Planning Incentives for Business Success: Q&A with Greg Pena of BigCommerce

In our Experts in ICM Q&A series, we sit down with leaders across operations, finance, and GTM functions to delve deeper into the insights shaping the world of incentive compensation.

In this feature, we’re spotlighting Greg Peña, Lead Financial Analyst at BigCommerce, who brings nearly a decade of hands-on experience in compensation program management. We connected with Greg to discuss what it takes to successfully evaluate and plan incentives throughout the year.

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Why is the incentives planning conversation so important, particularly at this time of year?

Greg Peña: Incentives drive performance, so ensuring your incentive structures align with company goals is absolutely critical.

Many organizations have either just finalized or are currently finalizing their plans for the next fiscal cycle, which makes this a critical period to reflect on what did and didn’t work in 2024, and plan adjustments to set teams up for success over the course of 2025.

How do you ensure you’re working through the incentives planning process with the right data?

GP: It boils down to collaboration and alignment. You’ve got to loop in analytics, data solutions, and anyone who has a hand in shaping the data. Establishing a common source of truth is crucial, because inaccurate or mismatched data can erode trust and lead to poor decision-making. It’s important to note, however, that even the most mature organizations face data issues – but with proactive collaboration, you can proactively avoid a lot of headaches.

What are some pitfalls you’ve seen in the plan design process, and how can teams avoid them?

GP: A big one is trying to fix everything at once. It’s tempting to overhaul multiple issues in one cycle, but that’s not always practical. Focus on achievable goals. We also rely heavily on backtesting. For instance, we simulate how new plans would have performed with last year’s data. This helps us avoid overpaying or under-incentivizing and ensures we’re aligning payouts with company goals.

How do you address conflicting priorities, like sales pushing for more incentives versus finance wanting to control costs?

GP: Transparency is key. You need to listen to the concerns from all sides — sales, finance, and HR, for example — and align everyone around shared company goals. At BigCommerce, we make sure leadership is involved early in the process so there’s a clear understanding of what the plan aims to achieve

When you build plans collaboratively, it’s much easier to get buy-in from all stakeholders.

What are some strategies for testing plans before they go live?

GP: Backtesting is essential. At BigCommerce, we run scenarios in a sandbox environment to see how proposed plans would have played out in previous years. This approach helps us validate hypotheses and uncover potential issues before launch. For example, testing ramp structures for new hires allows us to identify whether the timing and quotas are realistic, which minimizes frustration for both reps and leadership.

Once plans are finalized, how do you ensure employees fully understand them?

GP: Communication is everything. Plans should be presented clearly and in multiple formats—written documents, presentations, videos, or even one-on-one sessions—to cater to different learning styles. At the end of the day, if reps don’t understand their plans, they can’t maximize their earnings potential, and the company misses out on achieving its goals.

How does your team monitor and optimize plans throughout the year?

GP: We review performance monthly, focusing on metrics tied to individual and company outcomes. Sales cycles, quota attainment, and payout distributions are key indicators, and real-time visibility is critical. By regularly reviewing data, we can identify red flags early — like overpayments or misaligned incentives — and make course corrections before the issues snowball.

Any advice for professionals navigating significant changes in their comp programs?

GP: Start early and plan thoroughly. Significant changes require time for testing, communication, and buy-in. At BigCommerce, we’ve learned that having a clear timeline with milestones for key activities—like finalizing metrics, testing, and rollout—helps prevent last-minute scrambles. And if you miss something? Don’t panic. Compensation management is an ongoing process; there’s always room to adapt and improve.

What’s the biggest takeaway you think our readers should consider when planning incentives?

GP: Be kind to yourself and your team. Compensation management is complex, and perfection is unrealistic. Focus on building fair and transparent plans that align with your company’s goals and give your reps the confidence they need to succeed. And remember that collaboration and communication are your best allies in making it all work.

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Are you interested in being featured in our Experts on ICM Q&A series? Email us at multiplier@captivateiq.com.