DEF 14A of Century Communities, Inc., Mar 25, 2026

DEF 14A of Century Communities, Inc.

Filed Mar 25, 2026 · FY20250001140361-26-011011

Open on EDGAR

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    | Audit Committee Report | 43 | | Board Recommendation | 43 | | PROPOSAL NO. 3: ADVISORY VOTE ON EXECUTIVE COMPENSATION | 44 | | Background | 44 | | Why You Should Vote in Favor of our Say-on-Pay Vote | 44 | | Proposed Resolution | 45 | | Next Say-On-Pay Vote | 45 | | Board Recommendation | 45 | | COMPENSATION DISCUSSION AND ANALYSIS | 46 | | Executive Summary | 47 | | Compensation Philosophy | 50 | | Say-On-Pay Vote Results | 51 | | Our Engagement and Responsiveness | 51 | | Compensation Highlights and Best Practices | 52 | | NEO Stock Ownership Guidelines | 53 | | Elements of Our 2025 Executive Compensation Program | 53 | | Pay for Performance and Pay Mix | 55 | | Named Executive Officer Compensation | 56 | | Employment Agreements, Severance and Change In Control Arrangements, and Post-Termination Restrictions | 63 | | Risk Assessment | 63 | | Clawback Policy | 64 | | Anti-Hedging and Anti-Pledging Policy | 64 | | Tax Considerations | 64 | | Competitive Considerations and Use of Market Data | 64 | | How We Make Compensation Decisions | 65 | | COMPENSATION COMMITTEE REPORT | 66 | | EXECUTIVE COMPENSATION | 67 | | Summary Compensation Table | 67 | | Employment and Other Agreements | 68 | | Grants of Plan-Based Awards During 2025 | 68 | | Outstanding Equity Awards as of December 31, 2025 | 70 | | Option Exercises and Stock Vested During 2025 | 71 | | Pay Versus Performance | 72 | | CEO Pay Ratio Disclosure | 79 | | Potential Post-Termination and Change In Control Payments | 80 | | Compensation Risk Assessment | 83 | | Anti-Hedging and Anti-Pledging Policy | 84 | | Compensation Committee Interlocks and Insider Participation | 84 | | DIRECTOR COMPENSATION | 85 | | Overview | 85 | | Director Compensation Process | 85 | | Director Compensation Program | 85 | | Non-Employee Director Compensation Highlights | 86 | | Summary Director Compensation Table for 2025 | 87 |

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    | | Target STI | | | | | 2024 ($) | 2025 ($) | % Decrease | | Executive Chairman | 3,500,000 | 2,450,000 | 30% | | CEO | 3,500,000 | 2,975,000 | 15% |

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    | | Target LTI | | | | | 2024 ($) | 2025 ($) | % Decrease* | | Executive Chairman | 5,000,000 | 4,200,000 | 16%/20% | | CEO | 5,000,000 | 4,750,000 | 5%/10% | | * Higher percentage decrease is based on the then anticipated decrease in grant date fair value | | | |

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    | Reduce Executive Chairman compensation relative to the CEO. | The 2025 base salary and short-term and long-term incentives for our Executive Chairman were established in early 2025 and below those of our CEO, as described above. | | Increase mandatory post-vesting holding periods. | Beginning in 2025, we imposed a three-year (as opposed to the prior one-year) mandatory post-vesting holding period on shares issued in settlement of our performance share unit (PSU) awards to our Executive Chairman and CEO. Our CFO is subject to a one-year post-vesting holding period. |

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    | Key Themes | What We Heard | What We Did | | | Emphasize performance-based compensation, including in particular long-term incentives. | Nearly 90% of our 2025 target compensation for our Executive Chairman and CEO was performance-based, of which approximately 55% was structured as LTI. Our 2025 LTI program was comprised of PSU awards (100% for our Executive Chairman and CEO), with a mandatory post-vesting holding period feature. | | | Increase the number of performance measures to the LTI program and include a relative measure. | Vesting of our 2025 PSU awards is based on the achievement of a mix of both absolute and relative performance goals – three-year cumulative adjusted pre-tax income (85% weighting) and three-year cumulative revenue (15% weighting) – with a relative total stockholder return (TSR) modifier. The TSR modifier is based on our three-year cumulative TSR relative to the average TSR of all companies in our peer group. We believe the addition of this modifier further aligns the PSU awards with stockholder value creation. The TSR modifier has the potential to decrease by 10% or increase up to 20% the ultimate payout of the PSU awards. | | Stockholder Alignment | Align the interest of directors and executive officers with those of stockholders. | We adopted stock ownership and retention guidelines to ensure that the interests of our directors and executives would be closely aligned with those of our stockholders and in 2025 increased the guideline of our Executive Chairman and CEO from 6x to 10x base salary. We also maintain an anti-hedging/pledging policy. | | Sustainability | Enhance disclosures regarding sustainability. | We publish an annual sustainability report, which we continue to enhance. In 2023, we began including a Task Force on Climate-related Financial Disclosures-aligned climate risk and opportunity assessment to provide more insights on our climate risk profile, and in 2024, we published our first greenhouse gas (GHG) emissions inventory. Our most recent report was published in November 2025. | | Transparency and Disclosure | Increase transparency and disclosure, including on executive compensation, board composition and oversight. | Each year, we have increased and improved our disclosures, with an eye toward even greater transparency and readability. In 2025, we enhanced, among other items, the disclosure of the non-GAAP performance metrics used in our executive compensation to include GAAP reconciliations. |

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    BOARD NOMINEES The Board of Directors recommends a vote “FOR” each of these director nominees, each for a term of one year until our next annual meeting of stockholders and until their successors are duly elected and qualified.

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    | Director | Age | Serving Since | Independent | Committees | Other Public Boards | | Dale Francescon | 73 | 2013 | No | N/A | 0 | | | | | | | | | Robert J. Francescon | 68 | 2013 | No | N/A | 0 | | | | | | | | | Patricia L. Arvielo | 61 | 2021 | Yes | Audit, Compensation, Nominating and Corporate Governance | 0 | | | | | | | | | John P. Box | 79 | 2014 | Yes | Audit, Compensation, Nominating and Corporate Governance (Chair) | 0 | | | | | | | | | Keith R. Guericke | 77 | 2013 | Yes* | Audit, Compensation, Nominating and Corporate Governance | 1 | | | | | | | | | James M. Lippman | 68 | 2013 | Yes | Audit, Compensation (Chair), Nominating and Corporate Governance | 0 | | | | | | | | | Elisa Zúñiga Ramírez | 57 | 2023 | Yes | Audit (Chair), Compensation, Nominating and Corporate Governance | 2 | | | | | | | |

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    *Lead Independent Director BOARD QUALIFICATIONS, EXPERIENCES AND SKILLS The matrix below summarizes what the Board of Directors believes are desirable types of qualifications, experiences, skills and attributes possessed by Century’s director nominees because of their particular relevance to our business and strategy. While all of these were considered by the Board in connection with this year’s director nomination process, the matrix does not encompass all director qualifications, skills, experiences or attributes.

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    | | Dale Francescon | Robert J. Francescon | Patricia L. Arvielo | John P. Box | Keith R. Guericke | James M. Lippman | Elisa Zúñiga Ramírez | | Skills and Experiences | | | | | | | | | Public Company CEO | ✓ | ✓ | | | ✓ | | | | Private Company CEO | ✓ | ✓ | ✓ | ✓ | | ✓ | | | Public Company Executive | ✓ | ✓ | | | ✓ | | | | Homebuilding/Real Estate | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | | Mortgage Financing | ✓ | ✓ | ✓ | | | | | | Business Development/ Mergers and Acquisitions | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Strategic Planning | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Operations | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Supply Chain Management | ✓ | ✓ | | | ✓ | ✓ | | | Sales and Marketing | ✓ | ✓ | ✓ | ✓ | | | | | Financial and Accounting | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Capital Markets/Raising Additional Financing | ✓ | ✓ | | | ✓ | ✓ | ✓ | | Public Company Governance | ✓ | ✓ | | ✓ | ✓ | ✓ | ✓ | | Legal and Compliance | ✓ | | | | | | | | Cybersecurity/IT | | | | ✓ | | | ✓ | | Risk Management | ✓ | ✓ | | | ✓ | | ✓ | | Human Capital Management | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Attributes | | | | | | | | | Male | ✓ | ✓ | | ✓ | ✓ | ✓ | | | Female | | | ✓ | | | | ✓ | | White or Caucasian | ✓ | ✓ | | ✓ | ✓ | ✓ | | | Latina or Hispanic | | | ✓ | | | | ✓ | | Tenure | 12 | 12 | 5 | 11 | 12 | 12 | 2 |

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    EXECUTIVE COMPENSATION BEST PRACTICES Our compensation practices include many best practices that support our executive compensation objectives and principles and benefit our stockholders.

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    | What We Do | | What We Don’t Do | | | ✓ | Structure executive officer compensation so it is competitive and a significant portion is at risk | | No guaranteed salary increases | | ✓ | Emphasize long-term performance | | No uncapped bonus opportunities | | ✓ | Use a mix of both absolute and relative performance measures | | No excessive perquisites | | ✓ | Require minimum vesting periods on equity awards | | No current payment of dividends on unvested awards | | ✓ | Require a double-trigger for equity acceleration upon a change of control | | No excise or other tax gross-ups | | ✓ | Have robust stock ownership guidelines and retention requirements for executive officers | | No short sales or derivative transactions in Century stock, including hedges | | ✓ | Require post-vesting holding periods | | No pledging of Century securities | | ✓ | Hold an annual say-on-pay vote | | No repricing of stock options |

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    | Pay Element | Actions | | Base Salary | ● The 2025 annual base salaries for our Executive Chairman, CEO and CFO were set at $900,000, $1,000,000 and $650,000, respectively, representing a 10% decrease in the case of our Executive Chairman, and no increase, in the case of our CEO and CFO. | | Short-Term Incentive | ● The 2025 target STI opportunities for our Executive Chairman, CEO and CFO were set at $2,450,000, $2,975,000 and $1,000,000, respectively, representing a 30% decrease for our Executive Chairman and a 15% decrease for our CEO. ● The performance metrics for our 2025 short-term incentive program for our Executive Chairman and CEO were revenue (20%), EBITDA, as adjusted (60%), and closings (20%), with target levels set slightly above actual 2024 levels for revenue and closings and significantly below for EBITDA, as adjusted, given significant overperformance with respect to that measure in 2024. |

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    | ● Our CFO participated in the performance based STI plan along with our Executive Chairman and CEO, but with different weightings for the three corporate goals: revenue (14%), EBITDA, as adjusted (42%), and closings (14%) and three individual goals, with a weighting of 10% each. |

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    | Long-Term Incentives | ● The 2025 target LTI opportunities for our Executive Chairman, CEO and CFO were set at $4,200,000, $4,750,000 and $1,000,000, respectively, representing a 16% decrease for our Executive Chairman and a 5% decrease for our CEO, and higher percentage decreases of 20% and 10%, respectively, based on then anticipated grant date fair value amounts due to the illiquidity discount associated with the three-year mandatory post-vesting holding period. ● Our 2025 LTI program was comprised of PSU awards (100% for our Executive Chairman and CEO), with a mandatory post-vesting holding period of three years for our Executive Chairman and CEO and one year for our CFO. Vesting is based on the achievement of a mix of both absolute and relative performance goals – three-year cumulative adjusted pre-tax income (85% weighting) and three-year cumulative revenue (15% weighting)– with a relative TSR modifier. ● Our 2023-2025 PSU awards were paid out in February 2026 at the maximum payout level, based on our 2023-2025 cumulative adjusted pre-tax income: |

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    | *Non-GAAP financial measure. See Appendix A for calculation The three-year cumulative adjusted pre-tax income goals for the 2023-2025 PSU awards were established in early May 2023 at the time of grant taking into consideration the national housing market and the U.S. macroeconomic environment at that time and our then current and anticipated financial and operational performances. Recall that the new home market at that time was plagued with continued headwinds from municipal and utility delays, supply chain disruptions, labor shortages, elongated construction cycle times, and rising input costs, which when coupled with an accelerating interest rate environment at that time, ultimately resulted in a housing slowdown. As a result, given uncertainty and challenging market conditions at that time, the target three-year cumulative adjusted pre-tax income goal was based on our then anticipated 2023 business plan and increased 5% for 2024 and increased a further 7.5% for 2025. The “threshold” goal was set at 10% below target. The “above target” goal was set at 10% above target and the “maximum” goal was set at 15% above target. ● Our CFO received a time-vested RSU award in each of February 2026 and February 2025 to compensate him for his prior year performance. These RSU awards vest in equal annual installments over three years and are subject to a one-year mandatory post-vesting holding period. While each of these awards was initially valued at $500,000, the actual grant date fair value was less due to the illiquidity discount associated with the post-vesting holding period. The February 2026 RSU award was a discretionary award and not part of the annual LTI program. After extensive discussion and in consultation with WealthPoint, the Compensation Committee determined that its exercise of this discretion in the form of a time vesting equity award was appropriate for retention purposes in light of a competitive market for talent in the homebuilding industry given the value of the CFO to the Company. |

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    | Annual election of all directors | All directors are elected annually for a one-year term. | | Majority vote standard for uncontested director elections, with a director resignation policy | We have a majority voting standard for uncontested director elections, and directors who do not receive more votes “FOR” than “AGAINST” their election must offer to resign from the Board. | | Over two-thirds of our directors are independent | Five of the seven directors on our Board are independent. | | Annual Board and committee evaluations | We conduct annual Board and committees’ performance self-evaluations. | | Overboarding policy | We limit the number of public company boards on which our directors may serve. | | No poison pill | We believe that not having a poison pill benefits our stockholders by not discouraging takeover attempts that may increase value for our stockholders. | | Robust stockholder outreach program | Each year, our executives hold numerous meetings to seek stockholder input and strive to take actions that reflect the input received. | | Annual say-on-pay vote | Our Board recommended, and our stockholders voted in favor of, an annual advisory stockholder vote on executive compensation. | | Officer and director stock ownership requirements | We have robust stock ownership guidelines for our directors and officers that require maintenance of a specified level of ownership based on compensation. | | Hedging and pledging prohibitions | We prohibit certain employees, including our NEOs, from engaging in any hedging transactions, short sales, transactions in publicly traded options, such as puts, calls and other derivatives, or short-term trading. | | Require a double trigger for cash severance and accelerated vesting of equity upon a change in control | The double trigger feature incentivizes executives to accept or continue employment with Century in the event of a change in control event. | | Mandatory clawback policy | We maintain a clawback policy to provide for a mandatory clawback of incentive compensation paid to current and former executives in the event of a financial restatement. | | Single class of stock | We have a single class of stock, so our stockholders all have equal voting rights. |

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    | ● | work with the Board and CEO to develop a long-term strategy for Century’s continued growth, leveraging over 30 years of industry knowledge, perspective and relationships; |

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    | Key Responsibilities and Activities ● Assists the Board in developing and evaluating potential candidates for executive officer positions and overseeing succession plans; ● Reviews, approves, and makes recommendations regarding compensation plans and administers all plans, including, the grant of equity-based awards to executive officers and employees; ● Reviews and approves corporate goals and objectives with respect to compensation for executive officers and, at least annually, evaluates each executive officer’s performance in light of such goals and objectives to set his or her annual compensation, including salary, bonus, and equity and non-equity incentive compensation; ● Reviews and approves executive employment, severance, change in control, retention, retirement, deferred compensation, perquisite, or similar compensatory agreements, plans, programs, or arrangements; ● Provides oversight of management’s decisions regarding the performance, evaluation, and compensation of other officers; ● Reviews incentive compensation arrangements to confirm that incentive pay does not encourage unnecessary risk-taking, and reviews and discusses, at least annually, the relationship between risk management policies and practices, business strategy, and our executive officers’ compensation; ● Oversees and reviews our culture and policies and strategies related to human capital management, including with respect to diversity and inclusion initiatives, pay equity, talent, recruitment and development, performance management and employee engagement; and ● Reviews and makes recommendations to the Board regarding all executive compensation related proposals and reviews the results of advisory stockholder votes on executive compensation and considers whether to recommend adjustments to our executive compensation policies and practices as a result of such votes and other stockholder input on executive compensation matters. Compensation Consultant The Compensation Committee has retained WealthPoint, LLC (WealthPoint) as its external compensation consultant. WealthPoint does not provide any services to the Company unrelated to executive or director compensation. | Chair James M. Lippman Other Members Patricia L. Arvielo John P. Box Keith R. Guericke Elisa Zúñiga Ramírez 2025 Meetings 5 Heightened Independence The Board has determined that each Compensation Committee member satisfies the heightened independence criteria for compensation committee members under the NYSE rules. In addition, each Compensation Committee member is a “non-employee director” within the meaning of Rule 16b-3 under the Exchange Act. |

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    Nominating and Corporate Governance Committee

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    | Key Responsibilities and Activities ● Makes recommendations to the Board regarding Board structure, size and leadership structure; ● Identifies individuals qualified to become members of the Board and reviews with the Board on an annual basis the Board’s composition as a whole to ensure that it has the requisite and desired expertise, experience, qualifications, attributes and skills and that its membership consists of persons with sufficiently diverse and independent backgrounds; ● Develops and recommends to the Board for its approval qualifications for director candidates and periodically reviews these qualifications with the Board; ● Makes recommendations to the Board regarding director diversity, tenure and refreshment policies; ● Reviews the committee structure of the Board and recommends directors to serve as members or chairs of each Board committee; ● Reviews and recommends Board committee slates annually and recommends committee members to fill vacancies; ● Develops and recommends to the Board a set of corporate governance guidelines and, at least annually, reviews such guidelines and recommends changes to the Board for approval as necessary; ● Considers and oversees corporate governance issues as they arise from time to time and develops appropriate recommendations for the Board; ● Reviews and monitors evolving corporate governance best practices and trends for consideration and incorporation into our governing documents, policies, and procedures; ● Reviews and recommends to the Board any responses to proposals submitted by stockholders; ● Reviews and approves our policies and practices pertaining to ESG issues and monitors our performance against relevant ESG indices; and ● Oversees the annual self-evaluations of the Board and each Board committee. | Chair John P. Box Other Members Patricia L. Arvielo Keith R. Guericke James M. Lippman Elisa Zúñiga Ramírez 2025 Meetings 5 |

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    CORPORATE GOVERNANCE GUIDELINES The Board has adopted Corporate Governance Guidelines covering, among other things, the duties and responsibilities of, and independence standards applicable to, our directors and Board committee structures and responsibilities. Among the topics addressed in our Corporate Governance Guidelines are:

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    | ● Role of directors ● Selection of the Chairman of the Board ● Selection of new directors ● Director qualifications ● Care and avoidance of conflicts ● Confidentiality ● Limits on other directorships or “overboarding” ● Director independence ● Directors who change their present job responsibility ● Retirement and resignation policy ● Director tenure ● Board compensation ● Separate sessions of independent directors ● Board and Board committee self-evaluations ● Strategic direction of the Company ● Board access to management ● Director resignation policy | ● Board materials ● Board interaction with institutional investors, analysts, press, and customers ● Board orientation and continuing education ● Director attendance at annual meetings of stockholders ● Frequency of meetings ● Selection of agenda items for Board meetings ● Number and names of Board committees ● Independence of Board committees ● Assignment and rotation of committee members ● Evaluation of executive officers ● Succession planning ● Management development ● Risk management ● Prohibited loans ● Communications with directors |

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    From time to time, the Board, upon recommendation of the Nominating and Corporate Governance Committee, reviews and updates the Corporate Governance Guidelines as it deems necessary and appropriate. The Corporate Governance Guidelines are available in the “Discover Century—Investors— Governance—Governance Documents – Corporate Governance Policy” section of the Company’s website located at www.centurycommunities.com. Code of Business Conduct and Ethics The Board has adopted a Code of Business Conduct and Ethics that applies to our officers, directors, and employees. Among other matters, our Code of Business Conduct and Ethics is designed to deter wrongdoing and to promote the following:

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    | ● | honest and ethical conduct, including the ethical handling of actual or apparent conflicts of interest; |

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    | ● | full, fair, accurate, timely, and understandable disclosure in our communications with and reports to our stockholders, including reports filed with the SEC, and other public communications; |

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    | ● | compliance with applicable governmental laws, rules, and regulations; |

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    | ● | prompt internal reporting of violations of the code to appropriate persons identified in the code; and |

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    | ● | accountability for adherence to our Code of Business Conduct and Ethics. |

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    Any waiver of our Code of Business Conduct and Ethics may be made only by the Nominating and Corporate Governance Committee and will be promptly disclosed as required by law and NYSE rules. We intend to satisfy the disclosure requirements of Item 5.05 of Form 8-K and applicable NYSE rules regarding amendments to or waivers from any provision of our Code of Business Conduct and Ethics by posting such information in the “Discover Century—Investors—Governance—Governance Documents” section of our website located at www.centurycommunities.com. CommITTEE CHARTERS AND OTHER INFORMATION The charters of all three of our standing Board committees, Corporate Governance Guidelines, Code of Business Conduct and Ethics, Restated Certificate of Incorporation and Amended and Restated Bylaws are available in the “Discover Century—Investors—Governance—Governance Documents” section of our website located at www.centurycommunities.com. The Board reviews each of these documents on an annual basis. Printed copies of any of these documents are available upon written request to Century Communities, Inc., 8390 East Crescent Parkway, Suite 650, Greenwood Village, Colorado 80111, Attention: Corporate Secretary. Director Nominations Process

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    | 1 | 2 | 3 | 4 | 5 | | Sources for director candidate pool ● Directors ● Management ● Stockholders ● Independent search firm ● Other director resources ● Self-nominated | Interviews and in-depth review by Nominating and Corporate Governance Committee and other interested directors ● Screen qualifications ● Examine overall Board composition and balance ● Review independence and potential conflicts ● Consider diversity ● Consider other director time commitments | Recommend slate of director nominees by Nominating and Corporate Governance Committee | Full Board review and nomination | Election by stockholders |

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    The Board of Directors, including in particular the Nominating and Corporate Governance Committee, oversees board composition and succession. To this end, at least once a year, in connection with the annual director nomination process, the Nominating and Corporate Governance Committee evaluates each director’s performance, relative strengths and weaknesses, and future plans, including any personal retirement objectives. As part of that evaluation, the Nominating and Corporate Governance Committee also identifies areas of overall strength and weakness with respect to its composition and considers whether the Board of Directors as a whole possesses core competencies in the areas of accounting and finance, industry knowledge, management experience, sales and marketing, strategic vision, executive compensation, and corporate governance, among others. The Board seeks to ensure that the Board is composed of members whose particular expertise, experience, qualifications, attributes, and skills, when taken together, will allow the Board to satisfy its oversight responsibilities effectively. In identifying candidates for director, the Nominating and Corporate Governance Committee and the Board take into account the following:

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    | ● | the comments and recommendations of Board members regarding the qualifications and effectiveness of the existing Board, or additional qualifications that may be required when selecting new Board members; |

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    | ● | the requisite expertise and sufficiently diverse backgrounds of the Board’s overall membership composition; |

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    | ● | the independence of outside directors and other possible conflicts of interest of existing and potential members of the Board; and |

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    | ● | any other factors they consider appropriate. |

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    As part of its director nomination process, the Nominating and Corporate Governance Committee considers director tenure, among other factors. The Nominating and Corporate Governance Committee believes it is important to ensure that the Board maintains an openness to new ideas and a willingness to critically re-examine the status quo. Accordingly, the Nominating and Corporate Governance Committee has an ongoing commitment to refreshment efforts to ensure that the composition of the Board and each of its committees encompasses a wide range of perspectives and knowledge in order to promote the success of our business and represent stockholder interests. To this end, the Board of Directors has added two new directors during the past five years. While five of our directors have tenures exceeding 10 years, two of these directors are the Company’s founders—our Executive Chairman, Dale Francescon, and our CEO, Robert J. Francescon—whose tenure reflects their ongoing management roles rather than board entrenchment. The remaining three long-tenured directors have served since just prior to the Company’s initial public offering and bring substantial real estate industry experience, as well as deep institutional knowledge developed over their service on the Board. These directors’ experience is complemented by more recent additions and the Board’s ongoing refreshment efforts. The Board considers tenure, alongside skills, independence, and evolving Company needs, as part of its annual evaluation process and believes that the Company’s average director tenure of 9.4 years and average independent director tenure of 8.4 years reflect an appropriate balance of continuity and fresh perspectives. The Nominating and Corporate Governance Committee will consider director candidates recommended to it by our stockholders. Those candidates must be qualified and exhibit the experience and expertise required of the Board’s own pool of candidates, as well as have an interest in our business, and demonstrate the ability to attend and prepare for Board, committee, and stockholder meetings. Any candidate must state in advance his or her willingness and interest in serving on the Board. Candidates should represent the interests of all stockholders and not those of a special interest group. The Nominating and Corporate Governance Committee will evaluate candidates recommended by stockholders using the same criteria it uses to evaluate candidates recommended by others as described above. A stockholder that desires to nominate a person for election to the Board at a meeting of stockholders must follow the specified advance notice requirements contained in, and provide the specific information required by, our Bylaws, as described under “Other Matters—Stockholder Proposals and Director Nominations for 2027 Annual Meeting of Stockholders” later in this proxy statement. DIRECTOR COMMITMENTS OVERSIGHT The Board of Directors recognizes that its members may benefit from service on other public company boards. The Board of Directors also believes; however, it is critical that directors can dedicate sufficient time to their service on our Board of Directors. We recognize the substantial time commitments attendant to directorship and expect that the members of our Board of Directors be fully committed to devoting such time as is necessary to fulfill their Board responsibilities, both in terms of preparation for, and attendance and participation at, meetings. To this end, our Corporate Governance Guidelines provide that Board members must notify the Executive Chairman and the Chair of the Nominating and Corporate Governance Committee of any new board and/or committee memberships. In addition, our Corporate Governance Guidelines provide for an overboarding policy which limits the number of public company boards on which our directors may serve. The overboarding limit depends upon whether a director is an executive officer of a public company. In addition, service on other boards and/or committees must be consistent with our conflict-of-interest policy.

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    | Type of Director | Overboarding Limit | | Board Member who is an Executive Officer of a Public Company | 2 | | Board Member who is not an Executive Officer of a Public Company | 4 | | Board Member who is on the Audit Committee | 2 Other Audit Committees |

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    The Nominating and Corporate Governance Committee reviews and monitors external perspectives and trends on the appropriate number of public company boards on which directors may serve, including the proxy voting guidelines of our major stockholders and input from stockholder engagement discussions, voting policies of the major proxy advisory firms, corporate governance guidelines adopted by other public companies, board trends at peers and other significant public companies, and advice from outside advisors. We believe our overboarding policy aligns with the policies of a majority of our institutional stockholders. The table below lists the other public company boards of directors, if any, on which our directors currently serve. All directors comply with our overboarding policy.

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    | Director | Number of Other Public Company Boards | Name of Other Public Company Boards | | Dale Francescon | 0 | | | Robert J. Francescon | 0 | | | Patricia L. Arvielo | 0 | | | John P. Box | 0 | | | Keith R. Guericke | 1 | Essex Property Trust, Inc. | | James Lippman | 0 | | | Elisa Zúñiga Ramírez | 2 | Peoples Financial Services Corporation Trust for Professional Managers* |

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    | * Although Ms. Ramírez also serves on the board of directors of four other investment companies, such companies, unlike Trust for Professional Managers, are not public companies registered with the SEC under Sections 12(b) or 12(g) of the Securities Exchange Act of 1934 and subject to the reporting obligations thereunder. |

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    ANNUAL BOARD AND COMMITTEE SELF-EVALUATIONS The Board recognizes that a thorough and robust evaluation process is an important element of corporate governance and enhances the effectiveness of the full Board and each committee. Therefore, we conduct annual Board and committee self-evaluations. Each year, the Nominating and Corporate Governance Committee oversees the evaluation process to ensure that the full Board and each committee conduct an assessment of their performance and solicit feedback for areas of improvement. The primary objectives of our evaluation process are to:

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    | ● | improve board of director and board committee effectiveness by eliciting candid and constructive feedback regarding the board of directors and board committees on issues that are important to the board members in a manner that preserves confidentiality; and |

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    | ● | develop board-approved action items to address any issues or suggestions raised during the evaluation process, create a timeline for addressing each issue or suggestion, and follow-up periodically on the progress of addressing each issue or suggestion for the purpose of improving board and board committee effectiveness. |

  44. Greenwood Village, Colorado 80111

    As part of the evaluation, each director completes a written survey on an anonymous, unattributed basis that is designed to assess the Board’s performance and to solicit feedback for improving Board effectiveness. Additional feedback from directors is sought as well. Directors consider various topics related to Board composition, structure, effectiveness and responsibilities, as well as the overall mix of skills, experience, diversity and backgrounds represented on the Board. In addition, each Board committee conducts a similar evaluation to assess committee performance and effectiveness, the results of which are reviewed by the respective committees and reported to the Board. The Board meets in executive session to discuss the evaluation results, including input received from the committees. Following such discussion, the Board takes action, either directly or with the assistance of management, to implement changes as appropriate to address feedback and any areas of concern identified in the evaluation process. DIRECTOR ORIENTATION anD CONTINUING EDUCATION Following appointment to the Board, we provide new director orientation to facilitate a seamless onboarding experience and to educate the new director about our business, strategy, risks, and key policies, as well as legal, compliance, and regulatory matters. The onboarding process includes a combination of written materials, presentations, and meetings with members of the Board and management, resulting in a highly interactive process. In addition to regular meetings of the Board and its committees, we periodically offer educational sessions throughout the year for all directors on a variety of topics specific to our Company and the homebuilding industry. From time to time, external experts and facilitators may be invited to attend Board or committee meetings to discuss various issues relevant to the Company or the homebuilding industry. These experts bring an array of experience and perspectives and can foster dialogue among Board members. We also periodically provide directors with a list of director education programs. These programs are offered at various times during the year by well-regarded organizations and at various facilities and locations and cover a range of important issues facing directors of public companies. We reimburse directors for reasonable costs and expense incurred in attending relevant director educational programs. Complaint Procedures We maintain procedures to receive, retain, and treat complaints regarding accounting, internal accounting controls, or auditing matters and to allow for the confidential and anonymous submission by employees of concerns regarding questionable accounting or auditing matters. A 24-hour, toll-free, confidential ethics hotline and a confidential web-based reporting tool are available for the submission of concerns regarding these and other matters by any employee. Concerns and questions received through these methods relating to accounting, internal accounting controls, or auditing matters are promptly brought to the attention of the Chair of the Audit Committee and are handled in accordance with procedures established by the Audit Committee. Complete information regarding our complaint procedures is contained within our Code of Business Conduct and Ethics, which is described above and may be accessed on our website as noted above. Communications with the Board of Directors The Board maintains a process for stockholders and interested parties to communicate with the Board. Stockholders and interested parties may contact our Board as provided below:

  45. Greenwood Village, Colorado 80111

    | | | | | | WRITE | CALL | EMAIL | ATTEND | | Corporate Secretary Century Communities, Inc. 8390 E. Crescent Pkwy. Suite 650 Greenwood Village, CO 80111 | Investor Relations 303-268-8398 | investorrelations@ centurycommunities.com | Annual Meeting of Stockholders Wednesday, May 6, 2026 Hyatt Regency Denver Tech Center |

  46. Greenwood Village, Colorado 80111

    Management will initially receive and process communications before forwarding them to the addressee(s). We generally will not forward to the directors a communication that is primarily commercial in nature, relates to an improper or irrelevant topic, or requests general information about the Company. EXECUTIVE OFFICERS We have three executive officers: Dale Francescon, Robert J. Francescon, and J. Scott Dixon. Below is information regarding our current executive officers. There are no family relationships among any of our executive officers or directors, except for Dale Francescon and Robert J. Francescon, who are brothers. Century has been jointly led by our Executive Chairman and CEO since our founding in 2002. Our Executive Chairman and CEO were the two founders of Century and share an aligned vision for the tone, direction and growth of the Company.

  47. Greenwood Village, Colorado 80111

    | Dale Francescon Age 73 | Executive Chairman | | | Dale Francescon has served as: ● Executive Chairman since January 2025; ● Co-Chief Executive Officer from August 2002 to January 2025; ● Chairman of the Board from April 2013 to January 2025; and ● Board member since April 2013. Mr. Dale Francescon co-founded the Company and possesses a broad background in all facets of operating a real estate company and has had direct responsibility for the acquisition, financing, development, construction, sale, and management of various residential projects, including land development, single-family homes, townhomes, condominiums, and apartments. He has successfully managed the Company, through 23 successive profitable years, in various economic cycles, from inception in August 2002 to the present. Mr. Dale Francescon is licensed in the state of California as an attorney (inactive) and as a certified public accountant (inactive). Mr. Dale Francescon received his B.S. in Business Administration from the University of Southern California and a J.D. from Loyola University School of Law. |

  48. Greenwood Village, Colorado 80111

    | Robert J. Francescon Age 68 | Chief Executive Officer and President | | | Robert J. Francescon has served as: ● Chief Executive Officer since January 2025; ● Co-Chief Executive Officer from August 2002 to January 2025; ● President since April 2013; and ● Board member since April 2013. Mr. Robert Francescon co-founded the Company and possesses a broad background in all facets of operating a real estate company, and has had direct responsibility for the acquisition, financing, development, architecture, construction, sale and management of various residential projects including land development, single-family homes, townhomes, condominiums and apartments. He has successfully managed the Company, through 23 successive profitable years, in various economic cycles, from inception in August 2002 to the present. Mr. Robert Francescon also has management experience working in a variety of financial institutions, including thrifts and the Federal Home Loan Mortgage Corporation. Mr. Robert Francescon received his B.S. in Business Administration from the University of Southern California. |

  49. Greenwood Village, Colorado 80111

    | J. Scott Dixon Age 46 | Chief Financial Officer | | | J. Scott Dixon has served as our Chief Financial Officer since July 2024. Prior to serving as Chief Financial Officer, Mr. Dixon served in the following roles at Century: ● Interim Chief Financial Officer from March 2024 to July 2024; ● Assistant Chief Financial Officer from May 2022 to March 2024; ● Chief Accounting Officer from November 2016 to May 2022; and ● Vice President of Accounting from November 2013 to November 2016. Mr. Dixon has extensive experience in finance and accounting for real estate companies. His direct responsibilities are overseeing accounting, finance, capital markets and financial planning and analysis. Prior to joining Century, Mr. Dixon worked in Ernst & Young’s Audit practice, most recently as a Senior Manager in the audit and assurance practice specializing in real estate. Mr. Dixon holds a Master of Science degree in Accounting from the University of Virginia and a Bachelor of Science degree in Finance from the University of Denver. Mr. Dixon is also a Certified Public Accountant. |

  50. Greenwood Village, Colorado 80111

    PROPOSAL NO. 1: ELECTION OF DIRECTORS Board Size and Structure Our Bylaws provide that the Board of Directors shall consist of one or more members, with the number to be determined from time to time by the Board. The Board has fixed the number of directors at seven, and we currently have seven directors serving on the Board. Each director holds office for a term of one year or until his or her successor is duly elected and qualified, subject to his or her earlier death, resignation, disqualification, or removal. Current Directors and Board Nominees The Board currently consists of the following seven members:

  51. Greenwood Village, Colorado 80111

    | Name | Age | Position with the Company | | Dale Francescon | 73 | Executive Chairman and Director | | Robert J. Francescon | 68 | Chief Executive Officer, President and Director | | Patricia L. Arvielo | 61 | Independent Director | | John P. Box | 79 | Independent Director | | Keith R. Guericke | 77 | Independent Director | | James M. Lippman | 68 | Independent Director | | Elisa Zúñiga Ramírez | 57 | Independent Director |

  52. Greenwood Village, Colorado 80111

    Based upon the recommendation of the Nominating and Corporate Governance Committee, the Board nominated each of our current seven directors named above for re-election at the Annual Meeting. The Board and the Nominating and Corporate Governance Committee believe that our current seven directors collectively have the expertise, experience, qualifications, attributes, and skills to effectively oversee the management of Century, including a high degree of personal and professional integrity, an ability to exercise sound business judgment on a broad range of issues, sufficient experience and background to have an appreciation of the issues facing Century, a willingness to devote the necessary time to Board duties, a commitment to representing the best interests of Century and our stockholders, and a dedication to enhancing stockholder value. Five of our seven directors are independent within our director independence standards, which satisfy the NYSE listing standards for independence. Each director elected at the Annual Meeting will serve a one-year term until Century’s next annual meeting of stockholders and until his or her successor is duly elected and qualified or until his or her earlier death, resignation, disqualification, or removal. Unless otherwise instructed, the proxy-holders will vote the proxies received by them for the seven nominees. If any nominee should become unavailable for election prior to the Annual Meeting, an event that currently is not anticipated by the Board, the proxies will be voted in favor of the election of a substitute nominee or nominees proposed by the Board. Each nominee has agreed to serve if elected, and the Board has no reason to believe that any nominee will be unable to serve. BOARD COMPOSITION MATRIX The matrix below summarizes what the Board believes are desirable types of qualifications, skills, experiences and attributes possessed by Century’s director nominees because of their particular relevance to our business and strategy. While all of these were considered by the Board in connection with this year’s director nomination process, the matrix does not encompass all director qualifications, skills, experiences or attributes.

  53. Greenwood Village, Colorado 80111

    | | Dale Francescon | Robert J. Francescon | Patricia L. Arvielo | John P. Box | Keith R. Guericke | James M. Lippman | Elisa Zúñiga Ramírez | | Skills and Experiences | | | | | | | | | Public Company CEO | ✓ | ✓ | | | ✓ | | | | Private Company CEO | ✓ | ✓ | ✓ | ✓ | | ✓ | | | Public Company Executive | ✓ | ✓ | | | ✓ | | | | Homebuilding/Real Estate | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | | Mortgage Financing | ✓ | ✓ | ✓ | | | | | | Business Development/Mergers and Acquisitions | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Strategic Planning | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Operations | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Supply Chain Management | ✓ | ✓ | | | ✓ | ✓ | | | Sales and Marketing | ✓ | ✓ | ✓ | ✓ | | | | | Financial and Accounting | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Capital Markets/Raising Additional Financing | ✓ | ✓ | | | ✓ | ✓ | ✓ | | Public Company Governance | ✓ | ✓ | | ✓ | ✓ | ✓ | ✓ | | Legal and Compliance | ✓ | | | | | | | | Cybersecurity/IT | | | | ✓ | | | ✓ | | Risk Management | ✓ | ✓ | | | ✓ | | ✓ | | Human Capital Management | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | Attributes | | | | | | | | | Male | ✓ | ✓ | | ✓ | ✓ | ✓ | | | Female | | | ✓ | | | | ✓ | | White or Caucasian | ✓ | ✓ | | ✓ | ✓ | ✓ | | | Latina or Hispanic | | | ✓ | | | | ✓ | | Tenure | 12 | 12 | 5 | 11 | 12 | 12 | 2 |

  54. Greenwood Village, Colorado 80111

    Information about Director Nominees Set forth below are the names, ages, and positions of our current directors and director nominees as of the date hereof, and biographical information for each nominee. Also below is a summary of the specific qualifications, attributes, skills, expertise and experiences that led the Board to conclude that each nominee should serve on the Board at this time. There are no family relationships among any of our directors or executive officers, except for Dale Francescon and Robert J. Francescon, who are brothers.

  55. Greenwood Village, Colorado 80111

    | Dale Francescon Age 73 Director since 2013 Committees None |

  56. Greenwood Village, Colorado 80111

    | Background Dale Francescon has served as: ● Executive Chairman since January 2025; ● Co-Chief Executive Officer from August 2002 to January 2025; ● Chairman of the Board from April 2013 to January 2025; and ● Board member since April 2013. Mr. Dale Francescon co-founded the Company and possesses a broad background in all facets of operating a real estate company and has had direct responsibility for the acquisition, financing, development, construction, sale, and management of various residential projects, including land development, single-family homes, townhomes, condominiums, and apartments. He has successfully managed the Company, through 23 successive profitable years, in various economic cycles, from inception in August 2002 to the present. Mr. Dale Francescon is licensed in the state of California as an attorney (inactive) and as a certified public accountant (inactive). Mr. Dale Francescon received his B.S. in Business Administration from the University of Southern California and a J.D. from Loyola University School of Law. Qualifications Mr. Dale Francescon, as a co-founder of Century, is qualified to serve as a director due to his significant familiarity with our history and day-to-day operations, his expertise in the homebuilding industry, and his more than 30 years of experience operating real estate companies. In addition, as a result of his role as Executive Chairman, Mr. Dale Francescon provides unique insight into our future strategies, opportunities, and challenges and serves as a unifying element between the Board and our management. |

  57. Greenwood Village, Colorado 80111

    | Other Public Company Boards | | | Current | Former - Past 5 Years | | None | None |

  58. Greenwood Village, Colorado 80111

    | Robert J. Francescon Age 68 Director since 2013 Committees None |

  59. Greenwood Village, Colorado 80111

    | Background Robert J. Francescon has served as: ● Chief Executive Officer since January 2025; ● Co-Chief Executive Officer from August 2002 to January 2025; ● President since April 2013; and ● Board member since April 2013. He co-founded the Company and possesses a broad background in all facets of operating a real estate company, and has had direct responsibility for the acquisition, financing, development, architecture, construction, sale and management of various residential projects including land development, single-family homes, townhomes, condominiums and apartments. He has successfully managed the Company, through 23 successive profitable years, in various economic cycles, from inception in August 2002 to the present. He also has management experience working in a variety of financial institutions, including thrifts and the Federal Home Loan Mortgage Corporation. He received his B.S. in Business Administration from the University of Southern California. Qualifications Mr. Robert Francescon, as a co-founder of Century, is qualified to serve as a director due to his significant familiarity with our history and day-to-day operations, his management experience in various business enterprises, and his more than 30 years of experience as a senior executive within the homebuilding industry. In addition, as a result of his dual role as a director and Chief Executive Officer, Mr. Robert Francescon provides unique insight into our future strategies, opportunities and challenges and serves as a unifying element between the Board and our management. |

  60. Greenwood Village, Colorado 80111

    | Other Public Company Boards | | | Current | Former - Past 5 Years | | None | None |

  61. Greenwood Village, Colorado 80111

    | Patricia L. Arvielo Age 61 Director since 2021 Independent Committees ● Audit ● Compensation ● Nominating and Corporate Governance |

  62. Greenwood Village, Colorado 80111

    | Background Patricia L. Arvielo has served as President and Co-Founder of New American Funding (one of the largest independent mortgage companies in the U.S.), since 2003. She leads the company’s sales and operations efforts. She is an award-winning entrepreneur and adviser on several committees, including the Mortgage Bankers Association, the National Association of Hispanic Real Estate Professionals, and the Housing Counseling Federal Advisory Committee. At New American Funding, she founded the Latino Focus and New American Dream initiatives to identify and address challenges Hispanic and Black consumers face in their pursuit of homeownership and to enhance the quality of their lending experience. She frequently visits Washington, D.C. to lobby for the industry and homeowners, is a popular keynote speaker for mortgage events across the nation and was recognized by Ernst & Young as the 2016 EY Entrepreneur of The Year® Orange County. Qualifications Ms. Arvielo is qualified to serve as a director because of her vast knowledge of and experience within the real estate industry, her track record of successful execution, and her leadership within diverse communities. |

  63. Greenwood Village, Colorado 80111

    | Other Public Company Boards | | | Current | Former - Past 5 Years | | None | Western Alliance Bancorporation |

  64. Greenwood Village, Colorado 80111

    | John P. Box Age 79 Director since 2014 Independent Committees ● Audit ● Compensation ● Nominating and Corporate Governance (Chair) |

  65. Greenwood Village, Colorado 80111

    | Background John P. Box is regional chairman of Newmark Group, Inc. (a world leader in commercial real estate, seamlessly powering every phase of the property life cycle), a position he has held since January 2013. Prior to this role, he held the following positions: ● President and Chief Executive Officer and owner of the Frederick Ross Company (the largest locally-owned commercial real estate service business in Colorado) from 1988 through 2012 during which the company diversified into several independent operating divisions and was active in commercial brokerage, consulting, and property management. ● Chief Executive Officer and principal owner of ARA (Apartment Realty Advisors, Denver’s largest apartment building and multifamily land brokerage company) from 2002 through 2014. Mr. Box was recognized as honorary dean for 2002 by the University of Denver Franklin L. Burns School of Real Estate and Construction Management, and in 2001, he was awarded the 2000 NAIOP President’s Award for contributions to the real estate community. Earlier in his career, he was recognized four times by the Denver Board of REALTORS® as the recipient of the top commercial sales award for achieving the highest personal sales volume in the Denver area. Mr. Box served as Board Chair from 2004 to 2010 for Regis University and currently serves as a life trustee and is a former board chair of ONCOR International, a worldwide affiliation of real estate companies. Qualifications Mr. Box is qualified to serve as a director because of his extensive leadership within the real estate industry, his relationships with many executives at real estate companies, and his proven ability to successfully grow and diversify a real estate business. |

  66. Greenwood Village, Colorado 80111

    | Other Public Company Boards | | | Current | Former - Past 5 Years | | None | None |

  67. Greenwood Village, Colorado 80111

    | Keith R. Guericke Age 77 Director since 2013 Independent (Lead Independent Director) Committees ● Audit ● Compensation ● Nominating and Corporate Governance |

  68. Greenwood Village, Colorado 80111

    | Background Keith R. Guericke has served as vice chairman of Essex Property Trust, Inc. (Essex) since 2002 and a director of Essex since June 1994. From 1988 through 2010, he served as President and Chief Executive Officer of Essex, retiring in January 2011. He joined Essex’s predecessor, Essex Property Corporation, in 1977 to focus on investment strategies and portfolio expansion, and prepared Essex for its initial public offering in 1994, and since then has overseen the significant growth of the Essex multifamily portfolio in supply-constrained markets along the West Coast. Prior to joining Essex, he began his career with Kenneth Leventhal & Company (a certified public accounting firm noted for its real estate expertise). Qualifications Mr. Guericke is qualified to serve as a director because of his extensive leadership experience at a publicly traded company, his expansive knowledge of the real estate industry, his strong relationships with many executives at real estate companies throughout the United States, and his expertise in accounting and finance. |

  69. Greenwood Village, Colorado 80111

    | Other Public Company Boards | | | Current | Former - Past 5 Years | | Essex Property Trust, Inc. | None |

  70. Greenwood Village, Colorado 80111

    | James M. Lippman Age 68 Director since 2013 Independent Committees ● Audit ● Compensation (Chair) ● Nominating and Corporate Governance |

  71. Greenwood Village, Colorado 80111

    | Background James M. Lippman founded JRK Property Holdings (JRK) in 1991 and currently serves as its Chairman and Founder and prior to February 2023 served as its Chief Executive Officer. From an initial purchase of five multifamily properties, JRK has grown to a national leader in the commercial real estate sector. In 2011, JRK was featured as the 25th largest Multifamily Owner and Manager in the United States by the National Multifamily Housing Council and ranked 27th in the nation by Multifamily Executive Magazine. Mr. Lippman is actively involved with Cedar-Sinai Medical Center, where he serves as a past Chairman of the Board. Mr. Lippman currently serves on the board of trustees of Union College. He also worked on Wall Street for many years, where he traded equities, options, and commodities for proprietary investment accounts. Qualifications Mr. Lippman is qualified to serve as a director because of his extensive leadership experience within the real estate industry, his financial management expertise, and his extensive contacts with senior real estate executives throughout the United States. |

  72. Greenwood Village, Colorado 80111

    | Other Public Company Boards | | | Current | Former - Past 5 Years | | None | None |

  73. Greenwood Village, Colorado 80111

    | Elisa Zúñiga Ramírez Age 57 Director since 2023 Independent Committees ● Audit (Chair) ● Compensation ● Nominating and Corporate Governance |

  74. Greenwood Village, Colorado 80111

    | Background Elisa Zúñiga Ramírez has over 30 years of experience in institutional investing with a proven history of value creation. Since October 2020, until the present, she has been the President of Exito Consulting LLC. Until her retirement in 2020, she was a Principal and Senior Portfolio Manager at Segall Bryant & Hamill, an employee-owned asset manager with $25 billion of assets under management and was previously a Partner and Senior Portfolio Manager at Denver Investments LLC. In addition to her portfolio management responsibilities, Ms. Zúñiga Ramírez covered numerous sectors and industries, including Consumer Cyclicals and Homebuilders. Today, Ms. Zúñiga Ramírez is contributing her finance, audit, ESG and governance expertise to public, private and investment company boards. Ms. Zúñiga Ramírez serves as Independent Director, Audit Committee member and Asset Liability Committee member of Peoples Financial Services Corporation, as an Independent Director and Chair of Audit Committee of the Trust for Professional Managers, a $33 billion U.S. Bancorp Master Series Trust, and as an Independent Director for each of JNL Series Trust, JNL Investors Series Trust, Jackson Credit Opportunities Fund, and Jackson Real Assets Fund, all registered investment companies. Additionally, she is a graduate of Boardbound by Women’s Leadership Foundation and is an NACD Certified Director. Qualifications Ms. Zúñiga Ramírez is qualified to serve as a director because of her extensive leadership experience within the institutional investing industry, her financial management expertise, including being a CFA charterholder, her extensive experience with climate-related risk frameworks and standards, and her cybersecurity credentials. |

  75. Greenwood Village, Colorado 80111

    | What We Do | | What We Don’t Do | | | ✓ | Structure our executive officer compensation so it is competitive and a significant portion of pay is at risk | | No guaranteed salary increases | | ✓ | Emphasize long-term performance | | No uncapped bonus opportunities | | ✓ | Use a mix of absolute and relative performance measures | | No excessive perquisites | | ✓ | Require minimum vesting periods on equity awards | | No current payment of dividends on unvested awards | | ✓ | Require a double-trigger for equity acceleration upon a change of control | | No excise or other tax gross-ups |

  76. 2025 Compensation Actions

    | Pay Element | Actions | | Base Salary | ● The 2025 annual base salaries for our Executive Chairman, CEO and CFO were set at $900,000, $1,000,000 and $650,000, respectively, representing a 10% decrease in the case of our Executive Chairman, and no increase, in the case of our CEO and CFO. | | Short-Term Incentive | ● The 2025 target STI opportunities for our Executive Chairman, CEO and CFO were set at $2,450,000, $2,975,000 and $1,000,000, respectively, representing a 30% decrease for our Executive Chairman and a 15% decrease for our CEO. ● The performance metrics for our 2025 short-term incentive program for our Executive Chairman and CEO were revenue (20%), EBITDA, as adjusted (60%), and closings (20%), with target levels for revenue and closings set slightly above actual 2024 levels and significantly below for EBITDA, as adjusted, given significant overperformance with respect to that measure in 2024. |

  77. 2025 Compensation Actions

    | ● Our CFO participated in the performance based STI plan along with our Executive Chairman and CEO, but with different weightings for the corporate goals – revenue (14%), EBITDA, as adjusted (42%), and closings (14%) – and with three individual goals, each with a 10% weighting. |

  78. 2025 Compensation Actions

    | Long-Term Incentives | ● The 2025 target LTI opportunities for our Executive Chairman, CEO and CFO were set at $4,200,000, $4,750,000 and $1,000,000, respectively, representing a 16% decrease for our Executive Chairman and a 5% decrease for our CEO, and higher percentage decreases of 20% and 10%, respectively, based on the then anticipated grant date fair value amounts. ● Our 2025 LTI program was comprised of PSU awards (100% for our Executive Chairman and CEO), with a mandatory post-vesting holding period of three years for our Executive Chairman and CEO and one year for our CFO. Vesting is based on the achievement of a mix of both absolute and relative performance goals – three-year cumulative adjusted pre-tax income and three-year cumulative revenue – with a relative TSR modifier. |

  79. 2025 Compensation Actions

    | Pay Element | Actions | | | ● Our 2023-2025 PSU awards were paid out based on certified achievement of the pre-established performance criteria, namely our 2023-2025 cumulative adjusted pre-tax income: |

  80. 2025 Compensation Actions

    | | *Non-GAAP financial measure. See Appendix A for calculation The three-year cumulative adjusted pre-tax income goals for the 2023-2025 PSU awards were established in early May 2023 at the time of grant taking into consideration the national housing market and the U.S. macroeconomic environment at that time and our then current and anticipated financial and operational performance. Recall that the new home market at that time was plagued with continued headwinds from municipal and utility delays, supply chain disruptions, labor shortages, elongated construction cycle times, and rising input costs, which when coupled with an accelerating interest rate environment at that time, ultimately resulted in a housing slowdown. As a result, given uncertainty and challenging market conditions, the target three-year cumulative adjusted pre-tax income goal was based on our then anticipated 2023 business plan and increased 5% for 2024 and increased a further 7.5% for 2025. The “threshold” goal was set at 10% below target. The “above target” goal was set at 10% above target and the “maximum” goal was set at 15% above target. ● Our CFO received a time-vested RSU award in each of February 2026 and February 2025 to compensate him for his prior year performance. These RSU awards vest in equal annual installments over three years and are subject to a one-year mandatory post-vesting holding period. While each of these awards was initially valued at $500,000, the actual grant date fair value was less due to the illiquidity discount associated with the post-vesting holding period. The February 2026 RSU award was a discretionary award and not part of the annual LTI program. After extensive discussion and in consultation with WealthPoint, the Compensation Committee determined that its exercise of this discretion in the form of a time vesting equity award was appropriate for retention purposes in light of a competitive market for talent in the homebuilding industry given the value of the CFO to the Company. | | Other Compensation Related Actions | ● Our say-on-pay vote received nearly 90% support at our 2025 Annual Meeting of Stockholders. ● In 2025, we amended our stock ownership guidelines to increase the target stock ownership as a multiple of base salary for our Executive Chairman and CEO from 6x to 10x. ● In 2025, we reduced the monthly amount for the automobile and cell phone allowance and reimbursements for life insurance premiums by 20% for our Executive Chairman and CEO. |

  81. 2025 Compensation Actions

    | What We Heard | What We Did | | Maintain competitive, but not excessive, pay packages. | We target the 50th percentile of our peer group and have not raised the base salaries or target short-term or long-term incentive opportunities of our CEO since 2022. 2025 pay opportunities were reduced in the aggregate as compared to 2024 levels: |

  82. 2025 Compensation Actions

    | | Target STI | | | | | 2024 ($) | 2025 ($) | % Decrease | | Executive Chairman | 3,500,000 | 2,450,000 | 30% | | CEO | 3,500,000 | 2,975,000 | 15% |

  83. 2025 Compensation Actions

    | | Target LTI | | | | | 2024 ($) | 2025 ($) | % Decrease* | | Executive Chairman | 5,000,000 | 4,200,000 | 16%/20% | | CEO | 5,000,000 | 4,750,000 | 5%/10% | | * Higher percentage decrease is based on the then anticipated decrease in grant date fair value. | | | |

  84. 2025 Compensation Actions

    | Reduce Executive Chairman compensation relative to the CEO. | The 2025 base salary and short-term and long-term incentives for our Executive Chairman are below those of our CEO, as described above. | | Increase mandatory post-vesting holding periods. | Beginning in 2025, we imposed a three-year (as opposed to the prior one-year) mandatory post-vesting holding period on shares issued in settlement of our PSU awards to our Executive Chairman and CEO. Our CFO is subject to a one-year post-vesting holding period. |

  85. 2025 Compensation Actions

    | What We Heard | What We Did | | Emphasize performance-based compensation, including in particular long-term incentives. | Nearly 90% of our 2025 Executive Chairman and CEO target compensation was performance-based, of which approximately 55% was structured as LTI. Our 2025 LTI program was comprised of PSU awards (100% for our Executive Chairman and CEO), with a mandatory post-vesting holding period feature. | | Increase the number of performance measures to the LTI program and include a relative measure. | Vesting of our 2025 PSU awards is based on the achievement of a rigorous mix of both absolute and relative performance goals – three-year cumulative adjusted pre-tax income (85% weighting) and three-year cumulative revenue (15% weighting) – with a relative total stockholder return (TSR) modifier. The TSR modifier is based on our three-year cumulative TSR relative to the average TSR of all companies in our peer group. We believe the addition of this modifier further aligns the PSU awards with experience by adjusting payouts based on performance relative to peers over the full performance period. The TSR modifier has the potential to decrease by 10% or increase up to 20% the ultimate payout of the PSU awards. | | Align the interest of directors and executive officers with those of stockholders. | We adopted stock ownership and retention guidelines to ensure that the interests of our directors and executives would be closely aligned with those of our stockholders and in 2025 increased the guideline of our Executive Chairman and CEO from 6x to 10x base salary. We also maintain an anti-hedging/pledging policy. | | Increase transparency and disclosure including on executive compensation. | Each year, we have increased and improved our executive compensation disclosure with an eye toward transparency and readability. This year, we enhanced, among other items, the disclosure of the non-GAAP financial metrics used in our executive compensation program to include GAAP reconciliations. |

  86. 2025 Compensation Actions

    | What We Do | | What We Don’t Do | | | ✓ | Structure our executive officer compensation so it is competitive and a significant portion of pay is at risk | | No guaranteed salary increases | | ✓ | Emphasize long-term performance | | No uncapped bonus opportunities | | ✓ | Use a mix of both absolute and relative performance measures | | No excessive perquisites | | ✓ | Require minimum vesting periods on equity awards | | No current payment of dividends on unvested awards | | ✓ | Require a double-trigger for equity acceleration upon a change of control | | No excise or other tax gross-ups |

  87. 2025 Compensation Actions

    | | What We Do | | What We Don’t Do | | ✓ | Have robust stock ownership guidelines and stock retention requirements for executive officers | | No short sales or derivative transactions in Century stock, including hedges | | ✓ | Require post-vesting holding periods | | No pledging of Century securities | | ✓ | Hold an annual say-on-pay vote | | No repricing of stock options |

  88. 2025 Compensation Actions

    | Element | Key Characteristics | Purpose | Key 2025 Changes | | Long-Term Incentives (LTI) (Variable, Performance Share Unit or Restricted Stock Unit Awards) | A variable, long-term element of compensation that is provided either solely in PSU awards or a mix of PSU awards and time-vested RSU awards. The PSU awards vest and are paid out in shares of our common stock on a one-for-one basis upon the achievement of pre-established performance goals. RSU awards, if granted, vest in three equal annual installments. Net shares issued in settlement of the such awards are subject to mandatory holding periods. | Aligns the interests of our executives with our stockholders; encourages our executives to focus on long-term company financial performance measures that are deemed strategically and operationally important to our Company; promotes retention of our executives; and encourages significant ownership of our common stock. | The 2025 annual LTI program was comprised of PSU awards (100% for our Executive Chairman and CEO), with a mandatory post-vesting holding period of three years (up from one year) for our Executive Chairman and CEO and one year for our CFO. In establishing the LTI program, the Compensation Committee evaluated the rigor and degree of difficulty of the performance goals. Vesting is based on the achievement of a balanced mix of both absolute and relative performance goals – three-year cumulative adjusted pre-tax income (85% weighting) and three-year cumulative revenue (15% weighting) – subject to a relative TSR modifier, rather than a single absolute performance metric as in prior years. Our CFO also received an additional discretionary time-based RSU award in February 2026 not as part of the annual LTI program. After extensive discussion and in consultation with WealthPoint, the Compensation Committee determined that its exercise of this discretion in the form of a time vesting equity award was appropriate for retention purposes in light of a competitive market for talent in the homebuilding industry given the value of the CFO to the Company. | | Perquisites | Includes an automobile and cell phone allowance, term life insurance, and aircraft time sharing arrangements for our Executive Chairman and CEO. | Assists in allowing our executives to more efficiently utilize their time and support them in effectively contributing to our Company success. | The monthly automobile and cellular telephone allowances and reimbursements for term life insurance premiums were reduced by 20% in 2025 for each of the Executive Chairman and CEO. | | Retirement Benefits | Includes a qualified defined contribution retirement plan with a discretionary Company match. | Provides an opportunity for employees to save and prepare financially for retirement. | No changes. |

  89. Short-Term Incentive – 2025 Annual Cash Bonus

    Short-Term Incentive – 2025 Annual Cash Bonus Purpose: Our short-term incentive, or annual cash bonus program, is designed to reward the achievement of specific annual financial and operational objectives. Annual cash bonuses are designed to incentivize our NEOs at a variable level of compensation based on Century’s performance. Competitive Positioning: For 2025, we targeted short-term incentives for our Executive Chairman and CEO at a point resulting in total direct compensation that ranges from below the market median for actual performance below target to the top quartile of the market for actual performance above target. 2025 STI Awards: Consistent with our typical practice, the 2025 STI opportunities for our NEOs were established, and the STI target opportunities were reduced by 30% for our Executive Chairman and reduced by 15% for our CEO, as compared to 2024 levels, with corresponding decreases for the other payout levels. For 2025, our CFO participated in the performance based STI plan, along with our Executive Chairman and CEO, but also had three individual performance goals as well, with a weighting of 10% each.

  90. Short-Term Incentive – 2025 Annual Cash Bonus

    | Named Executive Officer | 2024 Target Payout ($) | 2025 Target Payout ($) | Change (%) | | Dale Francescon | 3,500,000 | 2,450,000 | (30)% | | Robert J. Francescon | 3,500,000 | 2,975,000 | (15)% | | J. Scott Dixon | N/A | 1,000,000 | N/A |

  91. Short-Term Incentive – 2025 Annual Cash Bonus

    For 2025, the threshold and maximum STI opportunities for our NEOs were as follows:

  92. Short-Term Incentive – 2025 Annual Cash Bonus

    | Named Executive Officer | Threshold | Target ($) | Maximum | | Dale Francescon | 50% of target | 2,450,000 | 200% of target | | Robert J. Francescon | 50% of target | 2,975,000 | 200% of target | | J. Scott Dixon | 50% of target | 1,000,000 | 150% of target |

  93. Short-Term Incentive – 2025 Annual Cash Bonus

    The performance metrics that applied for the 2025 STI plan for our Executive Chairman and CEO were as follows, which represent no change from last year. The 2025 STI performance metrics and weightings emphasized profitability and specifically adjusted EBITDA over revenue and closings.

  94. Short-Term Incentive – 2025 Annual Cash Bonus

    | 2025 Performance Metrics for Executive Chairman and CEO | | 60% EBITDA, as adjusted | | 20% revenue | | 20% closings |

  95. Short-Term Incentive – 2025 Annual Cash Bonus

    The performance metrics that applied for the 2025 STI plan for our CFO were as follows:

  96. Short-Term Incentive – 2025 Annual Cash Bonus

    | 2025 Performance Metrics for CFO | | 42% EBITDA, as adjusted | | 14% revenue | | 14% closings | | 30% three individual goals, each with 10% weighting |

  97. Short-Term Incentive – 2025 Annual Cash Bonus

    In considering the performance metrics that should apply in calculating STI awards for the Executive Chairman and CEO for 2025, the Compensation Committee determined that the performance metrics should be based on overall Company performance as opposed to individual performance. Similar to 2024, the Compensation Committee again determined that the most important measure of Company success continued to be EBITDA, as adjusted, revenue, and number of closings, but emphasized profitability and specifically adjusted EBITDA over revenue and closings, resulting in adjusted EBITDA having a higher weighting than revenue and closings. In considering the performance metrics that should apply in calculating STI awards for the CFO for 2025, the Compensation Committee determined that the performance metrics should be based on overall Company performance, as well as his individual performance. The Compensation Committee determined the 2025 goals based on the Company’s 2025 annual business plan. In determining the 2025 goals for each STI performance metric, the Compensation Committee set the target performance goal at the same level as our 2025 annual business plan and set threshold and maximum performance goals at 10% below target and 10% above target, respectively. By setting the performance goals consistent with the annual business plan, the Compensation Committee believes executives are appropriately challenged and aligned with the Company’s goals. In establishing the 2025 annual business plan, the Board of Directors considered a variety of factors, including the Company’s results for 2024, the then current homebuilding environment, and the expected difference between the two years. The 2025 target goals for each of the three performance metrics were set above actual 2024 levels for each of the performance metrics, except for EBITDA, as adjusted, given significant overperformance with respect to that measure in 2024 and a then increase in economic uncertainty, interest rate volatility, and a decline in consumer confidence, which were expected to adversely affect earnings. As in past years, if the threshold level for a performance metric was not achieved, then no payout would be made with respect to that metric. The 2025 performance goals were never reset, changed or altered during or subsequent to the end of the year. The 2025 performance metrics, and the performance goals attached to each, as well as actual performance, are reflected in the following table. Actual performance was between threshold and target for each of revenue and closings and slightly above target for EBITDA, as adjusted.

  98. Short-Term Incentive – 2025 Annual Cash Bonus

    | Performance Metric | Threshold | Target | Maximum | Actual | | EBITDA, as adjusted(1) | $333 million | $370 million | $407 million | $372.4 million (Slightly above target) | | Revenue | $3.97 billion | $4.42 billion | $4.86 billion | $4.14 billion (Between threshold and target) | | Closings | 10,125 | 11,250 | 12,375 | 10,792 (Between threshold and target) |

  99. Short-Term Incentive – 2025 Annual Cash Bonus

    | (1) This is a non-GAAP financial measure. The calculation of EBITDA, as adjusted, as used for purposes of our STI program is calculated differently than adjusted EBITDA as reported in our earnings releases and related periodic reports. A reconciliation of EBITDA, as adjusted, as used for purposes of our STI program, to EBITDA, as adjusted, as used for financial reporting purposes and net income can be found in Appendix A to this proxy statement. |

  100. Short-Term Incentive – 2025 Annual Cash Bonus

    The three individual performance goals that applied to the STI cash payout for our CFO and were apportioned a 10% weighting each related to financial services management, operational achievement and leadership development. The Compensation Committee determined that these three individual goals were achieved at the maximum level. The table below shows the various levels of payout and the actual level of payout for STI cash awards for each of our NEOs for 2025 performance.

  101. Short-Term Incentive – 2025 Annual Cash Bonus

    | Named Executive Officer | Threshold Payout ($) | Target Payout ($) | Maximum Payout ($) | Actual Payout ($) | | Dale Francescon | 1,225,000 | 2,450,000 | 4,900,000 | 2,293,131 | | Robert J. Francescon | 1,487,500 | 2,975,000 | 5,950,000 | 2,784,003 | | J. Scott Dixon | 500,000 | 1,000,000 | 1,500,000 | 1,091,708 |

  102. Short-Term Incentive – 2025 Annual Cash Bonus

    Since two of the three corporate performance goals were achieved at levels below target, actual payouts were less than target for our Executive Chairman and CEO and were slightly above target for our CFO given maximum achievement of all three of his individual goals.

  103. Long-Term Incentives – Overview and 2025 Awards

    Long-Term Incentives – Overview and 2025 Awards Purpose: The Company’s long-term incentive program is designed to emphasize sustained, multi-year performance outcomes, limit the potential for short-term windfalls, and align realized compensation with long-term stockholder value creation through the use of pre-established, objective performance goals and meaningful caps on payout opportunities. Competitive Positioning: Our strategy has been to target long-term incentives at a point slightly higher than the median of actual peer grants. The Compensation Committee believes that amounts greater than market median are warranted given that the Company’s long-term incentive grants during the past few years have been performance vested only, while most peers utilize significant amounts of time vested equity. Long-term incentive amounts greater than target can be earned for actual performance above target and amounts less than target can be earned for performance below target. The Compensation Committee does not set performance goals with the expectation of maximum payouts, and LTI outcomes may vary significantly based on Company performance and market conditions. Timing. Our annual LTI grant for our executive officers typically occurs after Board approval of our annual business plan. We have no practice or policy of coordinating or timing the release of company information around our grant dates. Historical Time-Based RSU Awards and Recent Discretionary RSU Award Granted to CFO. Consistent with his prior equity grants, our CFO received a time-vested RSU award in February 2025 to reward him for 2024 performance. The February 2025 RSU award for our CFO was a legacy award for 2024 performance. While we typically do not grant equity compensation to our NEOs outside of our annual LTI award cycle, we granted a discretionary time-based RSU award to our CFO in February 2026. This award was a discretionary award and not part of the annual LTI program. After extensive discussion and in consultation with WealthPoint, the Compensation Committee determined that its exercise of this discretion in the form of a time vesting equity award was appropriate for retention purposes in light of a competitive market for talent in the homebuilding industry given the value of the CFO to the Company. Both of these RSU awards vest in equal annual installments over three years and are subject to a one-year mandatory post-vesting holding period. While each of these RSU awards was initially valued at $500,000, the actual grant date fair value is less due to the illiquidity discount associated with the post-vesting holding period. 2025 LTI Awards and Plan Mechanics: Our annual LTI program for 2025 consisted of PSU awards (100% for our Executive Chairman and CEO), which we use to increase the percentage of performance-based compensation provided to our NEOs and align their compensation with the interests of our stockholders. The PSU awards were granted under the Century Communities, Inc. 2022 Omnibus Incentive Plan and represent the right to receive Century common stock upon vesting. Other than the RSU awards granted to our CFO, no other equity awards were granted to our NEOs during or for 2025 performance. For 2025, we changed the terms of our PSU awards from a single, absolute performance goal of three-year cumulative adjusted pre-tax income to a mix of both absolute and relative performance goals, consisting of three-year cumulative adjusted pre-tax income and three-year cumulative revenue, with a relative total stockholder return modifier. The three-year cumulative adjusted pre-tax income goal is weighted at 85% and the three-year cumulative revenue goal is weighted at 15%. The TSR modifier is based on our three-year cumulative TSR relative to the average TSR of all companies in our peer group. The TSR modifier has the potential to decrease by 10% or increase up to 20% the ultimate payout of the PSU awards. In addition, for these 2025 PSU awards, we imposed a three-year (as opposed to the prior one-year) mandatory post-vesting holding period on shares issued in settlement of our PSU awards to our Executive Chairman and CEO, with a mandatory one-year post-vesting holding period on the PSU awards granted to our CFO. For 2025, the LTI target opportunities for our Executive Chairman and CEO were reduced by 16% for our Executive Chairman (a reduction of 20% based on anticipated grant date fair value amounts) and 5% for our CEO (a reduction of 10% based on anticipated grant date fair value amounts), as compared to 2024 levels, with corresponding decreases for the other payout levels. The higher percentage decreases of 20% and 10% for our Executive Chairman and CEO, respectively, are based on then-anticipated grant date fair value amounts due to the illiquidity discount associated with the three-year mandatory post-vesting holding period.

  104. Long-Term Incentives – Overview and 2025 Awards

    | Named Executive Officer | 2024 Target Payout ($) | 2025 Target Payout ($) | Change (%) | | Dale Francescon | 5,000,000 | 4,200,000 | (16)%/(20)% | | Robert J. Francescon | 5,000,000 | 4,750,000 | (5)%/(10)% | | J. Scott Dixon | N/A | 1,000,000 | N/A |

  105. Long-Term Incentives – Overview and 2025 Awards

    The table below summarizes the 2025-2027 PSU awards granted to our NEOs. While each of these PSU awards was initially valued at a certain dollar amount, the actual grant date fair values were less due to the illiquidity discount associated with the post-vesting holding period and the market condition impact of the TSR modifier.

  106. Long-Term Incentives – Overview and 2025 Awards

    | | Performance-Based (100%) | | | | | Named Executive Officer | Threshold (50%) | Target (100%) | Above Target (200%/150%) | Maximum (250%/200%) | | Dale Francescon | 30,734 shares | 61,467 shares ($4,200,000/ $4,086,941 fair value) | 122,933 shares | 153,667 shares (138,300-184,400 shares after TSR modifier) | | Robert J. Francescon | 34,758 shares | 69,516 shares ($4,750,000/ $4,622,119 fair value) | 139,032 shares | 173,789 shares (156,410-208,547 shares after TSR modifier) | | J. Scott Dixon | 7,318 shares | 14,635 shares ($1,000,000/ $1,012,596 fair value) | 21,953 shares | 29,270 shares (26,343-35,124 shares after TSR modifier) |

  107. Long-Term Incentives – Overview and 2025 Awards

    2025-2027 LTI Award Performance Goals: As mentioned above, the 2025-2027 PSU awards will vest and be paid out, if at all, upon the achievement of three-year cumulative adjusted pre-tax income (85% weighting) and three-year cumulative revenue (15% weighting) goals, with a relative total stockholder return modifier that has the potential to decrease by 10% or increase up to 20% the ultimate payout of the PSU awards. Previously, the PSU awards were based on the achievement of a single, absolute goal, being three-year cumulative adjusted pre-tax income. The TSR modifier is based on our three-year cumulative TSR relative to the average TSR of all companies in our peer group. Adjusted pre-tax income is a non-GAAP financial measure and for a particular year is calculated by excluding NEO bonus expense and typically nonrecurring and unbudgeted expenses and charges, such as loss from debt extinguishment, impairments, abandonment of land contracts, and discontinued operations, from net income before income taxes, each as applicable during such particular year. Appendix A to this proxy statement contains a reconciliation of our historical adjusted pre-tax income to net income before income taxes. In determining the three-year cumulative adjusted pre-tax income and three-year cumulative revenue goals for the 2025-2027 PSU awards, the Compensation Committee set each of the target performance goals for 2025 at the same level as our 2025 annual business plan, adjusted to add back budgeted NEO bonus expense, and then increased that goal by a certain percentage for 2026 and by an additional percentage for 2027. The target revenue goal for 2025 represented a year-over-year increase compared to actual revenue for 2024. The target adjusted pre-tax income goal for 2025 represented a year-over-year decrease compared to actual adjusted pre-tax income for 2024 due to the significant overperformance of that metric during 2024 and the anticipated headwinds facing the housing market in 2025, including an increase in economic uncertainty, interest rate volatility, and a decline in consumer confidence. The Compensation Committee then set the threshold three-year cumulative adjusted pre-tax income and revenue goals at 10% below target, the above target goal at 10% above target and the maximum goal at 15% above target. By setting the target 2025 performance goal based on the annual business plan, the Compensation Committee believes the goals were rigorous and executives are appropriately challenged and aligned with the Company’s goals. As in past years, if the threshold goals are not achieved, then no payout would be made with respect to that performance measure for the 2025-2027 PSU awards. The specific threshold, target, above target, and maximum three-year cumulative adjusted pre-tax income and revenue goals for the 2025-2027 LTI awards that were established by the Compensation Committee at the time of grant are maintained by us as proprietary and confidential. The Compensation Committee does not publicly disclose specific forward-looking long-term incentive performance targets because such disclosure could result in competitive harm by revealing commercially sensitive information regarding the Company’s business strategies, operational plans, and financial expectations. Notwithstanding the absence of disclosed targets, the Committee believes the performance goals were appropriately rigorous and established to require sustained performance above prior-year results and internal operating plans, as described above.

  108. Long-Term Incentives – 2023-2025 LTI Payouts

    Long-Term Incentives – 2023-2025 LTI Payouts 2023-2025 LTI Award Opportunity: For the 2023-2025 LTI awards, which were paid out in February 2026, the Compensation Committee determined a target LTI value for each executive at that time based on a percentage of base salary and then delivered 100% of this value in PSU awards, assuming target performance. Mr. Dixon was not an executive officer in 2023 so he did not receive a 2023-2025 LTI award.

  109. Long-Term Incentives – 2023-2025 LTI Payouts

    | | Performance-Based (100%) | | | | | Named Executive Officer | Threshold (50%) | Target (100%) | Above Target (200%) | Maximum (250%) | | Dale Francescon | 38,011 shares | 76,023 shares ($5,000,000) | 152,045 shares | 190,056 shares | | Robert J. Francescon | 38,011 shares | 76,023 shares ($5,000,000) | 152,045 shares | 190,056 shares |

  110. Long-Term Incentives – 2023-2025 LTI Payouts

    2023-2025 LTI Award Performance Goals: Performance goals for the 2023 to 2025 performance period, were established and the PSU awards were granted taking into consideration the national housing market and the U.S. macroeconomic environment at that time and our then current and anticipated financial and operational performance. Recall that the new home market at that time was plagued with continued headwinds from municipal and utility delays, supply chain disruptions, labor shortages, elongated construction cycle times, and rising input costs, which when coupled with an accelerating interest rate environment, ultimately resulted in an industry wide slowdown. As a result, given uncertainty and challenging market conditions, the target three-year cumulative adjusted pre-tax income goal was based on a target adjusted pre-tax income goal for 2023, which was at a level consistent with our 2023 annual business plan, increased to add back budgeted NEO bonus expense, and then increased that goal by 5% for 2024 and by an additional 7.5% for 2025. The target adjusted pre-tax income goal for 2023 represented a year-over-year decrease compared to actual adjusted pre-tax income for 2022 due to the significant overperformance of that metric during 2022 and the anticipated headwinds facing Century and the overall homebuilding industry in 2023. The Compensation Committee then set the threshold three-year cumulative adjusted pre-tax income and revenue goals at 10% below target, the above target goal at 10% above target and the maximum goal at 15% above target. By setting the target 2023 performance goal consistent with the annual business plan, the Compensation Committee believes executives were appropriately challenged and aligned with the Company’s goals. As in past years, if the threshold goals were not achieved, then no payout would be made with respect to that performance measure for the 2023-2025 PSU awards. The table below outlines the threshold, target, above target, and maximum three-year cumulative adjusted pre-tax income goals for the 2023-2025 PSU awards, along with actual performance. The 2023-2025 LTI award performance goals were never reset, changed or altered during or subsequent to the end of the three-year performance period.

  111. Long-Term Incentives – 2023-2025 LTI Payouts

    | Metric | Threshold | Target | Above Target | Maximum | Actual (Maximum) | | Three-year cumulative adjusted pre-tax income(1) | $606.6 mil. | $674.0 mil. | $741.4 mil. | $775.1 mil. | $1,132 mil. |

  112. Long-Term Incentives – 2023-2025 LTI Payouts

    | (1) This is a non-GAAP financial measure and is calculated differently than adjusted pre-tax income as reported in our earnings releases and related periodic reports. A reconciliation of adjusted pre-tax income, as used for purposes of our LTI program, to net income before income taxes can be found in Appendix A to this proxy statement. |

  113. Long-Term Incentives – 2023-2025 LTI Payouts

    2023-2025 LTI Award Payouts: For the 2023 to 2025 performance period, we achieved three-year cumulative adjusted pre-tax income of $1,132 million, exceeding the maximum level of performance. Performance during the first two years of the performance period significantly exceeded internal operating plans and historical results. Based on this result, the 2023 to 2025 PSU award payout was at the maximum performance level. Accordingly, Messrs. Dale and Robert Francescon each received 190,056 shares under the 2023-2025 LTI program, which shares were approved for payout upon the Compensation Committee’s certification of performance against the pre-established goals at its meeting on February 4, 2026. In addition, each of Messrs. Dale and Robert Francescon received an additional 7,717 shares upon the settlement of dividend equivalent rights associated with these PSU awards. The net shares received are subject to a one-year mandatory holding period. Mr. Dixon did not receive a 2023-2025 LTI award or payout. A summary of the PSU awards paid out for the 2023 to 2025 performance period, and the value realized on vesting for those awards, can be found in the Option Exercises and Stock Vested During 2025 table on page 71 in the “Number of Shares Acquired on Vesting” and “Value Realized on Vesting” columns, respectively.

  114. Long-Term Incentives – Ongoing 2024-2026 LTI Program

    Long-Term Incentives – Ongoing 2024-2026 LTI Program The 2024-2026 PSU awards granted in March 2024 will vest and be paid out, if at all, upon the achievement of a cumulative adjusted pre-tax income goal over three years ending on December 31, 2026. In determining the three-year cumulative adjusted pre-tax income goals, the Compensation Committee set the target performance goal for 2024 consistent with our 2024 annual business plan, increased to add back budgeted NEO bonus expense, which represented a year-over-year increase compared to actual adjusted pre-tax income for 2023, and increased that goal by a certain percentage for 2025 and by an additional percentage for 2026. The Compensation Committee then set the threshold three-year cumulative adjusted pre-tax income goal at 10% below target, the above target goal at 10% above target and the maximum goal at 15% above target. By setting the target 2024 performance goal consistent with the annual business plan, the Compensation Committee believes executives are appropriately challenged and aligned with the Company’s goals. As in past years, if the threshold three-year cumulative adjusted pre-tax income goal is not achieved, then no payout would be made with respect to the 2024-2026 PSU awards. The specific threshold, target, above target, and maximum three-year cumulative adjusted pre-tax income goals for the 2024-2026 LTI awards that were established by the Compensation Committee at the time of grant are maintained by us as proprietary and confidential. The Compensation Committee believes that disclosure of these specific performance goals would represent competitive harm to us as such goals are not publicly disclosed and are competitively sensitive. As of the end of 2025, the 2024-2026 PSU awards were tracking towards achievement at below threshold level of performance. The 2024-2026 LTI award performance goals have never been reset, changed or altered.

  115. EMPLOYMENT AGREEMENTS, SEVERANCE AND CHANGE IN CONTROL ARRANGEMENTS, AND POST-TERMINATION RESTRICTIONS

    EMPLOYMENT AGREEMENTS, SEVERANCE AND CHANGE IN CONTROL ARRANGEMENTS, AND POST-TERMINATION RESTRICTIONS The compensation paid to our Executive Chairman and CEO is governed, in part, by employment agreements, which are described under “Executive Compensation—Employment and Other Agreements.” The purpose of these agreements is to define the essential terms of their employment relationships in a manner that will protect our business and other interests and the interests of the executive, including in the event his employment is terminated upon certain events. The severance provisions are intended to induce these executives to continue employment with us and to retain them and provide consideration to them for certain restrictive covenants that apply following a termination of employment. Additionally, these agreements provide us valuable protection by subjecting these executives to restrictive covenants that prohibit the disclosure of confidential information during and following their employment and limit their ability to engage in competition with us or otherwise interfere with our business relationships following a termination. Any severance is conditioned upon our receipt of a release of claims. To encourage continuity, stability, and retention when considering the potential disruptive impact of an actual or potential corporate transaction, we have established change in control arrangements, including provisions in our employment agreements with Messrs. Dale and Robert Francescon. These provisions provide Messrs. Dale and Robert Francescon certain payments and benefits in the event of a termination of their employment in connection with a change in control. These additional payments and benefits will not be triggered just by a change in control, but require a termination event not within the control of the executive, and thus are known as “double trigger” change in control arrangements. These “double trigger” change in control protections are intended to induce executives to accept or continue employment with our Company, provide consideration to executives for certain restrictive covenants that apply following termination of employment, and provide continuity of management in connection with a threatened or actual change in control transaction. If the employment of Messrs. Dale or Robert Francescon is terminated by Century without cause or by him for good reason within 24 months following or within six months preceding a change in control, the executive will be entitled to receive a severance payment and certain benefits. The receipt of any severance is conditioned upon the executive’s execution of a release of claims. Our equity compensation plans also contain “double trigger” change in control provisions. We believe these change in control arrangements are an important part of our executive compensation program in part because they mitigate some of the risk for executives working in a smaller public company where there is a meaningful likelihood that the company may be acquired. Change in control benefits are intended to attract and retain qualified executives who, absent these arrangements and in anticipation of a possible change in control of our Company, might consider seeking employment alternatives to be less risky than remaining with our Company through the transaction. We believe that relative to our Company’s overall value, our potential change in control benefits are relatively small and are aligned with current peer company practices.

  116. CLAWBACK POLICY

    CLAWBACK POLICY We maintain a mandatory clawback policy which provides for a mandatory clawback of incentive compensation paid to current and former executives under certain circumstances in the event a financial metric used to determine the vesting or payment of incentive compensation to an executive was calculated incorrectly and resulted in a financial restatement. The clawback policy applies to both cash incentive and vested and unvested equity awards and complies with applicable SEC and NYSE rules.

  117. COMPETITIVE CONSIDERATIONS AND USE OF MARKET DATA

    COMPETITIVE CONSIDERATIONS AND USE OF MARKET DATA We strive to compensate our executive officers competitively relative to industry peers. To ensure reasonableness and competitiveness of our executive compensation packages relative to the industry, the Compensation Committee annually evaluates our peer group with the aid of our independent external compensation consultant and with input from management. Data from our peer group, therefore, is considered in the compensation benchmarking process as one input in helping to determine appropriate pay levels. The following 14 companies were selected by the Compensation Committee, upon recommendation of its compensation consultant, WealthPoint, in July 2024 as members of our peer group for purposes of analyzing the market competitiveness of our 2025 executive compensation program:

  118. COMPETITIVE CONSIDERATIONS AND USE OF MARKET DATA

    | Beazer Homes USA, Inc. | KB Home | Champion Homes, Inc. | | Cavco Industries Inc. | LGI Homes, Inc. | Taylor Morrison Home Corporation | | Dream Finders Homes, Inc. | M/I Homes, Inc. | Toll Brothers, Inc. | | Green Brick Partners, Inc. | Meritage Homes Corporation | Tri Pointe Homes, Inc. | | Hovnanian Enterprises, Inc. | NVR, Inc. | |

  119. COMPETITIVE CONSIDERATIONS AND USE OF MARKET DATA

    In approving this peer group, the only changes made from the prior year’s peer group was the deletion of M.D.C. Holdings, Inc., which had been acquired, and PulteGroup, Inc., whose revenue had exceeded within a reasonable range of Century’s. All peer group companies are public companies in the homebuilding or manufactured housing industries and have annual revenues and a price to earnings ratio generally within a range of our annual revenues and price to earnings ratio. We potentially compete with these peers for employees, land, customers and trade partners in various markets. Even though some of the peers may be larger than we are nationally, we are larger than some or all of these peer companies in certain markets. As of July 2024, when the peer group was recommended by WealthPoint, we ranked at the 46th percentile of our peer group for revenue. Finally, in constructing this peer group, the Compensation Committee also considered whether to include companies that proxy advisory firms consider a peer of ours in their latest voting recommendations reports and decided not to include such companies since some of such companies are not in the homebuilding industry and the Compensation Committee views Century’s self-constructed peer group primarily as a tool for helping to ensure that Century’s executive compensation is fair and remains rigorous.

  120. SUMMARY COMPENSATION TABLE

    SUMMARY COMPENSATION TABLE The table set forth below summarizes the compensation information for each of the individuals who served as a “principal executive officer” or “principal financial officer” during 2025. Our Executive Chairman, CEO and CFO are our only executive officers.

  121. SUMMARY COMPENSATION TABLE

    | Name and Principal Position | Year | Salary ($) | Bonus(1) ($) | Stock Awards(2) ($) | Non-Equity Incentive Plan Compensation(3) ($) | All Other Compensation(4) ($) | Total ($) | | Dale Francescon | 2025 | 911,539 | 0 | 4,086,941 | 2,293,131 | 65,765 | 7,357,376 | | Executive Chairman | 2024 | 1,000,000 | 0 | 4,635,798 | 6,170,519 | 97,851 | 11,904,168 | | | 2023 | 1,000,000 | 0 | 4,565,181 | 7,000,000 | 75,000 | 12,640,181 | | Robert J. Francescon | 2025 | 1,000,000 | 0 | 4,622,119 | 2,784,003 | 104,651 | 8,510,773 | | Chief Executive Officer | 2024 | 1,000,000 | 0 | 4,635,798 | 6,170,519 | 91,917 | 11,898,234 | | and President | 2023 | 1,000,000 | 0 | 4,565,181 | 7,000,000 | 78,501 | 12,643,682 | | J. Scott Dixon(5) | 2025 | 650,000 | 0 | 1,476,226 | 1,091,708 | 11,077 | 3,229,011 | | Chief Financial Officer | 2024 | 552,778 | 1,250,000 | 963,612 | 0 | 11,811 | 2,778,201 |

  122. SUMMARY COMPENSATION TABLE

    | (1) Our annual cash bonuses which are typically based on performance and measured against pre-established performance goals are reported in the “Non-Equity Incentive Plan Compensation” column. The 2024 bonus for Mr. Dixon consists of his 2024 annual bonus which was not measured against pre-established performance goals and was intended to compensate him for his prior role as interim CFO and his promotion to CFO. |

  123. SUMMARY COMPENSATION TABLE

    | (2) Amounts reported for 2025 represent the grant date fair value of PSU and RSU awards, computed in accordance with Financial Accounting Standards Board (FASB) Accounting Standards Codification (ASC) Topic 718, taking into consideration an illiquidity discount due to mandatory holding periods on the shares of common stock issued in settlement of the awards and, in the case of the 2025 PSU awards, the market condition impact of the TSR modifier. These are not amounts paid to or realized by the NEOs. We caution that the amounts reported in the table for stock awards and, therefore, total compensation may not represent the amounts that each NEO will actually realize from the awards. Whether, and to what extent, an NEO realizes value will depend on a number of factors, including Company performance and stock price. The grant date fair value of the PSU awards assumes target levels of performance. The grant date fair value of the 2025 PSU awards assuming maximum levels of performances are as follows: Mr. Dale Francescon ($10,220,392); and Mr. Robert Francescon ($11,558,706). See “Compensation Discussion and Analysis—Named Executive Officer Compensation—Long-Term Incentives” for a description of our long-term incentive awards and payouts for 2025. |

  124. SUMMARY COMPENSATION TABLE

    | (3) Amounts reported represent payouts under our short-term incentive plan and for each year reflect amounts earned for that year but paid during the following year. See “Compensation Discussion and Analysis—Named Executive Officer Compensation—Short-Term Incentive—Annual Cash Bonus” for a description of our short-term incentive plan and payouts for 2025. |

  125. SUMMARY COMPENSATION TABLE

    | (4) Amounts reported for 2025 include: (a) Company match 401(k) contributions for all NEOs, consisting of $15,500 for each of Messrs. Dale Francescon and Robert Francescon; (b) auto and cell phone allowances for all NEOs; (c) term life insurance premium reimbursements for Messrs. Dale Francescon and Robert Francescon; and (d) incremental costs to Century of personal use of Company aircraft for Messrs. Dale Francescon and Robert Francescon, consisting of $41,151 for Robert Francescon. |

  126. SUMMARY COMPENSATION TABLE

    | (5) Mr. Dixon was appointed interim Chief Financial Officer effective March 22, 2024 and Chief Financial Officer, on a non-interim basis, effective July 22, 2024. Mr. Dixon was not a named executive officer in 2023; therefore, his information is only provided for 2024 and 2025. |

  127. GRANTS OF PLAN-BASED AWARDS DURING 2025

    GRANTS OF PLAN-BASED AWARDS DURING 2025 The table below provides plan-based awards grant information for each of our NEOs for the year ended December 31, 2025. Non-equity incentive plan awards were granted under our annual cash bonus plan, the material terms of which are described under “Compensation Discussion and Analysis—Named Executive Officer Compensation—Short-Term Incentive—2025 Annual Cash Bonus.” Equity incentive plan awards were granted under our stockholder-approved plan, the Century Communities, Inc. 2022 Omnibus Incentive Plan, and the material terms of these awards are described under “Compensation Discussion and Analysis—Named Executive Officer Compensation—Long-Term Incentives—Overview and 2025 Awards” and in the notes to the table below.

  128. GRANTS OF PLAN-BASED AWARDS DURING 2025

    | | | | Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) | | | Estimated Future Payouts Under Equity Incentive Plan Awards(2) | | | All Other Stock Awards: Number of Shares of Stock or Units(3) (#) | Grant Date Fair Value Stock and Option Awards(4) ($) | | Name | Grant Date | Approval Date | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | | | | Dale Francescon | | | | | | | | | | | | Cash award | N/A | N/A | 1,225,000 | 2,450,000 | 4,900,000 | | | | | | | PSU award | 03/12/25 | 03/12/25 | | | | 30,734 | 61,467 | 184,400 | N/A | 4,086,941 | | Robert J. Francescon | | | | | | | | | | | | Cash award | N/A | N/A | 1,487,500 | 2,975,000 | 5,950,000 | | | | | | | PSU award | 03/12/25 | 03/12/25 | | | | 34,758 | 69,516 | 208,547 | N/A | 4,622,119 |

  129. GRANTS OF PLAN-BASED AWARDS DURING 2025

    | | | | Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) | | | Estimated Future Payouts Under Equity Incentive Plan Awards(2) | | | All Other Stock Awards: Number of Shares of Stock or Units(3) (#) | Grant Date Fair Value Stock and Option Awards(4) ($) | | Name | Grant Date | Approval Date | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | | | | J. Scott Dixon | | | | | | | | | | | | Cash award | N/A | N/A | 500,000 | 1,000,000 | 1,500,000 | | | | | | | PSU award | 03/12/25 | 03/12/25 | | | | 7,318 | 14,635 | 35,124 | N/A | 1,012,596 | | RSU award | 02/05/25 | 02/05/25 | | | | | | | 6,508 | 463,630 |

  130. GRANTS OF PLAN-BASED AWARDS DURING 2025

    | (1) Amounts reported represent potential future payouts under our short-term incentive plan. Actual payouts under this plan are reflected in the “Non-Equity Incentive Plan Compensation” column of the Summary Compensation Table. |

  131. GRANTS OF PLAN-BASED AWARDS DURING 2025

    | (2) Amounts reported represent the range of PSU award payouts for the 2025 to 2027 performance period, with the maximum payout assuming the maximum 20% increase due to the TSR modifier. Without any TSR modifier increase, the maximum payout would result in the following share payouts: Dale Francescon (153,667); Robert J. Francescon (173,789) and J. Scott Dixon (29,270). In addition, the payout range includes an “above target” payout, which would result in the following share payouts: Dale Francescon (122,933); Robert J. Francescon (139,032) and J. Scott Dixon (21,953). All share amounts in this table exclude additional shares to be issued upon the settlement of dividend equivalent rights and any shares withheld to pay related required tax withholding obligations. The net shares issued upon vesting of the PSU awards are subject to a mandatory holding period of three years for each of Dale Francescon and Robert J. Francescon and one year for J. Scott Dixon. The PSU awards will vest earlier upon certain terminations of employment and upon a change in control if the awards are not continued, assumed, or substituted with equivalent awards by the successor entity. |

  132. GRANTS OF PLAN-BASED AWARDS DURING 2025

    | (3) Amounts reported represent an RSU award granted to J. Scott Dixon, which vests in three equal annual installments and will vest earlier upon certain terminations of employment and upon a change in control if the award is not continued, assumed, or substituted with equivalent awards by the successor entity. |

  133. GRANTS OF PLAN-BASED AWARDS DURING 2025

    | (4) Amounts reported represent the grant date fair value of the PSU and RSU awards, computed in accordance with FASB ASC Topic 718, assuming target levels of performance for the PSU awards, and taking into consideration an illiquidity discount given the mandatory holding periods on the shares to be issued upon settlement of the PSU and RSU awards and, in the case of the 2025 PSU awards, the market condition impact of the TSR modifier. |

  134. Pay Versus Performance Table

    Pay Versus Performance Table As required by Section 953(a) of the Dodd-Frank Act and Item 402(v) of SEC Regulation S-K, we are providing the following information about the relationship between “compensation actually paid” to our NEOs, within the meaning of such rules, and certain financial performance measures of our Company. The table below provides information regarding compensation actually paid to each of our Executive Chairman and CEO, our two co-principal executive officers (“PEOs”), and our other NEOs during each of the past five fiscal years, as well as total stockholder return, net income and adjusted pre-tax income information for each of the past five fiscal years. For further information regarding our pay for performance philosophy and how we align executive compensation with our performance, see “Compensation Discussion and Analysis.”

  135. Pay Versus Performance Table

    | | | | Average Summary Compensation | Average Compensation | Value of Initial Fixed $100 Investment Based On: | | | | | Year | Summary Compensation Table Total for PEO(1) ($) | Compensation Actually Paid to PEO(2)(3) ($) | Table Total for Non-PEO Named Executive Officers(4) ($) | Actually Paid to Non-PEO Named Executive Officers(5)(6) ($) | Total Shareholder Return(7) ($) | Peer Group Total Shareholder Return(8) ($) | Net Income(9) ($) | Adjusted Pre-Tax Income(10) ($) | | 2025 | 7,357,376 | 1,632,177 | 3,229,011 | 2,998,970 | 145 | 184 | 147.6 mil. | 263.2 mil. | | 2024 | 11,904,168 | 18,492,095 | 1,597,293 | 1,442,668 | 176 | 193 | 333.8 mil. | 492.0 mil. | | 2023 | 12,640,181 | 30,579,943 | 6,672,513 | 13,289,918 | 216 | 188 | 259.2 mil. | 376.8 mil. | | 2022 | 11,243,467 | 4,167,973 | 5,909,713 | 2,764,958 | 117 | 111 | 525.1 mil. | 724.4 mil. | | 2021 | 6,753,672 | 21,042,937 | 3,975,157 | 10,204,341 | 188 | 150 | 498.5 mil. | 665.7 mil. |

  136. Pay Versus Performance Table

    | (1) Amounts reported represent the Summary Compensation Table total for Dale Francescon, our Executive Chairman during the years presented, for each of the years presented. Because the Summary Compensation Table total for Robert J. Francescon, our CEO, for each of the years presented is either the same or substantially the same as the Summary Compensation Table total for Mr. Dale Francescon for each of the years presented and to ease the presentation of the information in the table, this information is not included in a separate column to this table. The Summary Compensation Table totals for Robert J. Francescon are $8,510,773, $11,898,234, $12,643,682, $11,243,467, and $6,752,940 for 2025, 2024, 2023, 2022, and 2021, respectively. See “Executive Compensation—Summary Compensation Table” in this proxy statement and in our 2023 proxy statement for more information. |

  137. Pay Versus Performance Table

    | (2) Amounts reported represent “compensation actually paid,” as computed in accordance with Item 402(v) of SEC Regulation S-K, to Dale Francescon, our current Executive Chairman, during the years presented, for each of the years presented. Because the “compensation actually paid,” as computed in accordance with Item 402(v) of SEC Regulation S-K, to Robert J. Francescon, our current CEO, is substantially the same as “compensation actually paid” to Mr. Dale Francescon for each of the years presented and to ease the presentation of the information in the table, this information is not included in a separate column to this table. The “compensation actually paid” to Robert J. Francescon is $2,863,302, $18,486,161, $30,583,444, $4,167,973, and $21,042,205 for 2025, 2024, 2023, 2022, and 2021, respectively. The dollar amounts in this column do not reflect the actual amount of compensation awarded to, earned by or paid to either Dale Francescon or Robert J. Francescon during the applicable year. |

  138. Pay Versus Performance Table

    | (3) Compensation actually paid to our PEOs for the year ended December 31, 2025 consists of the following amounts deducted from or added to their respective Summary Compensation Table totals for such year: |

  139. Pay Versus Performance Table

    | | D. Francescon ($) | R. Francescon ($) | | Summary Compensation Table Total for 2025 | 7,357,376 | 8,510,773 | | Deduct: Stock-based awards(a) | (4,086,941) | (4,622,119) | | Add: Year-end fair value of equity awards granted during the year that are outstanding and unvested(b) | 4,667,171 | 5,278,329 | | Add: Change in fair value of equity awards granted in prior years that are outstanding and unvested(c) | (4,526,260) | (4,526,260) | | Add: Change in fair value of equity awards granted in prior years that vested during the year(d) | (2,077,448) | (2,077,448) | | Add: Value of dividend equivalents accrued on equity awards during the year(e) | 298,279 | 300,027 | | Compensation Actually Paid for 2025 | 1,632,177 | 2,863,302 |

  140. Pay Versus Performance Table

    | (a) Represents the total of the amounts reported in the “Stock Awards” column in the Summary Compensation Table for the year ended December 31, 2025. No option awards were granted during the year ended December 31, 2025. |

  141. Pay Versus Performance Table

    | (b) Represents the year-end value of equity awards granted during the year ended December 31, 2025 that were outstanding and unvested as of December 31, 2025. |

  142. Pay Versus Performance Table

    | (c) Represents the amount of change as of December 31, 2025 (from the end of the prior fiscal year, December 31, 2024) in fair value of any equity awards granted in prior years that are outstanding and unvested as of December 31, 2025. |

  143. Pay Versus Performance Table

    | (d) Represents the amount of change as of the vesting date (from the end of the prior fiscal year, December 31, 2024) in fair value of any equity awards granted in prior years that vested during the year ended December 31, 2025, including the value of dividend equivalents. |

  144. Pay Versus Performance Table

    | (e) Represents the dollar value of any dividends or other earnings paid on equity awards during the year ended December 31, 2025 prior to the vesting date that are not otherwise reflected in the fair value of such award or included in any other component of total compensation for the year ended December 31, 2025. |

  145. Pay Versus Performance Table

    Since we do not have a pension plan, all of the foregoing adjustments are equity award adjustments for the year ended December 31, 2025 and include the addition (or subtraction, as applicable) of: (i) the year-end fair value of any equity awards granted in the year ended December 31, 2025 that are outstanding and unvested as of December 31, 2025, the end of such year; (ii) the amount of change as of December 31, 2025 (from the end of the prior fiscal year, December 31, 2024) in fair value of any equity awards granted in prior years that are outstanding and unvested as of December 31, 2025; (iii) for equity awards that are granted and vest in the same applicable year, the fair value as of the vesting date; (iv) for equity awards granted in prior years that vest in the year ended December 31, 2025, the amount equal to the change as of the vesting date (from the end of the prior fiscal year, December 31, 2024) in fair value; (v) for equity awards granted in prior years that are determined to fail to meet the applicable vesting conditions during the year ended December 31, 2025, a deduction for the amount equal to the fair value at the end of the prior fiscal year, December 31, 2024; and (vi) the dollar value of any dividends or other earnings paid on equity awards in the year ended December 31, 2025 prior to the vesting date that are not otherwise reflected in the fair value of such award or included in any other component of total compensation for such year. Adjustments as provided in clauses (iii) and (v) are inapplicable. The valuation assumptions used to calculate fair values did not materially differ from those used at the time of grant. The value of RSU awards is based on the fair value as of the end of the year ended December 31, 2025, or change in fair value during the year ended December 31, 2025, in each case based on the closing sale price of our common stock, as reported by the NYSE. The value of PSU awards is based on the fair value as of the end of the year ended December 31, 2025 or change in fair value during the year ended December 31, 2025, in each case based on the same methodology as used in our consolidated financial statements included in our annual report on Form 10-K for the year ended December 31, 2025. For detail on the amounts deducted from or added to the Summary Compensation Table total for each of our PEOs in determining compensation actually paid to each our PEOs for the years ended December 31, 2024, 2023, 2022 and 2021 see our 2025 and 2024 proxy statements.

  146. Pay Versus Performance Table

    | (4) The amounts in this column represent the average total compensation for our non-PEO NEOs for each of the years presented as disclosed in the Summary Compensation Table of this proxy statement and our 2023 proxy statement. Our only non-PEO NEO for 2025 was J. Scott Dixon. Our non-PEO NEOs for 2024 were J. Scott Dixon and David L. Messenger, our former Chief Financial Officer. Our only non-PEO NEO for each of 2023, 2022 and 2021 was David L. Messenger. J. Scott Dixon succeeded David L. Messenger, who stepped down on March 22, 2024, and because each of them only served for a portion of 2024, the average of their compensation appears significantly lower than the totals reported for prior years. |

  147. Pay Versus Performance Table

    | (5) The amounts in this column represent the average compensation actually paid to our non-PEO NEOs for each of the years presented. The dollar amounts in this column do not reflect the average of the actual amount of compensation awarded to, earned by or paid to our non-PEO NEOs during the applicable year. |

  148. Pay Versus Performance Table

    | (6) Average compensation actually paid to our non-PEO NEO for the year ended December 31, 2025 consists of the following amounts deducted from and added to his Summary Compensation Table total for such year: |

  149. Pay Versus Performance Table

    | | Non-PEO NEO ($) | | Non-PEO NEO Summary Compensation Table Total for 2025 | 3,229,011 | | Deduct: Stock-based awards(a) | (1,476,226) | | Add: Year-end fair value of equity awards granted during the year that are outstanding and unvested(b) | 1,366,715 | | Add: Change in fair value of equity awards granted in prior years that are outstanding and unvested(c) | (130,433) | | Add: Change in fair value of equity awards granted in prior years that vested during the year(d) | (23,131) | | Add: Value of dividend equivalents accrued on equity awards during the year(e) | 33,034 | | Non-PEO NEO Compensation Actually Paid for 2025 | 2,998,970 |

  150. Pay Versus Performance Table

    | (a) Represents the amount reported in the “Stock Awards” column in the Summary Compensation Table for the year ended December 31, 2025. No option awards were granted during the year ended December 31, 2025. |

  151. Pay Versus Performance Table

    | (b) Represents the year-end value of equity awards granted during the year ended December 31, 2025 that are outstanding and unvested as of the end of such year, December 31, 2025. |

  152. Pay Versus Performance Table

    | (c) Represents the amount of change as of the end of the year, December 31, 2025 (from the end of the prior fiscal year, December 31, 2024) in fair value of any equity awards granted in prior years that are outstanding and unvested as of the end of such year, December 31, 2025. |

  153. Pay Versus Performance Table

    | (d) Represents the amount of change as of the vesting date (from the end of the prior fiscal year, December 31, 2024) in fair value of any equity awards granted in prior years that vested during the year ended December 31, 2025 including the value of dividend equivalents. |

  154. Pay Versus Performance Table

    | (e) Represents the dollar value of any dividends or other earnings paid on equity awards in the year ended December 31, 2025 prior to the vesting date that are not otherwise reflected in the fair value of such award or included in any other component of total compensation for such year. |

  155. Pay Versus Performance Table

    Since we do not have a pension plan, all of the foregoing adjustments are equity award adjustments for the year ended December 31, 2025 and include the addition (or subtraction, as applicable) of the following: (i) the year-end fair value of any equity awards granted in the year ended December 31, 2025 that are outstanding and unvested as of the end of such year, December 31, 2025; (ii) the amount of change as of the end of the year ended December 31, 2025 (from the end of the prior fiscal year, December 31, 2024) in fair value of any equity awards granted in prior years that are outstanding and unvested as of the end of the year ended December 31, 2025; (iii) for equity awards that are granted and vest in the same year, the fair value as of the vesting date; (iv) for equity awards granted in prior years that vest in the year ended December 31, 2025, the amount equal to the change as of the vesting date (from the end of the prior fiscal year, December 31, 2024) in fair value; (v) for equity awards granted in prior years that are determined to fail to meet the applicable vesting conditions during the year ended December 31, 2025, a deduction for the amount equal to the fair value at the end of the prior fiscal year, December 31, 2024; and (vi) the dollar value of any dividends or other earnings paid on equity awards in the year ended December 31, 2025 prior to the vesting date that are not otherwise reflected in the fair value of such award or included in any other component of total compensation for such year. Adjustments as provided in clauses (iii) and (v) are inapplicable. The valuation assumptions used to calculate fair values did not materially differ from those used at the time of grant. The value of PSU awards is based on the fair value as of the end of the year ended December 31, 2025 or change in fair value during such year, in each case based on the same methodology as used in our consolidated financial statements included in our annual report on Form 10-K for the year ended December 31, 2025. The value of RSU awards is based on the fair value as of the end of the year ended December 31, 2025 or change in fair value during the year, in each case based on the closing sale price of our common stock, as reported by the NYSE. For detail on the average of amounts deducted from or added to the Summary Compensation Table total for our non-PEO NEOs in determining the average of compensation actually paid to our non-PEO NEOs for the years ended December 31, 2024, 2023, 2022 and 2021, see our proxy statements for each such year.

  156. Pay Versus Performance Table

    | (7) The total shareholder return is calculated by dividing the sum of the cumulative amount of dividends for the measurement period, assuming dividend reinvestment, and the difference between our stock price at the end and the beginning of the measurement period by our stock price at the beginning of the measurement period. |

  157. Pay Versus Performance Table

    | (8) The peer group total shareholder return is based on the Dow Jones U.S. Select Home Construction Index, which is the industry peer group we use for purposes of our stock performance graph in our annual report on Form 10-K for the year ended December 31, 2025. In each case, the peer group cumulative total shareholder return is calculated using the same methodology as described in note (7) above, with the returns of each component company of this group weighted according to the respective company’s stock market capitalization at the beginning of each period for which a return is indicated. |

  158. Pay Versus Performance Table

    | (9) Amounts reported represent the amount of net income reflected in our audited consolidated financial statements for the applicable year. |

  159. Pay Versus Performance Table

    | (10) Amounts reported represent the amount of adjusted pre-tax income, which is a non-GAAP financial measure that, for compensation purposes, is calculated by excluding executive bonus expense and other special expenses, such as acquisition-related expenses, purchase price adjustments, loss from debt extinguishment, impairments, abandonment of land contracts, and discontinued operations, from net income before income taxes, as applicable during any particular year. While we use several financial and non-financial performance measures for purposes of evaluating performance for our compensation programs, we have determined that adjusted pre-tax income is the financial performance measure that, in our assessment, represents the most important performance measure (that is not otherwise required to be disclosed in the table) that we use to link compensation actually paid to our NEOs, for the most recently completed fiscal year, to our performance. A reconciliation of adjusted pre-tax income, as used for purposes of our LTI program, can be found in Appendix A to this proxy statement. |

  160. Pay Versus Performance Table

    Financial Performance Measures We used the financial performance measures below during 2025 to link compensation actually paid to our PEO NEOs and our non-PEO NEO to our Company performance.

  161. Pay Versus Performance Table

    | PEO NEOs | Non-PEO NEOs | | Adjusted Pre-Tax Income | Adjusted EBITDA | | Adjusted EBITDA | Revenue | | Revenue | Closings | | Closings | |

  162. Pay Versus Performance Table

    Pay Versus Performance Relationship In accordance with Item 402(v) of SEC Regulation S-K, we are providing the following descriptions of the relationships between information presented in the Pay versus Performance table. Century TSR, Peer Group TSR, and Compensation Actually Paid Our industry peer group for purposes of the stock performance graph in our annual report on Form 10-K for the year ended December 31, 2025 is the Dow Jones U.S. Select Home Construction Index. The graph below compares the cumulative total stockholder return (assuming reinvestment of dividends) on $100 invested in each of our common stock and the Dow Jones U.S. Select Home Construction Index for the five-year period from December 31, 2020 to December 31, 2025. Note that historical stock price performance is not indicative of future stock price performance. The graph below compares the compensation actually paid to our PEO NEOs and the average compensation actually paid to our non-PEO NEOs, as reflected in the Pay Versus Performance table, to our total stockholder return (assuming reinvestment of dividends) for each of the past five fiscal years. As demonstrated in the foregoing graph, the amount of compensation actually paid to our PEO NEOs and the average compensation actually paid to our non-PEO NEOs is generally aligned with our cumulative TSR over the five years presented in the graph. The alignment of compensation actually paid with our cumulative TSR over the period presented is because a significant portion of the compensation actually paid to our NEOs is comprised of equity awards, the value of which is driven by changes in our stock price over the five-year period shown in the graph below. As described in more detail under “Compensation Discussion and Analysis,” approximately 55% of total target compensation awarded to our Executive Chairman and CEO was comprised of equity awards for 2025. We consider relative TSR as a contextual performance indicator and beginning in 2025, we have incorporated a TSR modifier into our long-term incentive program, and specifically the PSU awards, to further strengthen alignment with stockholder returns. Compensation Actually Paid and Net Income and Adjusted Pre-Tax Income The graph below compares the compensation actually paid to our PEO NEOs and the average compensation actually paid to our non-PEO NEOs as reflected in the Pay Versus Performance table to our net income for each of the past five fiscal years. The graph below compares the compensation actually paid to our PEO NEOs and the average compensation actually paid to our non-PEO NEOs as reflected in the Pay Versus Performance table to our adjusted pre-tax income for each of the past five fiscal years. As demonstrated by the foregoing two graphs, the amount of compensation actually paid to our PEO NEOs and the average compensation actually paid to our non-PEO NEOs is generally aligned with our net income and our adjusted pre-tax income in each of the five years presented in the graph, although it is aligned, to some extent, with changes in our stock price given the significant portion of the compensation actually paid to our NEOs is comprised of equity awards, the value of which is driven by changes in our stock price. While we do not use net income as a performance measure in our overall executive compensation program, the performance measure of net income is correlated with the performance measures of adjusted EBITDA and adjusted pre-tax income, which we use when setting goals for our short-term incentive program and long- term incentive program, respectively. As described in more detail under “Compensation Discussion and Analysis,” we generally seek to incentivize creation of long-term stockholder value and, as a result, emphasize performance-based compensation elements, with superior performance resulting in above-market pay, and underwhelming performance resulting in below-market pay. For 2025, nearly 90% of total target compensation awarded to our PEO NEOs was comprised of performance-based compensation. The information contained in this “Pay Versus Performance” section shall not be deemed to be “soliciting material” or to be “filed” with the SEC, or subject to Regulation 14A or 14C or to the liabilities of Section 18 of the Exchange Act, nor shall it be deemed to be incorporated by reference into any filing under the Securities Act or the Exchange Act. CEO PAY RATIO DISCLOSURE Under Section 953(b) of the Dodd-Frank Act and Item 402(u) of SEC Regulation S-K, we are required to provide the ratio of the annual total compensation of Robert J. Francescon, our CEO, during 2025, to the median of the annual total compensation of all employees of our company (other than our CEO). This ratio is a reasonable estimate calculated in a manner consistent with SEC rules based on our payroll and employment records and the methodology described below. The SEC rules for identifying the “median 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 compensation practices. Accordingly, the pay ratio reported by other companies may not be comparable to the pay ratio reported by us, as other companies may have different employment and compensation practices and may utilize different methodologies, exclusions, estimates, and assumptions in calculating their pay ratios. For 2025:

  163. Pay Versus Performance Table

    | ● | the annual total compensation of Robert J. Francescon was $8.5 million; |

  164. Pay Versus Performance Table

    | ● | the annual total compensation of the employee identified at median of our Company (other than Robert J. Francescon) was $99,014; and |

  165. Pay Versus Performance Table

    | ● | based on this information, the ratio of the annual total compensation of Robert J. Francescon to the annual total compensation of our median employee (identified in accordance with SEC rules and as described in greater detail below) was estimated to be 86:1. |

  166. Pay Versus Performance Table

    To calculate the foregoing, we used the following methodology, assumptions, and estimates:

  167. Pay Versus Performance Table

    | Selection of Determination Date and Employee Population | We selected December 31, 2025, as the date we would use to identify our employee population and “median employee.” We determined that, as of that date, our entire employee population, excluding our CEO, consisted of 1,660 total employees, all of whom were employed in the United States. In determining this population, we considered the employees of our subsidiaries and all of our employees other than Robert J. Francescon, whether employed on a full-time, part-time, temporary, or seasonal basis. We did not include any contractors or other non-employee workers in our employee population. | | Identification of Median Employee | To identify the “median employee” from our employee population, we selected W-2 earnings as the most appropriate measure of compensation. To make them comparable, the W-2 earnings for newly hired permanent employees who had worked less than a year were annualized. | | Calculation of Median Employee’s Annual Total Compensation | We calculated 2025 annual total compensation for this median employee using the same methodology we use for our named executive officers, as set forth in our Summary Compensation Table included on page 67 of this proxy statement. | | Calculation of CEO’s Annual Total Compensation | With respect to the 2025 annual total compensation of Robert J. Francescon, we used the amount set forth in the “Total” column of our Summary Compensation Table included on page 67 of this proxy statement. |

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    POTENTIAL POST-TERMINATION AND CHANGE IN CONTROL PAYMENTS Employment Agreements The employment agreements with our Executive Chairman and CEO contain severance provisions, including in connection with a change in control, as described in more detail below and which are intended to induce these executives to continue employment with our Company and to retain them and provide consideration to them for certain restrictive covenants that apply following a termination of employment. The receipt of any severance by these executives is conditioned upon the officer’s execution of a release of claims. Our employment agreement with our CFO contains no severance provisions and we do not maintain any standalone severance or change in control agreements with our executives. Under the current employment agreements with our Executive Chairman and CEO, no severance benefits are payable if we terminate the executive’s employment for cause or if he resigns voluntarily and without good reason. If the executive’s employment is terminated due to disability or death, he or his estate will be entitled to receive (i) a prorated amount of his annual incentive bonus for the fiscal year in which employment terminated based on actual performance; (ii) in the event of termination due to death or disability, the immediate vesting of performance-based equity awards for the fiscal year or performance period in which employment terminated based on target performance, unless actual performance exceeds target based on proration of the performance goals, but without proration based on the executive’s actual period of service; (iii) the immediate vesting of all equity awards granted to him not then based on performance; and (iv) our payment for up to 18 months of that portion of his COBRA premiums that exceeds what he would have paid if he were an active employee. If we terminate the executive’s employment without cause or if he terminates his employment for good reason, he will be entitled to (i) a lump sum cash severance payment equal to two times his annual base salary; (ii) a lump sum cash payment equal to the greater of either two times his average annual bonus for the three preceding fiscal years or two times his potential target bonus for the year in which the termination date occurs; (iii) a prorated amount of his annual incentive bonus for the fiscal year in which employment terminated calculated based on actual performance; (iv) the immediate vesting of the equity awards for the fiscal year or performance period in which employment terminated based on target performance, unless actual performance exceeds target based on proration of the performance goals, but without proration based on the executive’s actual period of service; (v) the immediate vesting of all equity awards granted to him not then based on performance and (vi) our payment for up to 18 months of that portion of his COBRA premiums that exceeds the amount he would have paid as an active employee. If we terminate the executive’s employment without cause or if he terminates his employment for good reason, within six months preceding or within 24 months following a “change in control” (as defined in the agreements), in addition to the other payments described above (but in lieu of the payment in clauses (i) and (ii) above), the executive will receive a lump sum cash severance payment equal to three times his base salary and a lump sum cash payment equal to the greater of: (a) three times his potential target bonus for the year in which the termination date occurs; or (b) three times his average annual bonus for the three completed fiscal years immediately preceding the termination date. To the extent that any change in control payment or benefit would be subject to the “golden parachute” excise tax under Code Section 4999, the payments will be reduced to an amount that will not subject the executive to the excise tax if the reduction results in him receiving a greater amount on a net after tax basis than would be received if he received the payment and benefits and paid the excise tax. Other Change in Control Arrangements The Century Communities, Inc. 2022 Omnibus Incentive Plan under which all outstanding equity awards have been granted to our NEOs contain “double trigger” “change in control” provisions. Under the plan, without limiting the authority of the Compensation Committee to adjust awards, if a “change in control” of Century (as defined in the plan) occurs, then, unless otherwise provided in the award or other agreement, if an award is continued, assumed, or substituted by the successor entity, the award will not vest or lapse solely as a result of the change of control but will instead remain outstanding under the terms pursuant to which it has been continued, assumed, or substituted and will continue to vest or lapse pursuant to such terms. Unless otherwise provided in an agreement, if the award is continued, assumed, or substituted by the successor entity and within two years following the change in control the executive is either terminated by the successor entity without “cause” or, if under the older plan, if the executive is an executive officer of Century, resigns for “good reason,” each as defined in the applicable plan, or if outstanding awards are not continued, assumed, or substituted with equivalent awards by the successor entity in connection with the change in control, then:

  169. Pay Versus Performance Table

    | ● | all restrictions imposed on restricted stock, RSU awards, or deferred units that are not performance-based held by such participant will lapse; |

  170. Pay Versus Performance Table

    | ● | all vested and earned awards that are performance-based held by such participant for which the performance period has been completed as of the date of such termination, resignation, or change in control, as applicable, but have not yet been paid, will be paid in cash or shares and at such time as provided in the award agreement; provided that if payment in the change in control transaction is made in shares, the Compensation Committee may in its discretion provide the holder the consideration provided to other similarly situated stockholders in the change in control; and |

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    | ● | all performance-based awards for which the performance period has not been completed as of the date of such termination, resignation or change in control, as applicable, held by such participant will immediately vest and be earned in full and paid out with respect to each performance goal based on actual performance achieved through the date of termination, resignation or change in control, as applicable, with the manner of payment to be made in cash or shares, as provided in the award agreement, within 30 days following the date of termination, resignation, or change in control, as applicable, and provided that if payment in the change in control transaction is made in shares, the Compensation Committee may in its discretion provide the holder the consideration provided to other similarly situated stockholders in the change in control. |

  172. Pay Versus Performance Table

    The severance and change in control arrangements in the employment agreements with our Executive Chairman and CEO and the change in control provisions under the Century Communities, Inc. 2022 Omnibus Incentive Plan as described above are the only severance and change in control arrangements with our executives and all change in control arrangements are subject to a double-trigger requirement. Potential Payments to Named Executive Officers The table below shows potential payments to our NEOs, not otherwise earned, under various scenarios involving a termination of employment, including in connection with a change in control, and upon a change in control without a termination of employment, assuming a December 31, 2025 termination date. All equity awards are valued at the closing price of our common stock on December 31, 2025 ($59.35), as reported by the NYSE. As of December 31, 2025, the only equity awards held by Messrs. Dale and Robert Francescon were PSU awards and the only equity awards held by Mr. Dixon were PSU and RSU awards.

  173. Pay Versus Performance Table

    | Name | Benefit | Termination without Cause or for Good Reason Outside a Change in Control ($) | Termination without Cause or for Good Reason in Connection with a Change in Control ($) | Voluntary Termination/ Retirement(1) ($) | Death or Disability ($) | Change in Control(2) ($) | | Dale Francescon | Severance Pay(3) | 1,800,000 | 2,700,000 | 0 | — | 0 | | | Incentive Pay(4) | 10,766,801 | 16,150,202 | 0 | — | 0 | | | RSU Award Vesting | N/A | N/A | N/A | N/A | N/A | | | PSU Award Vesting(5) | 7,139,033 | 7,139,033 | 0 | 7,139,033 | 0 | | | Other Benefits(6) | 22,095 | 22,095 | 0 | 22,095 | 0 | | Robert J. Francescon | Severance Pay(3) | 2,000,000 | 3,000,000 | 0 | — | 0 | | | Incentive Pay(4) | 10,766,801 | 16,150,202 | 0 | — | 0 | | | RSU Award Vesting | N/A | N/A | N/A | N/A | N/A | | | PSU Award Vesting(5) | 7,623,567 | 7,623,567 | 0 | 7,623,567 | 0 | | | Other Benefits(6) | 29,773 | 29,773 | 0 | 29,773 | 0 | | J. Scott Dixon | Severance Pay | 0 | 0 | 0 | 0 | 0 | | | Incentive Pay | 0 | 0 | 0 | 0 | 0 | | | RSU Award Vesting | 0 | 963,607 | 0 | 0 | 0 | | | PSU Award Vesting | 881,051 | 881,051 | N/A | 881,051 | N/A | | | Other Benefits | 0 | 0 | 0 | 0 | 0 |

  174. Pay Versus Performance Table

    | (1) Messrs. Dale and Robert Francescon employment agreements were amended effective as of January 1, 2025 to eliminate all payments and benefits previously provided in the case of a retirement. |

  175. Pay Versus Performance Table

    | (2) Assumes equity awards are continued, assumed, or substituted with equivalent awards by the successor entity. If the equity awards are not continued, assumed, or substituted with equivalent awards by the successor entity, then the RSU awards will become immediately vested and issuable, resulting in a value of $963,607 in the case of Mr. Dixon who is the only NEO that holds RSU awards. If the equity awards are not continued, assumed, or substituted with equivalent awards by the successor entity, then the PSU awards for the 2024 to 2026 performance period and for the 2025 to 2027 performance period will automatically vest based on actual performance, resulting in zero value in the case of each of Messrs. Dale and Robert Francescon, and Mr. Dixon, as actual performance did not reach threshold for either the 2024 to 2026 PSU awards or the 2025 to 2027 PSU awards. The PSU award values exclude any value for the PSU awards for the 2023 to 2025 performance period, since those awards were already earned. |

  176. Pay Versus Performance Table

    | (3) Represents: (a) two times the executive’s base salary in the event of a termination without cause or for good reason outside a change in control; and (b) three times the executive’s base salary in the event of a termination without cause or for good reason in connection with a change in control. |

  177. Pay Versus Performance Table

    | (4) Represents: (a) the greater of: (i) the sum of two times the executive’s target annual bonus for the year in which the date of termination occurs; or (ii) the sum of two times the executive’s average annual bonus for the three completed fiscal years immediately preceding the date of termination in the event of a termination without cause or for good reason outside a change in control; and (b) the greater of: (i) the sum of three times the executive’s target annual bonus for the year in which the date of termination occurs; or (ii) the sum of three times the executive’s average annual bonus for the three completed fiscal years immediately preceding the date of termination in the event of a termination without cause or for good reason in connection with a change in control. In the case of a termination due to death or disability, the executive is entitled to his prorated actual earned 2025 bonus, which amount is not included since it was earned as of December 31, 2025. |

  178. Pay Versus Performance Table

    | (5) Represents the value of shares of our common stock that the executive would have been entitled to receive as payout of the PSU awards for the 2024 to 2026 performance period and the 2025 to 2027 performance period, which is based on the greater of (a) the number of PSU award shares at target and (b) the number of PSU award shares based on actual performance and performance goals prorated to the last day of the calendar quarter preceding the executive’s termination but without proration based on the executive’s actual period of service. Since actual performance did not exceed target performance for either the 2024 to 2026 PSU awards or the 2025 to 2027 PSU awards, the table reflects the value of those PSU award shares based on target performance, in each case including related dividend equivalent rights. |

  179. Pay Versus Performance Table

    | (6) Represents our portion of the applicable COBRA premium for 18 months of continued coverage under our medical benefits plan. |

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    COMPENSATION RISK ASSESSMENT As a result of our annual assessment on risk in our compensation programs, we concluded that our compensation policies, practices, and programs and related compensation governance structure work together in a manner so as to encourage our employees, including our NEOs, to pursue growth strategies that emphasize stockholder value creation, but not to take unnecessary or excessive risks that could threaten the value of our company. As part of our assessment, we noted in particular the following:

  181. Pay Versus Performance Table

    | ● | annual base salaries for employees are not subject to performance risk and, for most non- executive employees, constitute the largest part of their total compensation; |

  182. Pay Versus Performance Table

    | ● | performance-based, or at risk, compensation awarded to our employees, which for our higher- level employees constitutes the largest part of their total compensation, is appropriately balanced between annual and long-term performance and cash and equity compensation and utilizes several different performance measures and goals that are drivers of long-term success for our Company and stockholders and has appropriate maximums; and |

  183. Pay Versus Performance Table

    | ● | a significant portion of performance-based compensation is in the form of long-term equity incentives, which do not encourage unnecessary or excessive risk because they generally have a three-year performance period or vest over a three-year period of time, thereby focusing our employees on our long-term interests. |

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    As a matter of best practice, we will continue to monitor our compensation policies, practices, and programs to ensure that they continue to align the interests of our employees, including in particular our executive officers, with those of our long-term stockholders while avoiding unnecessary or excessive risk. ANTI-HEDGING AND ANTI-PLEDGING POLICY Under our insider trading policy, trading in our securities is subject to the following guidance for all officers and directors and those employees or consultants with access to material non-public information (collectively referred to as insiders):

  185. Pay Versus Performance Table

    | ● | Short Sales. No insider may engage in “short sales” (sales of securities that are not then fully owned and paid for), “hedging,” “share lending,” or derivatives trading (e.g., puts, calls, cash settled or other swaps or synthetic securities trading) of our securities. |

  186. Pay Versus Performance Table

    | ● | Publicly Traded Options. No insider may engage in transactions in publicly traded options, such as “puts,” “calls” and other derivative securities (to the extent applicable to the Company), on a securities exchange or in any other organized market, or enter into hedges or swaps involving our securities. |

  187. Pay Versus Performance Table

    | ● | Short-Term Trading. Insiders who purchase our securities may not sell any of our securities of the same class for at least six months after the purchase, and insiders who sell Company securities may not purchase any Company securities of the same class for at least six months after the sale. |

  188. Pay Versus Performance Table

    | ● | Trading on Margin. Insiders may not hold our securities in a margin account, except as permitted in certain circumstances by the Compliance Officer. |

  189. Pay Versus Performance Table

    | ● | Pledging. Insiders may not pledge our securities as collateral for a loan, except as permitted in certain circumstances by the Compliance Officer. |

  190. Pay Versus Performance Table

    | ● | Standing Orders. Standing orders to purchase our securities should be used only for a very limited period of time (e.g., 72 hours). A standing order placed with a broker to sell or purchase securities at a specified price leaves the insider with no control over the timing of the transaction. A standing order transaction executed by the broker when an insider is aware of material nonpublic information may result in unlawful insider trading. |

  191. Pay Versus Performance Table

    The information contained in this “Anti-Hedging and Anti-Pledging Policy” section shall not be deemed to be “soliciting material” or to be “filed” with the SEC, or subject to Regulation 14A or 14C or to the liabilities of Section 18 of the Exchange Act, nor shall it be deemed to be incorporated by reference into any filing under the Securities Act or the Exchange Act. COMPENSATION COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION None of the members of the Compensation Committee has or had any relationship requiring disclosure under Item 404 of SEC Regulation S-K or has ever been an officer or employee of Century or any of our subsidiaries. None of our executive officers serves, or in the past has served, as a member of the board of directors or the Compensation Committee, or other committee serving an equivalent function, of any entity that has one or more executive officers who serve as members of the Board or the Compensation Committee. DIRECTOR COMPENSATION OVERVIEW Our non-employee director compensation program is designed to attract and retain experienced and knowledgeable directors and to provide equity-based compensation to align the interests of our directors with those of our stockholders. In 2025, our non-employee director compensation was comprised of equity compensation, in the form of annual stock awards, and cash compensation, in the form of annual retainers. Each of these components is described in more detail below. Dale Francescon and Robert J. Francescon, as employee directors, do not receive any additional compensation for their service as directors. DIRECTOR COMPENSATION PROCESS The Board of Directors has delegated to the Compensation Committee the responsibility, among other things, to review and recommend to the Board any proposed changes in non-employee director compensation. In connection with such review, the Compensation Committee is assisted in performing its duties by our Human Resources Department and also engages an independent external compensation consultant to provide analysis regarding non-employee director compensation. During 2025, the Compensation Committee engaged WealthPoint to review our non-employee director compensation. WealthPoint’s review consisted of, among other things, analysis of board compensation trends and a competitive assessment based on a selected group of companies operating in the United States that are similarly situated to us. The peer group used for this analysis was the same peer group used for the executive compensation analysis. The Compensation Committee considered this data in determining whether to recommend any changes to our non-employee director compensation program. No changes were made to our non-employee director compensation program during 2025, other than a new lead independent director annual retainer of $40,000. DIRECTOR COMPENSATION PROGRAM The following table sets forth our non-employee director compensation program for 2025.

  192. Pay Versus Performance Table

    | | ($) | | Board Member Retainer | 80,000 | | Lead Independent Director Retainer | 40,000 | | Audit Committee Chair Premium | 15,000 | | Audit Committee Member Retainer (including Chair) | 11,000 | | Compensation Committee Chair Premium | 12,500 | | Compensation Committee Member Retainer (including Chair) | 10,000 | | Nominating and Corporate Governance Committee Chair Premium | 10,000 | | Nominating and Corporate Governance Committee Member Retainer (including Chair) | 10,000 | | Annual Stock Award | 175,000 |

  193. Pay Versus Performance Table

    Annual cash retainers are typically paid in advance either annually or quarterly. Annual stock awards are granted on the date of the annual meeting of stockholders each year and the number of shares is determined by dividing the value by the closing price of our common stock on the grant date. The stock awards are fully vested on the date of grant. New director stock awards are granted on the date of election to the Board and are prorated. We reimburse our non-employee directors for reasonable out-of-pocket expenses incurred in connection with the performance of their duties as directors, including, without limitation, travel expenses in connection with their attendance at in-person at Board and Board committee meetings and relevant director education programs. Under the terms of the Century Communities, Inc. 2022 Omnibus Incentive Plan, the sum of any cash compensation, or other compensation, and the value (determined as of the grant date in accordance with FASB ASC Topic 718, or any successor thereto) of awards granted to a non-employee director as compensation for services as a non-employee director during any fiscal year may not exceed $1 million (increased to $1.5 million with respect to any non-employee director serving as Chair of the Board or Lead Independent Director or in the fiscal year of a non-employee director’s initial service as a non-employee director). Any compensation that is deferred counts towards this limit for the year in which the compensation is first earned, and not a later year of settlement. NON-EMPLOYEE DIRECTOR COMPENSATION HIGHLIGHTS Some of the highlights of our non-employee director compensation are:

  194. Pay Versus Performance Table

    | ✓ | No Fees for Meeting Attendance: Meeting attendance is an expected part of Board service. | | ✓ | Emphasis on Equity: There is an emphasis on equity in the overall compensation mix to further align interests with stockholders. | | ✓ | Recognition of Special Roles: Special roles (such as Lead Independent Director and Committee Chairs) are fairly recognized for their additional time commitments. | | ✓ | Annual Equity Grants with Immediate Vesting: Equity awards are granted annually with a fixed value and immediate vesting to support independence, mitigate compensation-related risk and align with stockholders’ interests. | | ✓ | Limit on Total Non-Employee Director Compensation: Our omnibus incentive plan contains a limit on total non-employee director compensation. | | ✓ | Robust Stock Ownership Guidelines: A guideline of five times the annual Board cash retainer supports alignment with stockholders’ interests and mitigates potential compensation-related risk. | | ✓ | No Perquisites: Our directors receive no perquisites, personal benefits or other compensation. |

  195. Pay Versus Performance Table

    SUMMARY DIRECTOR COMPENSATION TABLE FOR 2025 The following table sets forth information concerning the compensation of our non-employee directors during the year ended December 31, 2025. Each of Dale Francescon and Robert J. Francescon is not compensated separately for his service as a director, and his compensation is discussed under “Executive Compensation.”

  196. Pay Versus Performance Table

    | Name | Fees Earned or Paid in Cash ($) | Stock Awards(1) ($) | Option Awards(2) ($) | All Other Compensation(3) ($) | Total ($) | | Patricia L. Arvielo | 111,000 | 175,012 | — | — | 286,012 | | John P. Box | 121,000 | 175,012 | — | — | 296,012 | | Keith R. Guericke | 148,586 | 175,012 | — | — | 323,598 | | James M. Lippman | 123,500 | 175,012 | — | — | 298,512 | | Elisa Zúñiga Ramírez | 128,301 | 175,012 | — | — | 303,313 |

  197. Pay Versus Performance Table

    | (1) The amounts reflected represent the grant date fair value of the stock awards, as computed in accordance with FASB ASC Topic 718. Each of the directors in the table received a stock award for 3,286 shares on May 7, 2025, the date of our 2025 Annual Meeting of Stockholders. For each director, the number of stock awards granted was determined by dividing the annual stock grant value, $175,000, by the closing price of our common stock on the grant date. Since all of the stock awards granted to our directors are vested and unrestricted, none of our directors held any unvested stock awards as of December 31, 2025. |

  198. Pay Versus Performance Table

    | (2) We do not grant any stock options as part of our non-employee director compensation program. None of our directors held any stock options as of December 31, 2025. |

  199. Pay Versus Performance Table

    | (3) We do not provide perquisite and other personal benefits to our non-employee directors. |

  200. Pay Versus Performance Table

    CERTAIN RELATIONSHIPS AND RELATED PARTY TRANSACTIONS POLICIES AND PROCEDURES FOR REVIEW AND APPROVAL OF RELATED PARTY TRANSACTIONS Our Code of Business Conduct and Ethics outlines the principles, policies, and values that govern the activities of Century, including with respect to conflicts of interest. It is specifically required by our Code of Business Conduct and Ethics that any transaction involving a conflict of interest be approved by a vote of a majority of Century’s disinterested and independent directors. Our Chief Financial Officer is generally responsible for overseeing and monitoring compliance with respect to transactions involving conflicts of interest. On any new related party transactions, if the party involved in the transaction is a member of the Board of Directors, such member of the Board is required to recuse or abstain from involvement in the decision. In addition, the charter of our Audit Committee requires the Audit Committee to approve or ratify all related party transactions. On a quarterly basis, the Audit Committee reviews all existing related party transactions and any new transactions that are brought to the attention of either management or the Board. TRANSACTIONS WITH RELATED PERSONS For the period beginning on January 1, 2025 to the date of this proxy statement, the following are our current arrangements with a related party: Employment and Other Agreements with Named Executive Officers We have entered into an employment agreement and aircraft time sharing agreements with each of our Executive Chairman and Chief Executive Officer and President, Dale Francescon and Robert J. Francescon. We have entered into a standard Confidentiality and Non-Solicitation Agreement with our Chief Financial Officer, J. Scott Dixon. Please see the sections above entitled “Executive Compensation—Employment and Other Agreements” for a description of these agreements. Indemnification Agreements We have entered into an indemnification agreement with each of our directors and executive officers. These agreements require us to indemnify these individuals to the fullest extent permitted under Delaware law against liabilities that may arise by reason of their service to us and to advance expenses incurred as a result of any proceeding against them as to which they could be indemnified. We believe these indemnification agreements facilitate our ability to continue to attract and retain qualified individuals to serve as directors and officers. Other Related Party Transactions James Francescon, the son of Robert J. Francescon, our Chief Executive Officer and President, serves as our Executive Vice President, Corporate Operations and Business Development. James Francescon received base salary of $550,000 in 2025, an annual bonus for 2025 performance of $1,091,708 paid in February 2026, a 2025- 2027 PSU award with a target value of $500,000, RSU awards valued at $1,400,000 ($900,000 of which was for 2024 performance), and other benefits totaling approximately $20,750 (including matching contributions to his 401(k) plan and a car and cell phone allowance). In addition, in February 2026, he received an RSU award valued at $500,000 for 2025 performance. STOCK OWNERSHIP Significant Beneficial Owners The table below sets forth information as to entities that have reported to the SEC or have otherwise advised us that they are a beneficial owner, as defined by the SEC’s rules and regulations, of more than 5% of our outstanding common stock.

  201. Pay Versus Performance Table

    | Title of Class | Name and Address of Beneficial Owner | Amount and Nature of Beneficial Ownership | Percent of Class(1) | | Common Stock | BlackRock, Inc.(2) 50 Hudson Yards New York, NY 10001 | 4,349,570 | 15.0% | | Common Stock | Dimensional Fund Advisors LP(3) Building One 6300 Bee Cave Road Austin, TX 78746 | 2,128,970 | 7.3% | | Common Stock | The Vanguard Group, Inc.(4) 100 Vanguard Boulevard Malvern, PA 19355 | 2,020,013 | 7.0% | | Common Stock | Dale Francescon(5) 8390 East Crescent Parkway, Suite 650 Greenwood Village, CO 80111 | 1,989,424 | 6.9% | | Common Stock | Robert J. Francescon(6) 8390 East Crescent Parkway, Suite 650 Greenwood Village, CO 80111 | 1,819,557 | 6.3% | | Common Stock | Wellington Management Group LLP(7) c/o Wellington Management Company LLP 280 Congress Street Boston, MA 02210 | 1,558,751 | 5.4% | | Common Stock | Capital World Investors(8) 333 South Hope Street 55th Floor Los Angeles, CA 90071 | 1,512,000 | 5.2% |

  202. Pay Versus Performance Table

    | (1) Percent of class is based on 29,025,462 shares of our common stock outstanding as of our record date, March 9, 2026. |

  203. Pay Versus Performance Table

    | (2) Based solely on information contained in a Schedule 13G/A of BlackRock, Inc., a parent holding company, filed with the SEC on April 28, 2025 reflecting beneficial ownership as of March 31, 2025, with sole voting authority with respect to 4,295,624 shares and sole investment discretion with respect to 4,349,570 shares. BlackRock, Inc. does not have shared voting or dispositive power over any of the shares. |

  204. Pay Versus Performance Table

    | (3) Based solely on information contained in a Schedule 13G/A of Dimensional Fund Advisors LP, an investment adviser, filed with the SEC on April 15, 2025, reflecting beneficial ownership as of March 31, 2025, with sole investment discretion with respect to 2,128,970 shares and sole voting authority with respect 2,077,369 shares. Dimensional Fund Partners LP does not have shared voting or dispositive power over any of the shares. Dimensional Fund Advisors LP, an investment adviser registered under Section 203 of the Investment Advisors Act of 1940, furnishes investment advice to four investment companies registered under the Investment Company Act of 1940 and serves as investment manager or sub-adviser to certain other commingled funds, group trusts, and separate accounts (such investment companies, trusts, and accounts, collectively referred to as the Funds). In certain cases, subsidiaries of Dimensional Fund Advisors LP may act as an adviser or sub-adviser to certain Funds. In its role as investment advisor, sub-adviser, and/or manager, Dimensional Fund Advisors LP or its subsidiaries (collectively, Dimensional) may possess voting and/or investment power over the shares that are owned by the Funds and may be deemed to be the beneficial owner of the shares held by the Funds. However, all shares are owned by the Funds. Dimensional disclaims beneficial ownership of such shares. |

  205. Pay Versus Performance Table

    | (4) Based solely on information contained in a Schedule 13G/A that was filed with the SEC on February 13, 2024 by The Vanguard Group, Inc., an investment adviser, reflecting beneficial ownership as of December 29, 2023, with sole investment discretion with respect to 1,963,577 shares, sole voting authority with respect 0 shares, shared investment discretion with respect to 56,436 shares and shared voting authority with respect to 25,642 shares. |

  206. Pay Versus Performance Table

    | (5) Includes 311,662 shares of our common stock directly owned by Dale Francescon, 250,000 shares of common stock held by the Dale Francescon Roth IRA and 1,264,762 shares of our common stock beneficially owned through Dale Francescon’s ownership interest in DF Century, LLC, an entity controlled by him. Also includes 23,000 shares of our common stock held by the DCF Family Foundation and 140,000 shares of our common stock held by the James R. Francescon 2020 Trust. Dale Francescon, the sole trustee of the James R. Francescon 2020 Trust, has sole voting and dispositive power over the shares held by the James R. Francescon 2020 Trust. |

  207. Pay Versus Performance Table

    | (6) Includes 461,764 shares of our common stock directly owned by Robert J. Francescon, 250,000 shares of common stock held by the Robert J. Francescon Roth IRA, and 887,793 shares of our common stock beneficially owned through Robert J. Francescon’s ownership interest in RJF Century, LLC, an entity controlled by him. Also includes 220,000 shares of Common Stock held by the Nicholas R. Francescon 2020 Trust. Robert J. Francescon, the sole trustee of the Nicholas R. Francescon 2020 Trust, has sole voting and dispositive power over the shares held by the Nicholas R. Francescon 2020 Trust. |

  208. Pay Versus Performance Table

    | (7) Based solely on information contained in a Schedule 13G of Wellington Management Group LLP, as parent holding company of certain holding companies and the Wellington Investment Advisers, filed with the SEC on May 12, 2025 reflecting beneficial ownership as of March 31, 2025, with shared voting authority with respect to 1,103,389 shares and shared investment discretion with respect to 1,558,751 shares. Wellington Management Group LLP does not have sole voting or dispositive power over any of the shares. Wellington Management Group LLP, as parent holding company of certain holding companies and the Wellington Investment Advisers, are owned of record by clients of the Wellington Investment Advisers. Wellington Investment Advisors Holdings LLP controls directly, or indirectly through Wellington Management Global Holdings, Ltd., the Wellington Investment Advisers. Wellington Investment Advisors Holdings LLP is owned by Wellington Group Holdings LLP. Wellington Group Holdings LLP is owned by Wellington Management Group LLP. |

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    | (8) Based solely on information contained in a Schedule 13G of Capital World Investors (CWI) filed with the SEC on November 13, 2025 reflecting beneficial ownership as of September 30, 2025, with sole voting authority and sole investment discretion with respect to 1,512,000 shares. CWI does not have shared voting or dispositive power over any of the shares. Capital World Investors is a division of Capital Research and Management Company (CRMC), as well as its investment management subsidiaries and affiliates Capital Bank and Trust Company, Capital International, Inc., Capital International Limited, Capital International Sarl, Capital International K.K., Capital Group Private Client Services, Inc., and Capital Group Investment Management Private Limited (together with CRMC, the “investment management entities”). CWI’s divisions of each of the investment management entities collectively provide investment management services under the name “Capital World Investors.” CWI is deemed to be the beneficial owner of 1,512,000 shares. |

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    Security Ownership by Management The table below sets forth information known to us regarding the beneficial ownership of our common stock as of March 9, 2026, by:

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    | ● | each of our directors; |

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    | ● | each of the individuals named in the “Summary Compensation Table” under “Executive Compensation” on page 67; and |

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    | ● | all of our current directors and executive officers as of the date of this proxy statement as a group. |

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    To our knowledge, each person named in the table has sole voting and investment power with respect to all of the securities shown as beneficially owned by such person, except as otherwise set forth in the notes to the table and subject to community property laws, where applicable. The number of shares beneficially owned represents the number of shares the person “beneficially owns,” as determined by the rules of the SEC. The SEC has defined “beneficial” ownership of a security to mean the possession, directly or indirectly, of voting power and/or investment power. A stockholder is also deemed to be, as of any date, the beneficial owner of all securities that such stockholder has the right to acquire within 60 days after that date through (i) the vesting of restricted stock units or the exercise of any option, warrant, or right; (ii) the conversion of a security; (iii) the power to revoke a trust, discretionary account, or similar arrangement; or (iv) the automatic termination of a trust, discretionary account, or similar arrangement.

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    | Title of Class | Name of Beneficial Owner | Title/Position | Amount and Nature of Beneficial Ownership | Percent of Class(1) | | Common Stock | Dale Francescon(2) | Executive Chairman and Director | 1,989,424 | 6.9% | | Common Stock | Robert J. Francescon(3) | Chief Executive Officer, President, and Director | 1,819,557 | 6.3% | | Common Stock | Patricia L. Arvielo | Director | 13,707 | * | | Common Stock | John P. Box | Director | 59,695 | * | | Common Stock | Keith R. Guericke | Director | 40,687 | * | | Common Stock | James M. Lippman | Director | 33,382 | * | | Common Stock | Elisa Zúñiga Ramírez | Director | 9,881 | * | | Common Stock | J. Scott Dixon | Chief Financial Officer | 13,039 | * | | Common Stock | All current directors and executive officers as a group (8 persons) | | 3,979,372 | 13.7% |

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    | * Indicates beneficial ownership of less than 1% of the total outstanding common stock. |

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    | (1) Percent of class is based on 29,025,462 shares of our common stock outstanding as of our record date, March 9, 2026. |

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    | (2) Includes 311,662 shares of our common stock directly owned by Dale Francescon, 250,000 shares of common stock held by the Dale Francescon Roth IRA and 1,264,762 shares of our common stock beneficially owned through Dale Francescon’s ownership interest in DF Century, LLC, an entity controlled by him. Also includes 23,000 shares of our common stock held by the DCF Family Foundation and 140,000 shares of our common stock held by the James R. Francescon 2020 Trust. Dale Francescon, the sole trustee of the James R. Francescon 2020 Trust, has sole voting and dispositive power over the shares held by the James R. Francescon 2020 Trust. |

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    | (3) Includes 461,764 shares of our common stock directly owned by Robert J. Francescon, 250,000 shares of common stock held by the Robert J. Francescon Roth IRA, and 887,793 shares of our common stock beneficially owned through Robert J. Francescon’s ownership interest in RJF Century, LLC, an entity controlled by him. Also includes 220,000 shares of Common Stock held by the Nicholas R. Francescon 2020 Trust. Robert J. Francescon, the sole trustee of the Nicholas R. Francescon 2020 Trust, has sole voting and dispositive power over the shares held by the Nicholas R. Francescon 2020 Trust. |

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    Stock Ownership Guidelines We have established stock ownership guidelines that are intended to further align the interests of our directors and named executive officers with those of our stockholders. In 2025, we amended our guidelines to increase the target stock ownership as a multiple of base salary for our Executive Chairman and CEO from 6x to 10x. The stock ownership guidelines for our non-employee directors and named executive officers are as follows:

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    | Position | Guideline | | Non-Employee Director | 5x annual cash retainer | | Executive Chairman | 10x annual base salary | | Chief Executive Officer | 10x annual base salary | | Other Named Executive Officers | 3x annual base salary |

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    While shares of common stock underlying unvested time-based restricted stock or restricted stock units are included in determining compliance with the guideline, unvested performance-based awards and any stock options do not count towards compliance with the guideline. Each director and named executive officer have five years from the date of appointment or hire or, if the ownership multiple has increased during his tenure, five years from the date established in connection with such increase to reach his stock ownership targets. Until the applicable stock ownership target is achieved, each director, our Executive Chairman and Chief Executive Officer is required to retain an amount equal to 100% of the net shares received as a result of the vesting of equity awards, and other named executive officers are required to retain an amount equal to 60% of the net shares received as a result of the vesting of equity awards. All of our directors and named executive officers are in compliance with our stock ownership guidelines, taking into account the five-year compliance deadline and other exceptions. Securities Authorized for Issuance Under Equity Compensation Plans The table below provides information about our common stock that may be issued under our equity compensation plan as of December 31, 2025. All outstanding awards, consisting only of PSU and RSU awards, have been granted under the Century Communities, Inc. 2022 Omnibus Incentive Plan and have vesting or performance periods of a minimum of three years, despite the minimum one-year period in the plan. No equity awards have been granted under any non-stockholder approved equity plan or arrangement.

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    | Plan Category | Number of Securities to be Issued upon Exercise of Outstanding Options, Warrants, and Rights (a) | Weighted- Average Exercise Price of Outstanding Options, Warrants, and Rights (b) | Number of Securities Remaining Available for Future Issuance under Equity Compensation Plans (Excluding Securities Reflected in Column (a) (c) | | Equity compensation plans approved by security holders | 1,512,964(1) | $0.00(2) | 1,519,645(3) | | Equity compensation plans not approved by security holders | — | — | — | | Total | 1,512,964(1) | $0.00(2) | 1,519,645(3) |

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    | (1) Amount includes 358,101 shares of our common stock issuable upon the vesting of RSU awards and 1,154,863 outstanding PSU awards, assuming a maximum level of achievement, and including dividend equivalent rights. The actual number of shares that will be issued under the PSU awards is determined by the level of achievement of a performance goal, and therefore, may be less than the maximum. |

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    | (2) RSU and PSU awards do not have exercise prices and, therefore, have been excluded from the weighted-average exercise price calculation in column (b). |

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    | (3) All shares of our common stock remaining available for future issuance are issuable under the stockholder-approved Century Communities, Inc. 2022 Omnibus Incentive Plan. |

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    INFORMATION ABOUT THE 2026 ANNUAL MEETING The Board of Directors is using this proxy statement to solicit your proxy for use at our 2026 Annual Meeting of Stockholders. The Board is soliciting proxies to give all stockholders of record an opportunity to vote on matters properly presented at the Annual Meeting. We have elected to provide access to our proxy materials on the Internet. Accordingly, we are sending an Important Notice of Availability of Proxy Materials for the Annual Meeting (which we refer to as the “Internet Notice”) to most of our stockholders of record and paper or electronic copies of the proxy materials to our remaining stockholders of record. Brokers and other nominees who hold shares on behalf of beneficial owners will be sending their own similar notice. All stockholders may request to receive a printed set of the proxy materials. Instructions on how to request a printed copy by mail or electronically may be found on the Internet Notice and on the website referred to in the Internet Notice, including an option to request paper copies on an ongoing basis. When and where will the Annual Meeting be held? The Annual Meeting will be held on Wednesday, May 6, 2026, at 1:00 p.m. local time, at the Hyatt Regency Denver Tech Center located at 7800 East Tufts Avenue, Denver, Colorado 80237. Directions to attend the Annual Meeting may be obtained by calling Investor Relations at (303) 268-8398. WhAT ARE THE PURPOSES OF THE Annual Meeting? The purposes of the Annual Meeting are to vote on the following items described in this proxy statement:

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    | Proposal | Item of Business | | Proposal No. 1 | Election of Directors | | Proposal No. 2 | Ratification of Appointment of Independent Registered Public Accounting Firm | | Proposal No. 3 | Advisory Vote on Executive Compensation |

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    There are no rights of appraisal or similar rights of dissenters arising from matters to be acted on at the meeting. are there any Voting matters not included in this proxy Statement? We currently are not aware of any business that will be presented at the Annual Meeting other than as described in this proxy statement. If, however, any other matter is properly brought at the Annual Meeting, or any continuation, postponement, or adjournment thereof, your proxy includes discretionary authority on the part of the individuals appointed to vote your shares or act on those matters in accordance with their best judgment. WhO CAN ATTEND the Annual Meeting? All of our stockholders entitled to vote at the Annual Meeting may attend the Annual Meeting. If your shares are held in street name, however, you may not vote your shares in person at the Annual Meeting unless you obtain a legal proxy from the record holder of your shares. Stockholders who wish to attend the Annual Meeting will be required to present verification of ownership of our common stock, such as a bank or brokerage firm account statement, and will be required to present a valid, government-issued picture identification, such as a driver’s license or passport, to gain admittance to the Annual Meeting. No cameras, recording equipment, electronic devices, large bags, briefcases, or packages will be permitted in the Annual Meeting. WhO IS ENTITLED TO VOTE AT the Annual Meeting? Holders of record of shares of our common stock as of the close of business on March 9, 2026, the record date, will be entitled to notice of and to vote at the Annual Meeting and any continuation, postponement, or adjournment thereof. At the close of business on the record date, there were 29,025,462 shares of our common stock issued and outstanding and entitled to vote. Each share of our common stock is entitled to one vote on any matter presented to stockholders at the Annual Meeting. hOW MANY SHARES MUST BE PRESENT? A quorum must be present at the Annual Meeting for any business to be conducted. The presence at the Annual Meeting, in person or by proxy, of the holders of a majority in voting power of our capital stock issued and outstanding and entitled to vote on the record date will constitute a quorum. Your shares will be counted toward the quorum if you submit a proxy or vote at the Annual Meeting. Shares represented by proxies marked “abstain” and “broker non-votes” also are counted in determining whether a quorum is present. WhAT IF A QUORUM IS NOT PRESENT? If a quorum is not present or represented at the scheduled time of the Annual Meeting, (i) the chairperson of the Annual Meeting or (ii) a majority in voting power of the stockholders entitled to vote at the Annual Meeting, present in person or represented by proxy, may adjourn the Annual Meeting until a quorum is present or represented. hOW DO I VOTE? We recommend stockholders vote by proxy even if they attend the Annual Meeting. If your shares are registered in your name, you may vote your shares by one of the five following methods:

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    | Vote by Internet | | Go to www.proxyvote.com and follow the instructions for Internet voting shown on your Notice Regarding the Availability of Proxy Materials or proxy card. | | Vote by Telephone | | Call 800-690-6903 and follow the instructions for telephone voting shown on your proxy card. | | Vote by Mail | | Complete, sign, date and mail your proxy card in the envelope provided if you received a paper copy of these proxy materials. If you vote by Internet, telephone or mobile device, please do not mail your proxy card. | | Vote by Mobile Device | | Scan the QR code on your Notice Regarding the Availability of Proxy Materials or proxy card and follow the links. |

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    Telephone and Internet voting facilities for stockholders of record will be available 24 hours a day and will close at 11:59 p.m., Eastern Daylight Savings Time, on May 5, 2026. If you vote through the Internet, you should be aware that you may incur costs to access the Internet, such as usage charges from telephone companies or Internet service providers, and that these costs must be borne by you. If your shares are held in the name of a bank, broker, or other holder of record, you will receive instructions on how to vote from the bank, broker, or holder of record. You must follow the instructions of such bank, broker, or holder of record in order for your shares to be voted. Telephone and Internet voting also may be offered to stockholders owning shares through certain banks and brokers. If your shares are not registered in your own name and you would like to vote your shares in person at the Annual Meeting, you should contact your bank, broker, or agent to obtain a legal proxy or the bank’s or broker’s proxy card and bring it to the Annual Meeting in order to vote. WhAT IS THE DIFFERENCE BETWEEN BEING A “RECORD HOLDER” AND HOLDING SHARES IN “STREET NAME”? A record holder holds shares in his or her name. Shares held in “street name” are held in the name of a bank or broker on a person’s behalf. CAN i VOTE IF MY SHARES ARE HELD IN “STREET NAME”? Yes. If your shares are held by a bank or a brokerage firm, you are considered the “beneficial owner” of those shares held in “street name.” If your shares are held in street name, these proxy materials are being forwarded to you by your bank or brokerage firm along with a voting instruction card. As the beneficial owner, you have the right to direct your bank or brokerage firm how to vote your shares, and your bank or brokerage firm is required to vote your shares in accordance with your instructions. WhAT ARE BROKER NON-VOTES? Generally, broker non-votes occur when shares held by a broker in “street name” for a beneficial owner are not voted with respect to a particular proposal because the broker (1) has not received voting instructions from the beneficial owner and (2) lacks discretionary voting power to vote those shares. A broker is entitled to vote shares held for a beneficial owner on routine matters. The ratification of the appointment of Ernst & Young LLP as our independent registered public accounting firm in Proposal No. 2 is a routine matter; and accordingly, a broker is entitled to vote shares held for a beneficial owner on that proposal without instructions from such beneficial owner. On the other hand, absent instructions from a beneficial owner, a broker is not entitled to vote shares held for such beneficial owner on non-routine matters. We believe, based on the rules of the NYSE, that the election of directors in Proposal No. 1, the advisory vote on executive compensation in Proposal No. 3 are non-routine matters; and accordingly, brokers do not have authority to vote on such matters absent instructions from beneficial owners. Whether a voting proposal is ultimately determined routine or non-routine is determined by the NYSE. Accordingly, if beneficial owners desire not to have their shares voted by a broker in a certain manner, they should give instructions to their brokers as to how to vote their shares. Broker non-votes count for purposes of determining whether a quorum is present. The Board recommends that you vote:

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    | ● | FOR the election of Dale Francescon, Robert J. Francescon, Patricia L. Arvielo, John P. Box, Keith R. Guericke, James M. Lippman and Elisa Zúñiga Ramírez to serve as members of the Board until the next annual meeting of stockholders and until their successors are duly elected and qualified; |

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    | ● | FOR the ratification of the appointment of Ernst & Young LLP as our independent registered public accounting firm for the fiscal year ending December 31, 2026; and |

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    | ● | FOR the approval of the advisory vote on our executive compensation. |

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    If you return a properly completed proxy card, or vote your shares by telephone or Internet, your shares of common stock will be voted on your behalf as you direct. If not otherwise specified, the shares of common stock represented by the proxies will be voted in accordance with the Board’s recommendations. WHAT IS THE REQUIRED VOTE FOR EACH PROPOSAL?

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    | Proposal | Votes Required | Effect of Abstentions | Effect of Broker Non- Votes | | Proposal No. 1: Election of Directors | Majority of votes cast. This means that nominees receiving more “FOR” votes than “AGAINST” votes will be elected as directors. Nominees receiving more “AGAINST” votes than “FOR” votes are expected to tender a written offer of resignation. | Abstentions will have no effect. | Broker non-votes will have no effect. | | Proposal No. 2: Ratification of Appointment of Independent Registered Public Accounting Firm | Affirmative vote of the holders of a majority in voting power of the shares of common stock present in person or by proxy and entitled to vote thereon. | Abstentions will have the effect of a vote against the proposal. | We do not expect any broker non-votes on this proposal.(1) | | Proposal No. 3: Advisory Vote on Executive Compensation(2) | Affirmative vote of the holders of a majority in voting power of the shares of common stock present in person or by proxy and entitled to vote thereon. | Abstentions will have the effect of a vote against the proposal. | Broker non-votes will have no effect. |

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    | (1) Under applicable NYSE rules, brokers and custodians may vote on a ratification of appointment of independent registered public accounting firm proposal in their discretion; and therefore, we do not expect any broker non-votes on this proposal. |

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    | (2) While an advisory vote, the Compensation Committee and Board expect to take in account the outcome of this vote when considering future executive compensation. |

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    WhAT IF I DON’T SPECIFY HOW MY SHARES ARE TO BE VOTED? If you submit a proxy but do not indicate any voting instructions, the persons named as proxies will vote in accordance with the recommendations of the Board, as described above. WhAT DOES IT MEAN IF I RECEIVE MORE THAN ONE INTERNET NOTICE OR SET OF PROXY MATERIALS? It means that your shares are held in more than one account at the transfer agent and/or with banks or brokers. Please vote all of your shares. To ensure that all of your shares are voted, for each Internet Notice or set of proxy materials, please submit your proxy by phone, via the Internet, or, if you received printed copies of the proxy materials, by signing, dating, and returning the enclosed proxy card in the enclosed envelope. CAN I REVOKE OR CHANGE MY VOTE? Yes. If you are a registered stockholder, you may revoke your proxy or change your vote at any time before your shares are voted by one of the following methods:

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    | ● | by submitting a duly executed proxy bearing a later date; |

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    | ● | by granting a subsequent proxy through the Internet or telephone; |

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    | ● | by giving written notice of such revocation to our Corporate Secretary; or |

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    | ● | by voting in person at the Annual Meeting. |

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    Written notices of revocation and other communications with respect to the revocation of proxies should be addressed to: Century Communities, Inc. 8390 East Crescent Parkway, Suite 650 Greenwood Village, Colorado 80111 Attention: Corporate Secretary Your most recent proxy card or telephone or Internet proxy is the one that is counted. Your attendance at the Annual Meeting by itself will not revoke your proxy unless you give written notice of revocation to our Corporate Secretary before your proxy is voted or you vote in person at the Annual Meeting. If your shares are held in street name, you may change or revoke your voting instructions by following the specific directions provided to you by your bank or broker, or you may vote in person at the Annual Meeting by obtaining a legal proxy from your bank or broker and submitting the legal proxy along with your ballot. Who will count the votes? Broadridge Financial Solutions, Inc. has been engaged to tabulate stockholder votes. An agent of Broadridge Financial Solutions, Inc. will act as our independent inspector of elections for the Annual Meeting. WheRE CAN I FIND THE VOTING RESULTS? We plan to announce preliminary voting results at the Annual Meeting and will report the final results in a Current Report on Form 8-K, which we intend to file with the SEC within four business days after the Annual Meeting. CAN I GET A PRINTED COPY OF THE PROXY MATERIALS? Yes. We will mail this proxy statement and our 2025 Annual Report, together with a proxy card, to those stockholders entitled to vote at the Annual Meeting who have properly requested paper copies of such materials, within three business days of our receipt of such request. OTHER MATTERS