotic Inc., a public technology company offering robotics and software solutions for warehouse automation, since March 2023. |

  22. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 10 |

  23. General Information About Our Board of Directors

    | Director Since: 2017 Age: 71 Board Committees •Compensation Committee (Chair) Other Public Directorships (past five years) •Capital One Financial Corp (since 2020) •Boxed, Inc. (2021-2023) •Seven Oaks Acquisition Corp (2020-2021) | Eileen M. Serra Independent Director | | | Ms. Serra brings extensive operational and management experience, having held senior positions at leading global companies. She has a proven track record of scaling operations, driving strategic growth and leading high-impact marketing initiatives. Her ability to navigate complex market dynamics enables her to provide valuable guidance to our Board. Professional Skills & Experience Supporting Board Nomination • Before retiring in 2018, Ms. Serra was a Senior Advisor at JPMorgan Chase & Co., focusing on strategic growth initiatives across Chase Consumer and Community Banking. She also served as Chief Executive Officer of Chase Card Services, and prior thereto, held leadership roles on the Card Executive Leadership Team, with a focus on identifying strategic growth initiatives across Chase Consumer and Community Banking businesses. • Before joining Chase Card Services, Ms. Serra was a Managing Director and Head of Private Client Banking Solutions at Merrill Lynch and worked at American Express, where she launched and operated the credit card and lending businesses within the Small Business Division and led Strategy and Business Development. • Earlier in her career, Ms. Serra was a Partner at McKinsey & Company, where she advised clients across industries on strategic planning and business development, which equipped her with deep insights into leading large, complex initiatives to drive growth and transformation. |

  24. General Information About Our Board of Directors

    | | | | | | 2026 Proxy Statement | 11 |

  25. Compensation of Directors

    Compensation of Directors The Compensation Committee, in consultation with the Governance Committee, reviews all forms of independent director compensation on an annual basis and approves changes, when appropriate. The Compensation and Governance Committees are supported in this review by Exequity, LLP, the Compensation Committee’s independent compensation consultant. The review examines director compensation in relation to two comparator groups: the Peer Group and General Industry Group. The Peer Group includes the same companies used to benchmark executive pay (as discussed in further detail on page 32). The General Industry Group includes 100 companies; 50 companies larger and 50 companies smaller than Gartner, with median revenues similar to that of Gartner. The Peer Group serves as the primary comparison with the General Industry Group serving as an additional reference, recognizing the broader labor market for director talent. Regular review of director compensation is intended to help ensure that the director compensation program is reasonable and reflective of market practice. In October 2024, the Compensation Committee conducted a review of director compensation and determined no changes to director pay were necessary for 2025.

  26. Compensation of Directors

    | | | | | | 2026 Proxy Statement | 12 |

  27. Compensation of Directors

    Directors who are also employees receive no additional compensation for their services as directors. Non-management directors are reimbursed for their meeting attendance expenses and receive the following compensation for their service as directors. The table below sets forth director compensation for 2025:

  28. Compensation of Directors

    | Annual Director Retainer Fee: | $90,000 per director, and an additional $50,000 for our lead independent director, payable in arrears in four equal quarterly installments, on the first business day of each calendar quarter. These amounts are paid in fully vested common stock equivalents (“CSEs”) granted under the Company’s Long-Term Incentive Plan (the “LTIP”), except that a director may elect to receive up to 50% of this fee in cash. The CSEs convert into Common Stock on the date the director’s continuous status as a director terminates, unless the director elects accelerated release as provided in the LTIP. The number of CSEs awarded is determined by dividing the aggregate director fees owed for a quarter (other than any amount payable in cash) by the closing price of the Common Stock on the first business day following the close of that quarter. | | Annual Committee Chair Fee: | $10,000 for the chair of our Governance Committee and $15,000 for the chairs of our Audit and Compensation Committees. Amounts are payable in the same manner as the Annual Director Retainer Fee. | | Annual Committee Member Fee: | $7,500 for our Governance Committee members, $10,000 for our Compensation Committee members and $15,000 for our Audit Committee members. Committee chairs receive both a committee chair fee and a committee member fee. Amounts are payable in the same manner as the Annual Director Retainer Fee. | | Annual Equity Grant: | $240,000 in value of restricted stock units (“RSUs”), awarded annually on the date of the Annual Meeting. The number of RSUs awarded is determined by dividing $240,000 by the closing price of the Common Stock on the grant date. The RSUs vest one year after grant subject to continued service as director through that date; release may be deferred beyond the vesting date at the director’s election in accordance with the LTIP. |

  29. Compensation of Directors

    In addition, our non-employee directors may participate in the Gartner Charity Match Program. Under this program, contributions to eligible non-profit organizations are matched by Gartner, up to a maximum of $20,000 per director per calendar year.

  30. Director Compensation Table

    Director Compensation Table This table sets forth compensation of our non-management directors on account of services rendered as a director in 2025. Mr. Hall receives no additional compensation for service as director or Chairman of the Board. In January 2025, the Board appointed Mr. Bisson to the Audit Committee and removed him from the Governance Committee. At the same time, the Board appointed Ms. Ferguson to the Governance Committee and removed her from the Audit Committee. In November 2025, the Board approved the rotation of the chairpersons of the Board Committees, appointing Mr. Gutiérrez, Ms. Serra, and Ms. Ferguson as the respective chairpersons of the Audit, Compensation, and Governance Committees. Their compensation for these roles was prorated accordingly. Mr. Bousa and Professor Rus were appointed to the Board in January 2026 and did not receive any compensation from Gartner in 2025.

  31. Director Compensation Table

    | | | | | | 2026 Proxy Statement | 13 |

  32. Director Compensation Table

    | Name | Fees Earned Or Paid in Cash ($) (1) | Stock Awards ($) (2) | All-Other Compensation ($) (3) | Total ($) (4) | | Peter E. Bisson | 104,751 | 239,999 | — | 344,750 | | Richard J. Bressler | 120,537 | 239,999 | — | 360,536 | | Raul E. Cesan | 99,620 | 239,999 | — | 339,619 | | Karen E. Dykstra | 147,482 | 239,999 | 17,500 | 404,981 | | Diana S. Ferguson | 99,171 | 239,999 | — | 339,170 | | Anne Sutherland Fuchs | 120,948 | 239,999 | — | 360,947 | | William O. Grabe | 106,427 | 239,999 | — | 346,426 | | José M. Gutiérrez | 106,626 | 239,999 | 15,456 | 362,081 | | Stephen G. Pagliuca | 89,817 | 239,999 | — | 329,816 | | Eileen M. Serra | 101,516 | 239,999 | — | 341,515 |

  33. Director Compensation Table

    (1)Includes amounts earned in 2025 and paid in cash and/or CSEs on account of the Annual Director Retainer Fee, Annual Committee Chair Fee and/or Annual Committee Member Fee, described above. Does not include reimbursement for meeting attendance expenses. (2)Represents the grant date value of an annual equity award computed in accordance with Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) Topic 718, consisting of 551 RSUs that vest on May 29, 2026, one year from the date of the 2025 Annual Meeting, subject to continued service through that date. The number of RSUs awarded was calculated by dividing $240,000 by the closing price of our Common Stock on May 29, 2025 ($435.57) (rounded down to the nearest whole number). The FASB ASC Topic 718 grant date value of each award reflected herein is calculated based on the closing price of our Common Stock on the applicable date of grant. In addition to these 551 unvested RSUs, at fiscal year end, the non-employee directors, other than Mr. Bousa and Professor Rus, held vested RSUs in the following amounts: Mr. Bisson, 9,986; Mr. Bressler, 13,261; Ms. Dykstra, 893; Ms. Ferguson, 1,448; Mr. Grabe, 4,340; and Ms. Serra, 6,500; and CSEs in the following amounts: Mr. Bisson, 3,687; Mr. Bressler, 21,193; Mr. Cesan, 1,063; Ms. Dykstra, 389; Ms. Ferguson, 81; Ms. Fuchs, 29,577; Mr. Grabe, 47,197; Mr. Gutiérrez, 226; Mr. Pagliuca, 1,668; and Ms. Serra, 2,961. (3)Includes the aggregate value of all matching contributions made by us on behalf of the director for 2025 under our Gartner Charity Match Program for Ms. Dykstra and Mr. Gutiérrez. (4)Any aggregate sum discrepancies are due to rounding.

  34. ELECTION OF DIRECTORS

    ELECTION OF DIRECTORS

  35. Nominees for Election to the Board of Directors

    Nominees for Election to the Board of Directors Our Board, acting on recommendation of the Governance Committee, is responsible for presenting for stockholder consideration each year a group of nominees that, taken together, has the experience, qualifications, attributes and skills appropriate and necessary to carry out the duties and responsibilities of, and to function effectively as, the board of directors of Gartner. The Governance Committee regularly reviews the composition of the Board in light of the needs of the Company, its assessment of board and committee performance, and the input of stockholders and other key stakeholders. The Governance Committee looks for certain common characteristics in all nominees, including integrity, strong professional experience and reputation, a record of achievement, constructive and collegial personal attributes and the ability and commitment to devote sufficient time and effort to board service. In addition, the Governance Committee seeks to include on the Board a complementary mix of individuals with diverse backgrounds and skills that will enable the Board as a whole to effectively manage the array of issues it will confront in furtherance of its duties. These individual qualities can include matters such as experience in the technology industry; experience managing and operating large public companies; international operating experience; financial, accounting, executive compensation and capital markets expertise; and leadership skills and experience. All of the nominees listed below are incumbent directors who have been nominated by the Governance Committee and Board for election and have agreed to serve another term. For additional information about the nominees and their qualifications, please see General Information about our Board of Directors on page 2. If any nominee is unable or declines unexpectedly to stand for election as a director at the Annual Meeting, proxies may be voted for a nominee designated by the present Board to fill the vacancy or the Board may reduce the size of the Board. Each person elected as a director will continue to be a director until the 2027 Annual Meeting of Stockholders and until his or her successor has been duly qualified and elected.

  36. Nominees for Election to the Board of Directors

    | Peter E. Bisson | William O. Grabe | | Edward P. Bousa | José M. Gutiérrez | | Richard J. Bressler | Eugene A. Hall | | Raul E. Cesan | Stephen G. Pagliuca | | Karen E. Dykstra | Daniela L. Rus | | Diana S. Ferguson | Eileen M. Serra | | Anne Sutherland Fuchs | |

  37. Nominees for Election to the Board of Directors

    | VOTE RECOMMENDATION OF OUR BOARD: FOR | Our Board unanimously recommends that you vote FOR the election of each of the thirteen nominees to our Board of Directors. |

  38. Nominees for Election to the Board of Directors

    | | | | | | 2026 Proxy Statement | 23 |

  39. Key Attributes of our Executive Compensation Program – Pay for Performance

    | Key features of our compensation program are as follows: | | | ✓ | 100% of executive incentive awards, including annual bonus and equity awards, are performance-based or require stock price appreciation for the NEO to realize any value. | | ✓ | 70% of executive equity awards, and 100% of executive bonus awards vest based on performance objectives established by the Compensation Committee. | | ✓ | 95% of the CEO’s target total compensation (87% in the case of other NEOs) is in the form of incentive compensation (bonus and equity awards). | | ✓ | 88% of our CEO’s target total compensation (74% in the case of other NEOs) is in the form of equity awards, with a focus on long-term performance. | | ✓ | Equity awards vest over a longer than typical vesting schedule of 4 years, with awards subject to increases or decreases in value based upon stock price movement, reinforcing alignment with stockholders over the long-term. |

  40. Our Compensation Best Practices

    | What we do | | | ✓ | Independent Compensation Consultant. The Compensation Committee retains an independent compensation consultant to review and advise on executive compensation matters. | | ✓ | Risk Assessment. Annually assess the Company’s compensation policies to ensure that the features of our program do not encourage undue risk. | | ✓ | At Will Executives. All executive officers are “at will” employees with only our CEO having an employment agreement. | | ✓ | Performance-based Compensation. Significant portion of total compensation is performance-based, with robust performance goals. | | ✓ | Cap on Incentive Awards. Incentive compensation awards are capped at two times target. | | ✓ | Longer Vesting Compared to Industry. Equity awards vest at 25% per year over four years to encourage retention. | | ✓ | Limited Perks. Benefits provided are generally consistent with other employees, with limited exceptions. | | ✓ | Clawback Policy. Clawback policy applicable to executive cash bonus and performance-based restricted stock units, consistent with SEC and NYSE requirements. | | ✓ | Stock Ownership Guidelines. Robust ownership guidelines for directors and executive officers. | | ✓ | Holding Requirements. 50% of net after tax shares from all released equity awards are required to be held by a Director or executive officer until stock ownership guidelines are satisfied. |

  41. Our Compensation Best Practices

    | What we don’t do | | | 𝔵 | No Single-Trigger on Change in Control. Equity awards do not automatically vest on a Change in Control. Accelerated vesting is double-trigger, requiring both a change in control and qualifying termination. | | 𝔵 | No Excise Tax Gross Ups. We do not provide any tax gross ups for severance or change in control benefits provided to our executives. | | 𝔵 | No Hedging or Pledging. We prohibit our executives from hedging or pledging with respect to company securities. | | 𝔵 | No Equity Awards Issued During Closed Trading Windows. Equity awards to directors and executives are granted on predetermined grant dates. | | 𝔵 | No Repricing or Cash Buyouts. We prohibit the repricing of buyout of SARs without shareholder approval. |

  42. Principal Compensation Elements and Objectives

    | Base Salary | ➣ | Pay competitive salaries to attract and retain the executive talent necessary to develop and implement our corporate strategy and business plan. | | | ➣ | Reflect responsibilities of the position, experience of the executive and the marketplace in which we compete for talent. | | Short-Term Incentive Compensation (cash bonuses) | ➣ | Motivate executives to generate outstanding performance and achieve or exceed the annual operating plan. | | | ➣ | Align compensation with annual performance results. | | Long-Term Incentive Compensation (equity awards) | ➣ | Align executive rewards with long-term performance and stock price appreciation. | | | ➣ | Facilitate the accumulation of Gartner shares by executives, thereby enhancing ownership, retention and alignment with stockholders. |

  43. How the Company Determines Executive Compensation

    challenging when setting the Company’s 2025 performance targets. Given the discrete, yet unknowable impact of the U.S. federal public sector business, the Compensation Committee opted to exclude the US federal public sector Insights business from performance targets and actual performance, which represented only a minor portion of our Contract Value and Insights revenue, approximately 5%. The Compensation Committee believed that the exclusion of this sector of the business was preferable to establishing arbitrarily performance targets that could prove to be too high or too low given the uncertain outcomes for our U.S. federal public sector business. The resulting 2025 performance objectives were designed to reflect the known operating environment, drive performance to achieve the Company’s operating plan and maintain alignment with investor expectations. Notably, our revenue and CV targets for the 2025 short-term and long-term incentive plans, respectively, which excluded the U.S. federal public sector Insights business, were higher than 2024 actual results (excluding the U.S. federal public sector Insights business and on an FX neutral basis) by mid-single digit growth rates. And, in order to achieve above target award on the EBITDA component of the 2025 short-term incentive plan (which excluded the U.S. federal public sector Insights business), 2025 EBITDA must exhibit growth over 2024 results, when compared on an FX neutral basis and excluding the U.S. federal public sector Insights business. The short-term and long-term incentive objectives provide executives with an opportunity to increase their total compensation based on the over-achievement of Company performance; similarly, in the case of under-achievement of Company performance, the value of incentive awards will fall below their target value, decreasing the total compensation opportunity. In addition, we assign a greater weighting to long-term awards in order to promote long-term decision-making and align management with stockholder interests and retain executives. We believe that long-term equity-based awards with vesting terms that are based on the achievement of pre-set financial targets and additional time-vesting serve as a strong retention incentive.

  44. Benchmarking and Peer Group

    Benchmarking and Peer Group Executive compensation planning for 2025 began mid-year in 2024. The Compensation Committee approved the peer group of companies to be used for executive compensation benchmarking purposes and other relevant analyses (the “Peer Group”) for pay decisions effective for 2025. The Compensation Committee in consultation with Exequity reviews the Peer Group annually to ensure comparability with Gartner’s operating characteristics, labor market relevance, and revenue and market cap scope. In 2024, following a review of the Peer Group, the Compensation Committee approved a revised Peer Group from the then-current year to include four new companies (Fortinet, Inc., Palo Alto Networks, Inc., S&P Global Inc. and TransUnion) that align with our talent market as well as scale and scope, and eliminated one company (Adobe Inc.) due to its revenue scope. Splunk Inc. and VMware, Inc. were also removed due to their acquisition. The revised Peer Group includes 18 publicly-traded companies that are similar to Gartner in terms of industry, revenues, business model, and with whom Gartner competes for executive talent. At the time of the analysis, Gartner’s revenue ranked at the 46th percentile relative to the Peer Group. The Peer Group serves as the basis of the executive benchmarking and 2025 target total compensation adjustments.

  45. Benchmarking and Peer Group

    | | | | | | 2026 Proxy Statement | 32 |

  46. Benchmarking and Peer Group

    The 2025 Peer Group companies included:

  47. Benchmarking and Peer Group

    | Akamai Technologies, Inc. | Aon plc | Autodesk, Inc. | Cadence Design System, Inc. | Equifax Inc. | | Fortinet, Inc.* | Intuit Inc. | Moody’s Corporation | Palo Alto Networks, Inc.* | S&P Global Inc.* | | ServiceNow, Inc. | SS&C Technologies Holdings, Inc. | Synopsys Inc. | The Interpublic Group Companies, Inc. | Thomson Reuters Corporation | | TransUnion* | Verisk Analytics, Inc. | Workday, Inc. | * Reflects the four new companies added to the peer group. | |

  48. Benchmarking and Peer Group

    Our Compensation Committee commissioned Exequity, its independent compensation consultant, to perform a competitive review of executive compensation relative to the Peer Group, as the primary comparison group, and secondarily to market survey data reflecting companies of similar size and industry. Exequity’s findings were considered by the Compensation Committee and by management for 2025 executive compensation planning. The Compensation Committee does not target NEO’s pay to a specified percentile but rather reviews market data at the 25th, 50th and 75th percentile for each element of compensation, including Base Salary, Target Total Cash (Base Salary plus Target Bonus) and Target Total Compensation (Target Total Cash plus target long-term incentives). Individual target total compensation may be higher or lower than the 50th percentile based on a number of factors, including experience and tenure, retention and succession planning considerations. In addition to the compensation benchmarking, the Compensation Committee considers Company and individual performance and internal equity in evaluating and determining executive compensation recommendations. In addition, the Compensation Committee annually reviews an analysis conducted by Exequity that evaluates the relationship between Gartner’s NEO realized pay and Company performance as measured by Total Shareholder Return and Shareholder Value creation. The analysis considers both 1-year and 3-year pay and performance for Gartner relative to the Peer Group. Exequity’s analysis indicated that pay realized by Gartner’s NEOs are generally aligned with Company performance.

  49. Pay Mix

    Pay Mix The following charts illustrate the mix of target compensation elements for the NEOs in 2025. Long-term incentive compensation is 100% performance-based, consisting of stock-settled stock appreciation rights (“SARs”) and performance-based restricted stock units (“PSUs”), and represents a large majority of compensation provided to our NEOs (88% to the CEO and 74% to all other NEOs). We weight compensation more heavily towards long-term incentives

  50. Short-Term Incentive Compensation (Cash Bonuses)

    Short-Term Incentive Compensation (Cash Bonuses) All annual bonuses to executive officers are granted pursuant to Gartner’s Executive Performance Bonus Plan. The plan is designed to motivate executives to achieve goals relating to the performance of Gartner, its subsidiaries or business units, or other objectively determinable goals, and to reward them when those objectives are satisfied. We believe that the relationship between proven performance and the amount of short-term incentive compensation paid to executives promotes decision-making that increases stockholder value and enhances Gartner’s success. Bonus targets for all NEOs, including Mr. Hall, were based solely upon achievement of 2025 company-wide financial performance objectives. The financial objectives and weightings used for 2025 executive officer bonuses were: •EBITDA, which measures overall profitability from business operations (weighted 50%), excluding our U.S. federal public sector Insights business and on an FX neutral basis, and •Revenue, which measures our ability to generate revenue growth on an annual basis (weighted 50%), excluding our U.S. federal public sector Insights business and on an FX neutral basis. For 2025, each NEO was assigned a bonus target, expressed as a percentage of salary, based upon the executive’s level of responsibility. Other than Mr. Kim’s bonus target which was adjusted from 95% to 100%, all other NEO bonus targets remained unchanged for the 2025 plan year. Our NEOs’ 2025 annual bonus targets as a percentage of base salary were

  51. Short-Term Incentive Compensation (Cash Bonuses)

    | | | | | | 2026 Proxy Statement | 34 |

  52. Short-Term Incentive Compensation (Cash Bonuses)

    125% for Mr. Hall; and 100% for each of Messrs. Safian, Hensel and Kim and Ms. Kranich. Actual awards are determined based on Company performance and can range from zero for below threshold performance to 200% of target for maximum performance, with awards capped at maximum. The following table sets forth the threshold, target and maximum payout amounts for each NEO:

  53. Short-Term Incentive Compensation (Cash Bonuses)

    | NEO | Threshold ($) | Target ($) | Maximum ($) | | Eugene A. Hall | 0 | 1,240,514 | 2,481,028 | | Craig W. Safian | 0 | 709,000 | 1,418,000 | | Scott Hensel | 0 | 585,000 | 1,170,000 | | Thomas Kim | 0 | 585,000 | 1,170,000 | | Robin Kranich | 0 | 585,000 | 1,170,000 |

  54. Short-Term Incentive Compensation (Cash Bonuses)

    The chart below details the performance metrics applicable to our 2025 short–term incentive compensation plan. The Compensation Committee believes performance goals should be rigorous, but achievable, and create strong alignment between our executives and the interests of stockholders. As stated above, given the unusual amount of volatility and uncertainty with respect to our U.S. federal public sector business, the Compensation Committee established the 2025 short-term incentive plan goals to exclude the U.S. federal public sector Insights business from both the bonus plan targets and actual results. In early 2025, management recommended, and the Compensation Committee approved, the EBITDA and Revenue performance goals for the short-term incentive plan, each excluding the U.S. federal public sector Insights business and measured on an FX neutral basis. Performance above target for EBITDA was set above 2024 actual performance, excluding the U.S. federal public sector Insights business and on an FX neutral basis. Similarly, performance above target for Revenue required mid-single-digit year-over-year growth from the prior year, excluding the U.S. federal public sector Insights business and on an FX neutral basis. In February 2026, the Compensation Committee certified the results as displayed in the table (with each metric weighted at 50%):

  55. Short-Term Incentive Compensation (Cash Bonuses)

    | 2025 Performance Objective/ Weight | < Minimum (0%) | Target (100%) | =/> Maximum (200%) | Actual Results | | 2025 EBITDA* | $951 million | $1,463 million | $1,613 million | $1,537 million | | 2025 Revenue* | $5,332 million | $6,315 million | $6,515 million | $6,274 million | | *Excluding our U.S. federal public sector Insights business and measured on an FX neutral basis. | | | | |

  56. Short-Term Incentive Compensation (Cash Bonuses)

    The EBITDA result in the table above translated to a payout percentage of 149.3%. For the Revenue component, the result above translated to a payout percentage of 89.8%. Each metric is equally weighted, resulting in an overall result of 119.6%. The Compensation Committee approved the results and the bonus achievement for each of the NEOs. These payments were made in February 2026. See Summary Compensation Table – Non-Equity Incentive Plan Compensation for the specific cash bonuses earned by our NEOs in 2025 based on the bonus formula, actual performance and their respective bonus targets.

  57. Long-Term Incentive Compensation (Equity Awards)

    Long-Term Incentive Compensation (Equity Awards) Promoting stock ownership is a key element of our compensation program philosophy. Stock-based incentive compensation helps ensure focus on value creation, promotes retention and aligns management with stockholder interests. We have evaluated different types of long-term incentives based on their motivational value, cost to the Company and appropriate share utilization under our stockholder-approved Gartner, Inc. Long-Term Incentive Plan (the “LTIP”) and believe that SARs and PSUs create the right balance of motivation, retention, share utilization, and alignment with stockholders. SARs provide executives with the ability to realize value based on an increase in the Company’s stock price over time, promoting alignment with stockholders. SAR value can be realized only after the SAR vests. Our SARs are stock-settled with a seven-year exercise term. Upon exercise of a SAR, the executive receives shares of our Common Stock with a

  58. Long-Term Incentive Compensation (Equity Awards)

    | | | | | | 2026 Proxy Statement | 35 |

  59. Long-Term Incentive Compensation (Equity Awards)

    value equal to the aggregate appreciation in the price of our Common Stock from the date of grant to the exercise date for the SARs exercised. Therefore, SARs only have value to the extent the price of our Common Stock exceeds the grant price of the SAR. In this way, SARs motivate our executives to increase stockholder value and thus align their interests with those of our stockholders. PSUs offer executives the opportunity to receive our Common Stock contingent on the achievement of performance goals and continued service over the vesting period. PSU recipients are eligible to earn a target number of restricted stock units only if stipulated one-year performance goals are achieved during the year. The amount of units earned can increase if the Company over-performs (up to 200% of their target number of units) or can decrease (including not earning any units) if the Company under-performs. Following the Compensation Committee’s assessment of the Company’s performance versus predetermined goals, the vesting of the units earned will remain subject to the recipient’s continued service through each of the first four anniversaries of the award grant date. PSUs encourage executives to increase stockholder value while promoting executive retention over the long-term. Earned shares have value even if our Common Stock price does not increase, which is not the case with SARs. The Compensation Committee believes that using a one-year performance period for our PSU awards helps ensure sustained performance and factors in changes to market conditions. If we have a strong year, the goals for the following year typically are established on top of the high bar that was already set. If we instead had a three-year performance period and the Company overachieved in the first year, the bar would be set lower in years 2 and 3 and might demotivate our executives. In addition, our one-year performance period, tied to CV performance, considers multi-year revenue that is likely to occur. The value of long-term incentive awards granted to executives each year is based on several factors, including external market practices and benchmark data, the Company’s financial performance, the value of prior awards, succession considerations, tenure in role, and individual performance. For 2025, the Compensation Committee increased the target value of LTI awards for NEOs from last year based on a review of these factors. The CEO’s target LTI award increased by 8.7%, Mr. Safian’s by 9.6%, Mr. Hensel’s by 10.2%, Mr. Kim’s by 24.8% and Ms. Kranich’s by 10.1%. More meaningful increases were provided to those executives newer in role, with the intention of moving them to market-representative pay levels over time. Consistent with weightings in prior years, the 2025 long-term incentive plan equity mix consists of 30% SARs and 70% PSUs. PSUs utilize fewer shares than SARs since the executive can earn the full share rather than just the appreciation in value over the grant price. As such, the cost efficiency of PSUs enhances the Company’s ability to conservatively utilize the LTIP share pool and helps ensure alignment between pay and Company performance. For purposes of determining the number of SARs awarded, the allocated SAR award value is divided by the Black-Scholes-Merton valuation on the date of grant using assumptions appropriate on that date. For purposes of determining the target number of PSUs awarded, the allocated target PSU award value is divided by the closing price of our Common Stock on the date of grant as reported by the New York Stock Exchange. All SARs and PSUs vest 25% per year, commencing one year from the grant date and on each anniversary thereof, subject to continued service on the applicable vesting date, and, in the case of PSUs, the achievement of the 1-year performance period. We believe that this vesting schedule effectively focuses our executives on delivering long-term value and drives retention. The maximum payout for PSUs is 200% of target in the event the maximum level of CV is achieved; the PSUs are subject to forfeiture if minimum levels of performance are not achieved. The chart below details the performance metrics and goals applicable to the PSU portion of our 2025 long–term incentive compensation element. Consistent with the establishment of short-term incentive plan targets, the US federal public sector Insights business was excluded from the Company’s 2025 CV plan targets and actual results due to its uncertainty and

  60. Long-Term Incentive Compensation (Equity Awards)

    | | | | | | 2026 Proxy Statement | 36 |

  61. Long-Term Incentive Compensation (Equity Awards)

    volatility to the business and measured on an FX neutral basis. In February 2026, the Compensation Committee certified the results as displayed in the table:

  62. Long-Term Incentive Compensation (Equity Awards)

    | 2025 Performance Objective/Weight | < Minimum (0%) | Target (100%) | =/> Maximum (200%) | Actual (measured at 12/31/25) | Actual Growth YOY | | Contract Value* | $4,362 million | $5,186 million | $5,419 million | $5,047 million | 4.1% | | *Excluding our U.S. federal public sector Insights business and measured on an FX neutral basis. | | | | | |

  63. Long-Term Incentive Compensation (Equity Awards)

    Based on the results set forth above, the Compensation Committee determined that 82.1% of the target number of PSUs was earned based on the preestablished performance goals, with 25% of the earned awards vesting on the first anniversary of the grant date. See Grants of Plan-Based Awards Table – Possible Payouts Under Equity Incentive Plan Awards and accompanying footnotes below for the actual number of SARs and PSUs awarded to our NEOs.

  64. Additional Compensation Elements

    Additional Compensation Elements We maintain a non-qualified deferred compensation plan for our highly compensated employees, including our executive officers, to assist eligible participants with retirement and tax planning by allowing them to defer otherwise earned compensation in excess of amounts permitted to be deferred under our 401(k) plan. The non-qualified deferred compensation plan allows eligible participants to defer up to 50% of base salary and/or 100% of bonus to a future period. In addition, as a further inducement to participate in this plan, the Company presently matches contributions by executive officers using the same formula as for the 401(k) plan, subject to certain limits. For more information concerning this plan, see Non-Qualified Deferred Compensation Table and accompanying narrative and footnotes below. In order to further achieve our objective of providing a competitive compensation package, we provide various other benefits to our executive officers that are typically available to others in senior business roles. Our basic executive perquisites program includes 35 days paid time off (PTO) annually, severance and change in control benefits (discussed below) and relocation services where necessary due to a promotion. Our executive officers are also entitled to participate in other benefits programs that are available to all U.S. associates, including our employee stock purchase plan and our healthcare plans, as well as a 401(k) match. Executive officers may also participate in our employee charitable matching program, which is available to all employees. The Company matches charitable donations to eligible nonprofit organizations up to a specified annual limit depending on the role of the employee. For Senior Vice Presidents and above, the limit is $20,000 per year. Mr. Hall’s perquisites, severance and change in control benefits are governed by his employment agreement with the Company, which is discussed in detail below under Certain Employment Agreements with Executive Officers – Mr. Hall - Employment Agreement. For more information concerning perquisites, see Other Compensation Table and accompanying footnotes below.

  65. Equity Award Grant Practices

    Equity Award Grant Practices The Company maintains a Standard Policy on Equity Award Grants (“Equity Grant Policy”), which contains general procedures regarding equity award grant practices. Under the Equity Grant Policy, the Compensation Committee approves all grants to employees who are subject to Section 16(a) of the Exchange Act (“Section 16 officers”) and the Compensation Committee has delegated the authority to our CEO to make awards to employees who are not Section 16 officers, subject to guidelines established by the Compensation Committee. Historically, annual grants are awarded in February and are priced on the date determined by the Compensation Committee. In addition to the annual grants, stock awards may be granted at other times during the year to new hires, employees receiving promotions, and in other special circumstances. For Section 16 officers, any off-cycle awards approved by the Compensation Committee are granted and priced on the date of the Compensation Committee’s approval. For other employees, unless indicated otherwise in the Compensation Committee approval, awards are granted and priced on the 15th or 30th of the month that first follows the later of a) the CEO’s or Compensation Committee approval (as applicable) and b) the employment start date or promotion date (as applicable) (or, in each case, the next business day if such day is not a day that the New York Stock Exchange is open). We do not grant equity awards in anticipation of the release of material, nonpublic information or time the release of material, nonpublic information based on equity award grant dates, vesting events, or sale events and do not take material nonpublic information into account when determining the timing and terms of equity awards. We have not timed the disclosure of material nonpublic information for the purpose of affecting the value of executive compensation in fiscal year 2025. During fiscal year 2025, we did not grant equity awards to our NEOs during the four business days prior to or the one business day following the filing of our periodic reports or the filing or furnishing of a Form 8-K that discloses material nonpublic information.

  66. Summary Compensation Table

    Summary Compensation Table This table describes compensation of our NEOs in the years indicated. As you can see from the table and consistent with our compensation philosophy discussed above, long-term incentive compensation in the form of equity awards comprises a significant portion of total compensation.

  67. Summary Compensation Table

    | Name and Principal Position | Year | Base Salary ($) (1) | Stock Awards ($) (2) | Option Awards ($) (2) | Non-Equity Incentive Plan Compensation ($) (1) (3) | All Other Compensation ($) (4) | Total ($) (5) | | Eugene A. Hall, Chairman of the Board & Chief Executive Officer | 2025 | 985,185 | 11,619,477 | 4,979,932 | 1,483,655 | 158,331 | 19,226,580 | | | 2024 | 963,506 | 10,691,947 | 4,582,339 | 1,958,326 | 156,175 | 18,352,293 | | | 2023 | 956,490 | 9,287,552 | 3,980,328 | 1,914,969 | 160,149 | 16,299,489 | | Craig W. Safian, EVP, Chief Financial Officer | 2025 | 703,855 | 3,405,515 | 1,459,503 | 847,964 | 98,848 | 6,515,684 | | | 2024 | 683,405 | 3,108,867 | 1,332,339 | 1,119,368 | 88,191 | 6,332,170 | | | 2023 | 663,500 | 2,691,698 | 1,153,538 | 1,009,568 | 88,440 | 5,606,744 | | Scott Hensel, EVP, Global Services & Delivery | 2025 | 578,073 | 2,091,303 | 896,405 | 699,660 | 80,299 | 4,345,740 | | | 2024 | 553,233 | 1,898,165 | 813,507 | 906,155 | 80,144 | 4,251,204 | | | 2023 | 537,119 | 1,631,938 | 699,391 | 817,270 | 73,218 | 3,758,936 | | Thomas Kim, EVP, Chief Legal Officer & Secretary | 2025 | 580,375 | 1,749,789 | 749,941 | 699,660 | 81,813 | 3,861,578 | | Robin Kranich, EVP, Chief Human Resources Officer | 2025 | 580,805 | 2,091,303 | 896,405 | 699,660 | 86,505 | 4,354,678 | | | 2024 | 564,081 | 1,899,534 | 814,011 | 923,923 | 74,126 | 4,275,675 | | | 2023 | 547,651 | 1,631,938 | 699,391 | 833,295 | 61,824 | 3,774,099 |

  68. Summary Compensation Table

    (1)All NEOs elected to defer a portion of their 2025 salary and/or 2025 bonus under the Company’s Non-Qualified Deferred Compensation Plan. Amounts reported include the 2025 deferred portion, and do not include amounts, if any, released in 2025 from prior years’ deferrals. See Non-Qualified Deferred Compensation Table below. (2)Represents the aggregate grant date fair value computed in accordance with FASB ASC Topic 718 of performance-based restricted stock units, or PSUs (Stock Awards), at target, and stock-settled stock appreciation rights, or SARs (Option Awards), granted to the NEOs. The value reported for the PSU awards in the Stock Awards column is based upon the probable outcome of the performance objective as of the grant date, which is assumed to be at the target level of performance, and is consistent with the grant date estimate of the aggregate compensation cost to be recognized over the service period, excluding the effect of forfeitures, for the target grant date award value. The grant date fair value of all 2025 PSUs, assuming attainment of the highest level of the performance conditions, which is capped at 200% of target, is as follows: $23,238,954 (Mr. Hall); $6,811,030 (Mr. Safian); $4,182,606 (Mr. Hensel and Ms. Kranich); and $3,499,578 (Mr. Kim). All equity grants are subject to forfeiture. See footnote (2) to Grants of Plan-Based Awards Table below for additional information. See also Note 10 – Stock-Based Compensation – in the Notes to Consolidated Financial Statements contained in our Annual Report on Form 10-K for the year ended December 31, 2025 for additional information about the assumptions made in determining these values. (3)For 2025, represents performance-based cash bonuses earned on December 31st and paid in February 2026. See footnote (1) to Grants of Plan-Based Awards Table below for additional information. (4)See Other Compensation Table below for additional information. (5)Any aggregate sum discrepancies are due to rounding.

  69. Summary Compensation Table

    | | | | | | 2026 Proxy Statement | 40 |

  70. Other Compensation Table

    | Name | Company Match Under Defined Contribution Plans ($) (1) | Company Match Under Non-qualified Deferred Compensation Plan ($) (2) | Other ($) (3) | Total ($) | | Eugene A. Hall | 7,200 | 110,540 | 40,591 | 158,331 | | Craig W. Safian | 7,200 | 65,729 | 25,919 | 98,848 | | Scott Hensel | 7,200 | 52,169 | 20,930 | 80,299 | | Thomas Kim | 7,200 | 51,018 | 23,595 | 81,813 | | Robin Kranich | 7,200 | 52,989 | 26,316 | 86,505 |

  71. Grants of Plan-Based Awards Table for Fiscal Year 2025

    Grants of Plan-Based Awards Table for Fiscal Year 2025 This table provides information about awards made to our NEOs in 2025 pursuant to non-equity incentive plans (our short-term incentive cash bonus program) and equity incentive plans (performance restricted stock units (PSUs), and stock appreciation rights (SARs) awards comprising long-term incentive compensation under our LTIP).

  72. Grants of Plan-Based Awards Table for Fiscal Year 2025

    | Name | Grant Date | Estimated Future Payouts Under Non-Equity Incentive Plan Awards (1) | | | Estimated Future Payouts Under Equity Incentive Plan Awards (2) | | | All other option awards: Number of securities underlying options (# SARs) (2) | Exercise or Base Price of Option Awards ($) (3) | Grant Date Fair Value of Stock and Option Awards ($) (4) | | | | Threshold ($) | Target ($) | Maximum ($) | Threshold (# PSUs) | Target (# PSU) | Maximum (# PSU) | | | | | Eugene A. Hall | 2/6/25 | — | — | — | 0 | 21,741 | 43,482 | — | — | 11,619,477 | | | 2/6/25 | — | — | — | — | — | — | 29,105 | 534.45 | 4,979,932 | | | | 0 | 1,240,514 | 2,481,028 | — | — | — | — | — | — | | Craig W. Safian | 2/6/25 | — | — | — | 0 | 6,372 | 12,744 | — | — | 3,405,515 | | | 2/6/25 | — | — | — | — | — | — | 8,530 | 534.45 | 1,459,503 | | | | 0 | 709,000 | 1,418,000 | — | — | — | — | — | — | | Scott Hensel | 2/6/25 | — | — | — | 0 | 3,913 | 7,826 | — | — | 2,091,303 | | | 2/6/25 | — | — | — | — | — | — | 5,239 | 534.45 | 896,405 | | | | 0 | 585,000 | 1,170,000 | — | — | — | — | — | — | | Thomas Kim | 2/6/25 | — | — | — | 0 | 3,274 | 6,548 | — | — | 1,749,789 | | | 2/6/25 | — | — | — | — | — | — | 4,383 | 534.45 | 749,941 | | | | — | 585,000 | 1,170,000 | — | — | — | — | — | — | | Robin Kranich | 2/6/25 | — | — | — | 0 | 3,913 | 7,826 | — | — | 2,091,303 | | | 2/6/25 | — | — | — | — | — | — | 5,239 | 534.45 | 896,405 | | | | 0 | 585,000 | 1,170,000 | — | — | — | — | — | — |

  73. Grants of Plan-Based Awards Table for Fiscal Year 2025

    (1) Represents cash bonuses that could have been earned in 2025 based solely upon achievement of specified financial performance objectives for 2025 and ranging from 0% (threshold) to 200% (maximum) of target (100%). Bonus targets (expressed as a percentage of base salary) were 125% for Mr. Hall, and 100% for each of Messrs. Safian, Hensel and Kim, and Ms. Kranich. Performance bonuses earned in 2025 for Messrs. Hall, Safian, Hensel, Kim, and Ms. Kranich and paid in February 2026 were achieved at 119.6% of their target bonus. The cash bonuses are reported under Non-Equity Incentive Plan Compensation in the Summary Compensation Table. See Short-Term Incentive Compensation (Cash Bonuses) in the CD&A for additional information. (2)Represents the number of PSUs and SARs awarded to the NEOs on February 6, 2025. The target number of PSUs (100%) for the annual PSU award was subject to adjustment ranging from 0% (threshold) to 200% (maximum) based solely upon achievement of an associated financial performance objective, and was achieved at 82.1% of target in February 2026. The number of such PSUs earned was: Mr. Hall – 17,849; Mr. Safian – 5,231; Mr. Hensel and Ms. Kranich – 3,212; and Mr. Kim – 2,687. All PSUs and SARs vest 25% per year commencing one year from grant, subject to continued employment on the vesting date except in the case of death, disability and retirement. See Long-Term Incentive Compensation (Equity Awards) in the CD&A for additional information. (3)Represents the closing price of our Common Stock on the NYSE on the grant date. (4)See footnote (2) to the Summary Compensation Table.

  74. Outstanding Equity Awards at Fiscal Year-End December 31, 2025

    Outstanding Equity Awards at Fiscal Year-End December 31, 2025 This table provides information on each option (including SARs) and stock (including RSUs and PSUs) awards held by each NEO as of December 31, 2025. All performance criteria associated with these awards (except for the 2025 PSU award (see footnote 4)) were fully satisfied as of December 31, 2025, and the award is fixed. The market value of the stock awards is based on the closing price of our Common Stock on the NYSE on December 31, 2025 (the last business day of the year), which was $252.28. Upon exercise of, or release of restrictions on, these awards, the number of shares ultimately issued to each executive will be reduced by the number of shares withheld by Gartner for tax withholding purposes and/or as payment of the exercise price in the case of options and SARs.

  75. Outstanding Equity Awards at Fiscal Year-End December 31, 2025

    | Name | Option Awards | | | | Stock Awards | | | | Number of Securities Underlying Unexercised Options Exercisable (#) | Number of Securities Underlying Unexercised Options Unexercisable (#) | Option Exercise Price ($) | Option Expiration Date | Number of Shares or Units of Stock That Have Not Vested (#) | Market Value of Shares or Units of Stock That Have Not Vested ($) | | Eugene A. Hall | | | | | | | | (6) | 16,496 | — | 180.64 | 2/10/2028 | — | — | | (1), (6) | 29,423 | 9,807 | 302.90 | 2/9/2029 | 9,195 | 2,319,715 | | (2), (6) | 15,662 | 15,662 | 351.03 | 2/9/2030 | 15,067 | 3,801,103 | | (3), (6) | 6,823 | 20,468 | 456.18 | 2/8/2031 | 21,234 | 5,356,914 | | (4), (6) | — | 29,105 | 534.45 | 2/6/2032 | 17,849 | 4,502,946 | | Craig W. Safian | | | | | | | | (6) | 19,148 | — | 180.64 | 2/10/2028 | — | — | | (1), (6) | 8,453 | 2,817 | 302.90 | 2/9/2029 | 2,641 | 666,271 | | (2), (6) | 4,540 | 4,538 | 351.03 | 2/9/2030 | 4,366 | 1,101,454 | | (3), (6) | 1,984 | 5,951 | 456.18 | 2/8/2031 | 6,174 | 1,557,577 | | (4), (6) | — | 8,530 | 534.45 | 2/6/2032 | 5,231 | 1,319,677 | | Scott Hensel | | | | | | | | (6) | 11,556 | — | 180.64 | 2/10/2028 | — | — | | (1), (6) | 5,125 | 1,708 | 302.90 | 2/9/2029 | 1,601 | 403,900 | | (2), (6) | 2,752 | 2,752 | 351.03 | 2/9/2030 | 2,647 | 667,785 | | (3), (6) | 1,212 | 3,633 | 456.18 | 2/8/2031 | 3,769 | 950,843 | | (4), (6) | — | 5,239 | 534.45 | 2/6/2032 | 3,212 | 810,323 | | Thomas Kim | | | | | | | | (5), (6) | 2,394 | 2,393 | 300.65 | 5/4/2030 | 2,260 | 570,153 | | (3), (6) | 895 | 2,683 | 456.18 | 2/8/2031 | 2,784 | 702,348 | | (4), (6) | — | 4,383 | 534.45 | 2/6/2032 | 2,687 | 677,876 | | Robin Kranich | | | | | | | | (6) | 11,556 | — | 180.64 | 2/10/2028 | — | — | | (1), (6) | 5,125 | 1,708 | 302.90 | 2/9/2029 | 1,601 | 403,900 | | (2), (6) | 2,752 | 2,752 | 351.03 | 2/9/2030 | 2,647 | 667,785 | | (3), (6) | 1,212 | 3,636 | 456.18 | 2/8/2031 | 3,772 | 951,600 | | (4), (6) | — | 5,239 | 534.45 | 2/6/2032 | 3,212 | 810,323 |

  76. Outstanding Equity Awards at Fiscal Year-End December 31, 2025

    (1)Vest 25% per year commencing February 9, 2023, generally subject to the executive’s continued service through each applicable vesting date. (2)Vest 25% per year commencing February 9, 2024, generally subject to the executive’s continued service through each applicable vesting date. (3)Vest 25% per year commencing February 8, 2025, generally subject to the executive’s continued service through each applicable vesting date.

  77. Outstanding Equity Awards at Fiscal Year-End December 31, 2025

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  78. Outstanding Equity Awards at Fiscal Year-End December 31, 2025

    (4)The market value of the stock award reflects 82.1% of target based on actual performance as certified in February 2025. The awards vest 25% per year commencing February 2026, generally subject to the executive’s continued service through each applicable vesting date. (5)Vest 25% per year commencing May 4, 2024, generally subject to the executive’s continued service through each applicable vesting date. (6)The amounts shown under Option Awards represent SARs that will be stock-settled upon exercise; accordingly, the number of shares ultimately received upon exercise will be less than the number of SARs held by the executive and reported in this table.

  79. Option Exercises and Stock Vested for Fiscal Year 2025

    Option Exercises and Stock Vested for Fiscal Year 2025 This table provides information for the NEOs for the aggregate number of SARs that were exercised, and stock awards that vested and released, during 2025 on an aggregate basis, and does not reflect shares withheld by the Company for exercise price or withholding taxes.

  80. Option Exercises and Stock Vested for Fiscal Year 2025

    | Name | Option Awards | | Stock Awards | | | | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise ($) (1) | Number of Shares Acquired on Vesting (#) (2) | Value Realized on Vesting ($) (3) | | Eugene A. Hall | — | — | 44,746 | 23,674,816 | | Craig W. Safian | 10,657 | 3,118,664 | 12,959 | 6,856,517 | | Scott Hensel | 15,340 | 4,503,671 | 7,849 | 4,152,857 | | Thomas Kim | — | — | 2,058 | 974,245 | | Robin Kranich | — | — | 7,850 | 4,153,386 |

  81. Option Exercises and Stock Vested for Fiscal Year 2025

    (1)Represents the spread between (i) the market price of our Common Stock at exercise and (ii) the exercise price for all SARs exercised during the year, multiplied by the number of SARs exercised. (2)Represents PSUs and RSUs awarded in prior years as long-term incentive compensation released in 2025. (3)Represents the number of shares released multiplied by the market price of our Common Stock on the release date.

  82. Non-Qualified Deferred Compensation for Fiscal Year 2025

    Non-Qualified Deferred Compensation for Fiscal Year 2025 The Company maintains a Non-Qualified Deferred Compensation Plan for certain officers and key personnel whose compensation grade profile was a 130 or higher in 2025, or those who have been previously grandfathered into the plan. This plan currently allows qualified U.S.-based employees to defer up to 50% of earned annual salary and/or up to 100% of annual bonus earned in a fiscal year. In addition, in 2025 the Company made a contribution to the account of each NEO who deferred compensation equal to the amount of such executive’s contribution (not to exceed 4% of base salary and bonus), less $7,200. Deferred amounts are deemed invested in several independently-managed investment portfolios selected by the participant for purposes of determining the amount of earnings to be credited by the Company to that participant’s account. The Company may, but need not, acquire investments corresponding to the participants’ designations. Upon termination of employment for any reason, all account balances will be distributed to the participant in a lump sum, except that a participant whose account balance is in excess of $25,000 may defer distributions for an additional year, and/or elect to receive the balance in 20, 40 or 60 quarterly installments. In the event of an unforeseen emergency (which includes a sudden and unexpected illness or accident of the participant or a dependent, a loss of the participant’s property due to casualty or other extraordinary and unforeseeable circumstance beyond the participant’s control), the participant may request early payment of his or her account balance, subject to approval.

  83. Non-Qualified Deferred Compensation for Fiscal Year 2025

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  84. Non-Qualified Deferred Compensation for Fiscal Year 2025

    The following table provides information (in dollars) concerning contributions to the Deferred Compensation Plan in 2025 by the participating Named Executive Officers, the Company’s matching contributions, 2025 earnings, aggregate withdrawals and distributions and account balances at year-end:

  85. Non-Qualified Deferred Compensation for Fiscal Year 2025

    | Name | Executive Contributions in 2025 ($) (1) (2) | Company Contributions in 2025 ($) (1) (3) | Aggregate Earnings in 2025 ($) (1) | Aggregate Withdrawals/ Distributions in 2025 ($) | Aggregate Balance at 12/31/25 ($) (4) | | Eugene A. Hall | 117,740 | 110,540 | 179,281 | — | 1,253,303 | | Craig W. Safian | 91,161 | 65,729 | 213,938 | — | 1,849,281 | | Scott Hensel | 59,369 | 52,169 | 205,657 | — | 1,091,305 | | Thomas Kim | 460,751 | 51,018 | 77,108 | — | 627,564 | | Robin Kranich | 87,907 | 52,989 | 325,345 | — | 2,569,041 |

  86. Non-Qualified Deferred Compensation for Fiscal Year 2025

    (1)All executive and Company contribution amounts in this table have been reflected in the Summary Compensation Table and prior years’ summary compensation tables, as applicable. Aggregate earnings are not reflected in the Summary Compensation Table and were not reflected in prior years’ summary compensation tables. (2)Executive Contributions are included in the “Base Salary” and/or “Non-Equity Incentive Plan Compensation” columns in the Summary Compensation Table for the NEOs. (3)Company Contributions are included in the “All Other Compensation” column of the Summary Compensation Table, and in the “Company Match Under Non-qualified Deferred Compensation Plan” column of the Other Compensation Table for the NEOs. (4)Amounts reported in the Aggregate Balance column reflect the cumulative value of the NEOs’ deferral activities, including executive contributions, company contributions, withdrawals and investment earnings thereon as of December 31, 2025.

  87. Potential Payments upon Termination or Change in Control

    Potential Payments upon Termination or Change in Control Certain Employment Agreements with Executive Officers above contains a detailed discussion of the payments and other benefits to which our CEO and other NEOs are entitled in the event of termination of employment or upon a Change in Control. The amounts payable assuming termination under various circumstances at December 31, 2025 are set forth below. In the event of termination of employment or a termination in connection with a Change in Control, each NEO would also be entitled to receive accrued personal time off (PTO) and the balance in his or her deferred compensation plan account. Such accrued amounts are not quantified below. There is no vesting of equity awards for our NEO’s based solely upon a Change in Control (i.e., without termination).

  88. Pay Ratio

    Pay Ratio The 2025 annual total compensation of the median compensated of all our employees who were employed as of December 31, 2025, other than our Chairman and CEO, Mr. Hall, was $127,275; Mr. Hall’s 2025 annual total compensation was $19,226,580 and the ratio of these amounts was 1-to-151. The SEC’s rules for identifying the median compensated employee and calculating the pay ratio based on that employee’s annual total compensation allow companies to adopt a variety of methodologies, to apply certain exclusions, and to make reasonable estimates and assumptions that reflect their employee populations and compensation practices. As a result, the pay ratio reported by other companies may not be comparable to the pay ratio reported above, as other companies have different employee populations and compensation practices and may utilize different methodologies, exclusions, estimates and assumptions in calculating their own pay ratios. The pay ratio reported above is a reasonable estimate calculated in a manner consistent with SEC rules based on our payroll and employment records, and the methodology described herein. For these purposes, we identified the median compensated employee using the base salary determined as of December 31, 2025, and target cash incentives for the 2025 performance year, which amounts were annualized for any permanent (that is, non-temporary) employee who did not work for the entire year. We considered all of our worldwide associates employed with us as of December 31, 2025, when examining the pay ratio, including in determining the median compensated employee. Based on our consistently applied compensation measure, we identified a group of 10 associates within 0.2% of the median amount and calculated

  89. Pay Ratio

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  90. Pay Ratio

    annual total compensation in accordance with the Summary Compensation Table requirements for these associates to identify our median compensated employee.

  91. Pay Versus Performance

    Pay Versus Performance The following table and disclosures have been prepared in accordance with the Pay Versus Performance SEC disclosure rules, pursuant to the Dodd-Frank Wall Street Reform and Consumer Protection Act. The table discloses information on “compensation actually paid” (CAP) to our principal executive officer (PEO) and to our other NEOs (non-PEO NEOs) for 2021 to 2025, alongside total stockholder return (TSR), net income, and the Company’s selected metric of CV. CV is the most important metric in linking compensation actually paid to our NEOs to Company performance, representing 70% of long-term incentive awards granted to our NEOs for 2025.

  92. Pay Versus Performance

    | Year | Summary Compensation Table Total for PEO ($) (1) | Compensation Actually Paid to PEO ($) (3) | Average Summary Compensation Table Total for Non-PEO NEOs ($) (2) | Average Compensation Actually Paid to Non-PEO NEOs ($) (3) | Value of Initial Fixed $100 Investment Based On: (4) | | Net Income (millions) ($) | Company-Selected Measure (millions) ($) (6) | | | | | | | Total Shareholder Return ($) | Peer Group Total Shareholder Return ($) (5) | | | | 2025 | 19,226,580 | (7,029,765) | 4,769,420 | (569,686) | 158 | 130 | 729 | 5,155 | | 2024 | 18,352,293 | 25,993,075 | 4,781,809 | 6,343,860 | 302 | 129 | 1,254 | 5,262 | | 2023 | 16,299,489 | 40,034,283 | 4,232,352 | 9,055,703 | 282 | 115 | 882 | 4,839 | | 2022 | 15,452,138 | 16,037,507 | 3,993,018 | 3,930,345 | 210 | 85 | 808 | 4,660 | | 2021 | 14,096,168 | 80,424,211 | 3,719,960 | 17,061,159 | 209 | 105 | 794 | 4,247 |

  93. Pay Versus Performance

    (1) Mr. Hall was our PEO for each of the years presented. (2) During 2025, our non-PEO NEOs consisted of Messrs. Safian, Hensel, Kim and Ms. Kranich. During 2024 and 2023, our non-PEO NEOs consisted of Messrs. Safian, Hensel, and Alwyn Dawkins (our former EVP, Global Business Sales) and Ms. Kranich. During 2022, our non-PEO NEOs consisted of Messrs. Safian, Dawkins, Hensel and Jules P. Kaufman (our former General Counsel) and Ms. Kranich. During 2021, our non-PEO NEOs consisted of Messrs. Safian, Dawkins and Kaufman and Ms. Kranich. (3) “Compensation actually paid” is calculated in accordance with Item 402(v) of Regulation S-K. Our NEOs are not eligible to participate in the Company's pension plans, so no adjustments have been recorded related to pension service. The tables below set forth each adjustment made during each year presented in the table to calculate the “compensation actually paid” to our NEOs during each year in the table (any aggregate sum discrepancies are due to rounding):

  94. Pay Versus Performance

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  95. Pay Versus Performance

    | Reconciliation of Summary Compensation Table Total Compensation to “Compensation Actually Paid” | | for PEO (i) 2025 | for Non-PEO NEOs (Average) (i) 2025 | | Summary Compensation Table Total Compensation | | 19,226,580 | 4,769,420 | | Adjustments: | | | | | | Deduction for amounts reported under the “Stock Awards” column in the Summary Compensation Table for the covered fiscal year | (11,619,477) | (2,334,478) | | | Deduction for amounts reported under the “Option Awards” column in the Summary Compensation Table for the covered fiscal year | (4,979,932) | (1,000,564) | | | Fair value of awards granted during year that remain unvested and outstanding as of covered year end | 5,071,968 | 815,097 | | | Fair value as of vest date of awards granted during year that vested during covered year | — | — | | | Change in fair value from prior year-end to covered year-end of awards granted prior to covered year that were outstanding and unvested as of year-end | (18,202,280) | (3,389,360) | | | Change in fair value from prior year-end to vesting date of awards granted prior to covered year that vested during covered year | 3,473,376 | 570,198 | | | Deduction of fair value as of prior year-end of awards granted prior to covered year that were forfeited during covered year | — | — | | | Increase based upon incremental fair value of awards modified during year | — | — | | | Increase based on dividends or other earnings paid during covered year, prior to vesting date of award | — | — | | Compensation Actually Paid | | (7,029,765) | (569,686) |

  96. Pay Versus Performance

    (i) The fair value or incremental fair value of all incentive equity awards is determined in accordance with ASC 718, using materially the same methodologies used in determining the grant date fair value of our equity awards reflected in the Summary Compensation Table; provided, in order to properly value the SAR awards using the Black-Scholes model we use for such grant date fair value, we made appropriate adjustments to the grant date assumptions to reflect changes in the historical and implied stock price volatility, expected life (including remaining vesting periods, remaining expiration periods and SAR gain levels), dividend yield and risk-free interest rates as of each measurement date. The value of outstanding performance-based awards in the covered fiscal year is based upon the probable outcome of the performance conditions as of the last day of the fiscal year. (4) Assumes $100 was invested in our Common Stock (with the reinvestment of all dividends) from December 31, 2020 to December 31, 2025. (5) The peer group used by the Company consists of the companies used in the Company’s performance graph as required by Item 201(e) of Regulation S-K and reported in Part II, Item 5 of its annual report for the fiscal year ended December 31, 2025, namely, the S&P 500 IT Services Index. (6) Contract Value (“CV”) represents the dollar value attributable to all of our subscription-related contracts. It is calculated as the annualized value of contracts in effect at a specific point in time, without regard to the duration of the contract. CV primarily includes Insights deliverables for which revenue is recognized on a ratable basis and other deliverables (primarily conferences tickets) included with subscription-based Insights products for which revenue is recognized when the deliverable is utilized.

  97. Pay Versus Performance

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  98. Relationship Between “Compensation Actually Paid” and Performance

    Relationship Between “Compensation Actually Paid” and Performance The following graphs provide a comparison of the Company’s five-year cumulative TSR with that of the peer group index, as well as comparisons of “compensation actually paid” as disclosed in the Pay Versus Performance Table with each of Company TSR, net income and CV (the Company-Selected Measure).

  99. Relationship Between “Compensation Actually Paid” and Performance

    | * Each year’s CV has been calculated using the foreign currency rates for such year. |