Proxy Statement (Form DEF 14A)

 501 North Broadway

 St. Louis, Missouri 63102

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  Continued Strong Performance in 2024

Net revenues of $4.97 billion, the highest in our history.

Non-GAAPnet income available to common shareholders of $756 million or $6.81 per diluted common share.

Record net revenues in our Global Wealth Management operating segment.

Record asset management revenues, up 18% over 2023.

Recruited approximately 100 financial advisors, including 34 experienced employee advisors and 12 experienced independent advisors.

Non-GAAPReturn on Common Equity (ROCE) of 16% and Return on Tangible Common Equity (ROTCE) of 23%.

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 A History of Growth over Multiple Business Cycles

Over 9,000 associates worldwide.

Over 2,300 financial advisors across the United States.

Approximately 2000 stocks under coverage - tied for largest small and mid-capequity research platform in the United States.

A balanced business model: ²⁄₃ of revenues from Global Wealth Management (GWM); ¹⁄₃ from the Institutional Group (IG).

Sustained growth in shareholder equity.

Low leverage of 7.0x as of December 31, 2024.

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Shareholders overwhelmingly support our compensation program

Last year, more than 97% of shareholders voting supported

Similarly strong support in recent years

Senior management and the Committee are committed to a high level of shareholder outreach and response to input

Ongoing communication with shareholders throughout the year

Compensation-focused dialog with top 20 institutional shareholders, over 55% of outstanding shares

Regular interface with our employees, about 23% of outstanding shares

We have responded to feedback in recent years - some of our responsive actions have been

Greater utilization of performance-based awards

Clearly articulated goals

More robust disclosure

Some of our institutional shareholders publish proxy voting guidelines, including the following:

Institutional Shareholder

Guidelines

Stifel Response

Cross-Reference

Incentive plans should reflect strategy and incorporate long-term shareholder value drivers, including metrics and timeframes.

Our Committee has developed a facts-based, performance-focused framework by which it assesses executive officer performance and sets compensation against clearly stated and measured Company and business goals.

Our Performance-Based Restricted Stock Units (PRSUs) are primarily based on measuring objective, clearly stated performance goals.

Page 24, Incentive Assessment Framework Results

Page 42, Performance-Based Restricted Stock Units, PRSUs

Performance results should generally be achieved over a 3-to 5-yeartime horizon.

PRSUs are measured over a 4-yearperiod and vest over a 5-yearperiod. Both periods are longer than is typical in the market, which we believe results in stronger retention.

Peer group evaluation should be used to maintain awareness of pay levels and practices.

Our peer group was identified by Compensation Advisory Partners LLC (CAP), our independent compensation consultant.

CAP provided the Committee with market data on executive compensation trends and executive officer compensation levels, and assisted the Committee with evaluation of pay-for-performancealignment.

Disclose the rationale behind the selection of pay vehicles and how these fit with intended incentives.

Page 40, Key Executive Compensation Program Elements

Page 41, Committee's Perspective on Compensation Elements

Page 31, Executive Compensation Determinations for 2024

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 Board Membership Characteristics

   11 Directors

Independence, Lead Ind. Dir.

82% Independent

Audit Committee (*see page 19)

4 Independent Directors

Compensation Committee

3 Independent Directors

Nominations & Corp. Gov. Cte.

3 Independent Directors

Risk Management Committee

4 Independent Directors

Years of Board Service

Average 10 years

 Key Skills

Audit, Tax & Accounting

7 Directors

Cybersecurity

7 Directors

Digital

7 Directors

Banking

9 Directors

Wealth Management

9 Directors

Institutional Banking

8 Directors

General Management

11 Directors

Gov. Regulation and Public Policy

7 Directors

Marketing and Branding

6 Directors

Risk Management

11 Directors

Talent & HR Management

7 Directors

Technology

8 Directors

 Key Experiences

CEO, President or COO

7 Directors

CFO or other Financial Expert

6 Directors

ESG

5 Directors

Complex Regulated Industries

10 Directors

Government Service

2 Directors

Private Co. Mgmt. & Governance

9 Directors

Public Co. Mgmt. & Governance

9 Directors

Not-for-Profit

5 Directors

 Individual Characteristics

Age

Average 65 years

Other Public Board Service

6 Directors

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Independence

Year Commencing

Occupation and Career Highlights

Committee Membership

and Board Leadership

Adam T. Berlew

Independent

2019

Independent

2023

Michael W. Brown

Independent

2010

Retired, Vice President & CFO,

Microsoft Corporation

Audit

(as of Annual Meeting)

Independent

2023

Robert E. Grady

Independent

2010

Advisory Partner, Summit Partners

Former Partner, The Carlyle Group

Independent

2022

Ronald J. Kruszewski

Not Independent

1997

Chairman & CEO,

Stifel Financial Corp.

Independent

2016

David A. Peacock

Independent

2017

Not Independent

2010

Independent

2013

Vice Chairman,

Continental Grain Company

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A Foundation of Sound Governance and Shareholder Outreach

Independent Lead Director, periodically rotated

Annual CEO evaluation by our all-independentCompensation Committee

Ongoing shareholder engagement and demonstrated responsiveness to shareholder input

The Board and its committees may engage independent advisors in their discretion

Annual election of directors

Executive sessions of independent, non-employeedirectors

Substantial share ownership by each of our named executive officers well in excess of our share ownership requirements

Robust risk control, led by the Board and senior executives, buttressed by processes and committees, embraced throughout the Company

Board Tenure of Continuing Directors

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What is being voted on: Election to the Board of our director nominees, each for a one-yearterm.

Board recommendation: FOR each of our director nominees, based on a review of individual qualifications and experience and contributions to our Board.

Core Qualifications and Experience

u   Integrity, business judgment and commitment

u   Demonstrated management ability

u   Extensive experience in the public, private or not-for-profitsectors

u   Leadership and expertise in their respective fields

u   Financial literacy

u   Strategic thinking

u   Reputational focus

Breadth of Skills and Experiences

u   Audit, Tax and Accounting

u   Cybersecurity

u   Digital

u   Financial Services: Banking

u   Financial Services: Global Wealth Management

u   Financial Services: Institutional

u   General Management

u   Government, Regulation and Public Policy

u   Marketing and Branding

u   Risk Management

u   Talent and HR Management

u   Technology

u   CEO, President or COO

u   CFO or other Financial Expert

u   ESG

u   Complex Regulated Industries

u   Government Service

u   Private Company Management/Governance

u   Public Company Management/Governance

u   Not for Profit

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 Audit Committee

 The Audit Committee met 10 times during 2024.

Committee Chair:*

u   Zimmerman

Members:

u   Michael Brown

u   Carnoy

u   Markus

Committee members are independent directors as defined by the NYSE, the SEC, and as determined by our Board.

Committee Role, Responsibilities and Qualifications:

u   Recommending to the Board a public accounting firm to be nominated for shareholder ratification as our independent auditors and compensating and terminating auditors as deemed necessary;

u   Meeting periodically with our auditors and financial management to review the scope of the proposed audit for the then-current year, the proposed audit fees, and the audit procedures to be utilized, reviewing the audit and eliciting the judgment of the independent auditors regarding the quality of the accounting principles applied to our financial statements; and

u   Evaluating on an annual basis the qualification, performance, and independence of the independent auditors, based on the Audit Committee's review of the independent auditors' report and the performance of the independent auditors throughout the year.

u   Each member of the Audit Committee is financially literate, knowledgeable, and qualified to review financial statements. Our Board has designated each Audit Committee member an "audit committee financial expert."

*  Mr. Michael Brown is currently Chair and Mr. Zimmerman is currently Deputy Chair of the Committee. As part of a transition plan, as of the date of the Annual Meeting, Mr. Zimmerman will become Chair and Mr. Michael Brown will become a member.

 Compensation Committee

 The Compensation Committee met 6 times during 2024.

Committee Chair:

u   Peacock

Members:

u   Berlew

u   Kavanaugh

Committee members are independent directors as defined by the NYSE, the SEC, and as determined by our Board.

Committee Role, Responsibilities and Qualifications:

u   Reviewing executive performance and recommending to our Board the compensation of each of our executive officers;

u   Reviewing market data to assess the components of our executive compensation;

u   Reviewing and approving executive compensation elements and plans;

u   Making recommendations to our Board regarding the adoption, amendment, and rescission of certain employee benefit plans; and

u   Reviewing the Company's compensation policies and practices with respect to the Company's employees to ensure that they are not reasonably likely to have a material adverse effect on the Company.

u   During 2024, there were no interlocks or insider participation on the part of the members of the Compensation Committee.

u   See page 55 for further description of the lack of interlocks and insider participation on the Compensation Committee.

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 Nominations & Corporate Governance Committee

Committee Chair:

u   Markus

Members:

u   Grady

u   Peacock

Committee members are independent directors as defined by the NYSE, the SEC, and as determined by our Board.

Committee Role & Responsibilities:

u   Overseeing Board and Board Committee organization, membership, and structure;

u   Leading Board and Board Committee self-evaluation;

u   Overseeing the Corporation's executive and corporate structure and recommending improvements to its effectiveness;

u   Searching for individuals qualified to become members of our Board and selecting director nominees to be presented for election at the Annual Meeting of Shareholders and considering nominees for directors recommended by our shareholders;

u   Reviewing the Company's charitable strategy, Company political contributions and lobbying policies, and Company efforts to sustain the economic development of the communities in which it operates; and

u   Fostering the Company's efforts to encourage a breadth of perspective and background among the Corporation's associates, including its leadership.

Risk Management Committee

The Risk Management Committee met 6 times during 2024.

Committee Chair:

u   Grady

Members:

u   Berlew

u   Maryam Brown

u   Carnoy

Committee members are independent directors as defined by the NYSE, the SEC, and as determined by our Board.

Committee Role & Responsibilities:

u   Regularly reviewing our aggregate risk exposures and risk management processes with management, including our Chief Executive Officer, Chief Financial Officer, Chief Risk Officer and Chief Compliance Officer;

u   Considering cybersecurity matters, with a special meeting devoted each year to cybersecurity;

u   Overseeing the Company's Enterprise Risk Management program and the Company's responsiveness to and discussions and compliance with the Federal Reserve Bank of St. Louis and other regulators' input, reviews and rules;

u   Considering the wide range of risks the Company confronts, including market risk, credit risk, technological and operational risk, liquidity and funding risk, compliance and legal risk, reputational risk, risks arising from actual or potential conflicts of interest, and strategic risk; and

u   Reviewing newly developing Company risks and the Company's efforts to address these developments.

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The Committee's Process for Decision Making

 Committee Views of Proportion and Form of Compensation

CEO: Mr. Kruszewski  

Office of the President:
Co-PresidentsZemlyak and Nesi

Committee Assessment:

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Primary Performance Goals

▶   Non-GAAP Pre-TaxNet Income

▶   Non-GAAPNet Revenue

▶   Non-GAAPDiluted Earnings per Share (EPS)

 Company Performance on Primary Goals,

 Committee Assessment

▶   Non-GAAPReturn on Common Equity

▶   Total Shareholder Return (price increase + dividend)

▶   Non-GAAP Pre-TaxMargin on Net Revenues

▶   Book Value Per Share

▶   Non-GAAPComp to Revenue Ratio

▶   Total Capitalization of Stifel Financial Corp.

 Company Performance on Additional Considerations,

 Committee Assessment

▶   Financial Results

See pages 31 to 35 for a detailed description of achievements in these four categories in relation to each named executive officer.

▶   Strategic Achievement

▶   Leadership

▶   Risk Management

 Company Performance on Strategic Goals,

 Committee Assessment

 Overall Company Performance,

 Committee Assessment

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We Continue To Grow and Invest in our Future

Delivering Value to Shareholders

u   Record revenue for Global Wealth Management

u   2^nd highest revenue for Institutional Group

u   Board of Directors authorized a 17% increase in common stock dividend starting in the first quarter of 2024

During 2024, we:

u   Completed the CB Resource acquisition

u   Completed the Finance 500 acquisition

u    Launched the AM Forward SIBC Fund

u    Agreed to aquire Bryan Garnier

u  We successfully controlled our compensation and non-compensation expenses in 2024

u  This expense discipline contributed to our 23% return on tangible common equity

u  Over $501 billion in Global Wealth client assets

u  Successful recruiting and acquisitions

u  Stifel Bank expanded client deposits and leveraged the firm's relationships for loan growth

$40 billion

$5.7 billion

$49per share

2024 Segment Performance, Balance Sheet, Infrastructure and Additional Performance Indicators

Global Wealth Management

u   Record net revenue of $3.3bn, up 8% over 2023

u   Pre-taxoperating income of $1.2 billion

u   Strong recruiting pipeline; we recruited 100 new financial advisors in a challenging environment

u   Net revenue of $1.6bn, up 30% over 2023

u   Pre-taxoperating income of $233 million

u   Improved integration and alignment across all divisions and geographies in the Institutional Group

u   Maintained a Tier 1 leverage capital ratio of 11.4%

u   Repurchased over 3 million common shares at an average price of $77.28

u   Improved client-facing infrastructure

u   Extended algorithmic institutional trading capabilities in both equities and fixed income

u   Maintained robust cybersecurity protections

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 2024 Segment Performance, Balance Sheet, Infrastructure and Additional Performance Indicators

We explain why we use certain non-GAAPmeasures on page 47.

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 Additional Performance Indicators

Non-GAAPReturn on Common Equity

Non-GAAPTangible Return on Common Equity

Total Shareholder Return

Non-GAAP Pre-TaxMargin on Net Revenues

Book Value Per Share

Non-GAAPCompensation to Revenue Ratio

 Relative Performance of Common Stock

5-Year

Growth 

CAGR 

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 Strategic Execution

Accretive to our

Shareholders

Accretive to our

Associates

Accretive to our

Clients

To our shareholders, through expected revenue and EPS growth in a reasonable timeframe.

To our associates, through additional capabilities and new geographies.

To our new partners, through the stability of Stifel's size and scale, coupled with a significant retention of their own ability to direct their own businesses.

 Strengthening Controls and our Culture

Ongoing Risk Management. In 2024, Stifel continued to manage its balance sheet, capital, liquidity and overall risk conservatively. The Board's Risk Management Committee oversees major risk exposures, including market, credit, capital and liquidity, operational, regulatory, strategic and reputational risks. Our Enterprise Risk Management program, under the direction of our Chief Risk Officer, and other members of the Company's management have prepared a series of risk appetite statements that articulate our overall risk culture. The Board's Risk Committee reviews and approves risk appetite statements at least annually and receives at least quarterly updates on the Company's adherence to them. The Board's Risk Committee also receives quarterly risk assessments that identify, measure, and monitor existing and emerging risks, in addition to any changes to internal controls. In addition, the Board's Risk Committee reviews the potential effect of significant matters and decisions on the Company's reputation.

Cybersecurity. The Company, including its Board and senior management, devote significant time and resources to dynamic and growing cybersecurity defense. The Risk Management Committee of the board devotes one full meeting each year to cybersecurity, and considers cybersecurity in its other meetings as appropriate. The Company's cybersecurity architecture and layered technologies are carefully considered. Security personnel provide ongoing threat monitoring and work across technology disciplines to monitor cyber threats. The Company's team of security architects guides and coordinates internal and external protections. Other teams focus on assurance and continually monitor and test effectiveness. Management and the Board oversee these and other measures both directly and through the Risk Management Committee.

Investing in our infrastructure. We have continued to build out the infrastructure that enables us to continue to execute on our growth strategies, by bolstering our risk management, compliance, and internal audit functions, and ensuring that we fully comply with new and existing regulatory requirements. For example, we have made significant additions to our staff who stress

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test risk exposures and monitor compliance with rules and regulations. We have also significantly augmented the tools available to this staff. Likewise, we developed a number of new oversight capabilities to carefully manage risk in select Private Client Group business areas. Additionally, in the Technology and Operations areas we developed a number of new cross team communication capabilities as well as enhanced system monitoring tools and procedures. And in the Technology and Operations areas we continue to invest in personnel and technology systems that enhance firm-wide communication by providing project transparency and ongoing system monitoring. In addition, our internal audit team performed scores of internal audits in 2024.

Investing in Process Improvements and Controls. We continued to enhance our overall control environment by implementing new capabilities, policies and procedures that ensure effective management of our systems. A new set of internal committees and task forces have been formed to evaluate areas for improvement across the operational platform on an ongoing basis. Similarly, a number of procedures have been implemented to periodically review existing business controls in addition to the implementation of new controls. Management supports the necessary investments required to continuously improve the Company's systems and controls.

Building on our strong relationships with regulators. Stifel recognizes the critical importance to the safety and soundness of our company, and the value to our growth strategy, of building on the strong relationships we maintain with our regulators. Our history of growth in the heavily-regulated financial services industry, both organically and through acquisitions, is evidence of this commitment.

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 Investment in our People

Development and Growth

By listening to our associates, including those who have joined us through acquisitions, Stifel integrates best practices and strengthens the Company. Many parts of our business have formal cross-training and continued education programs.

Our management development programs identify and prepare leaders at Stifel for wider responsibility. In 2024, we provided new resources to managers to reinforce their leadership and ability to develop their teams.

Succession Planning

The Board has established the Office of the President, consisting of our two Co-Presidents,and developed a succession plan. The Board discusses succession planning in its executive sessions.

In addition, many of our larger departments have developed management succession processes that identify employees with high potential and prepare them to lead our future.

Welcoming Environment

We are dedicated to cultivating a welcoming environment at Stifel.

In our related report, available on our website, we describe the broad range of actions taken and efforts underway throughout Stifel to improve ourselves as a place for every associate to work and as a resource to every part of the many communities we serve.

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"Realized" compensation is paid either during or on account of the year, without being subject to further conditions, and is of fixed realizable value and ordinarily available to the executive officer.

"At-Risk"compensation, by contrast, is delayed and/or subject to future conditions, inlcuding potential clawbacks. An executive officer risks losing it on account of these conditions not being met.

 Alignment of CEO Compensation with Key Performance Measures

Mr. Kruszewski led the firm through rapidly changing market conditions with stability and significant growth.

It is appropriate to lead with At-Riskforms of compensation as incremental compensation is awarded. Approximately two-thirdsof incremental CEO compensation since 2016 has been At-Risk.59% of CEO compensation for 2024 was At-Risk.

The CEO's annual compensation reflected a consistent application of the Committee's compensation philosophy with respect to CEO compensation in terms of following the following three principals:

The total amount of annual CEO compensation has closely tracked historical Stifel performance, as measured by the three primary performance goals established by the Committee: non-GAAPnet revenue, non-GAAP pre-taxnet income and non-GAAPdiluted EPS, emphasizing non-GAAP pre-taxnet income and non-GAAPdiluted EPS. See "Use of Non-GAAPMeasures" on page 47 for a description of how and why these measures differ from GAAP measures.

The ultimately realized value of CEO compensation is closely tied to future Stifel performance, as measured by the performance of common stock, in the case of RSUs, and as measured by the performance of common stock, our total shareholder return relative to the total shareholder return of a peer group of firms, non-GAAPdiluted EPS and non-GAAP return on common equity, in the case of PRSUs.

The ongoing powerful and direct alignment of the CEO with the interests of all shareholders through the CEO's existing share ownership, which is significant.

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Name

Year  

Fixed

Compensation

Annual Incentive Compensation

Subtotal

At-Risk

Total  

Compen-  

sation⁽¹⁾  

Base Salary

Cash

Bonus

RSUs, RSAs,

Debentures and

Restricted Cash

PRSUs

Year-

over-Year %

Change

Year-over-

Year
% Change

All dollar amounts in table rounded to the nearest $10,000; all percentages rounded to the nearest whole percent. For differences between this table and the Summary Compensation Table, see page 47, Summary Compensation Table Treatment of Timing of Compensation.

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Ronald J. Kruszewski

Chairman and CEO

Ronald J. Kruszewski is Chairman of the Board and Chief Executive Officer of Stifel Financial Corp. and Stifel, Nicolaus & Company, Incorporated. He joined the Company as Chief Executive Officer in September 1997. Mr. Kruszewski is Vice-Chair of the Board of Directors of SIFMA (Securities Industry and Financial Markets Association) and has served as Chair of the ASA (American Securities Association) and on the Federal Advisory Council of the St. Louis Federal Reserve Board of Directors.

P   Record net revenues

P   Record revenue for Global Wealth Management and second-highest Institutional Group revenue

P   Earnings Per Share increased by 46%

P   Increased common shares dividend by 10% beginning in the first quarter of 2025

P    Record asset management revenues

P    Strong recruitment of financial advisors, building on the strength of Global Wealth Management

P    Continued to build Stifel Bank

P    Announcement of deal to acquire Bryan Garnier, bolstering the Institutional Group's investment banking capabilities on both sides of the Atlantic

P   Focus on capital adequacy and risk-adjusted returns

P   Led response to changing regulatory and macroeconomic environment

P    Disciplined management of compensation ratio

P    Stable, conservative management of capital assets in challenging operating environment

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James M. Zemlyak, Co-Presidentand Head of Global Wealth Management

James M. Zemlyak was named Co-Presidentin June 2014. Mr. Zemlyak served as Chief Financial Officer of Stifel Financial Corp. from February 1999 through August 2018 and was Treasurer of Stifel Financial Corp. from February 1999 to January 2012. Mr. Zemlyak has been Chief Operating Officer of Stifel, Nicolaus & Company, Incorporated since August 2002 and Executive Vice President since December 2005. In addition, he served as Chief Financial Officer of Stifel, Nicolaus & Company, Incorporated from February 1999 to October 2006.

2024 Performance Highlights

P   Record net revenues

P   Strong recruiting pipeline; we recruited 100 new financial advisors in a challenging environment

P   Continued to build Stifel Bank

P   Controlled compensation and non-compensationoperating expenses despite revenue growth through expense discipline

Compensation Mix

Victor J. Nesi, Co-Presidentand Head of the Institutional Group

Victor J. Nesi joined Stifel in 2009 as Co-headof its Institutional Group, was named Co-Presidentin 2014, and sole head of the Institutional Group in 2017. As sole head, Mr. Nesi implemented a strategy of integrating and aligning Stifel's Institutional Group divisions across business lines and geographies. Over the course of his leadership, the Institutional business at Stifel has increased five-fold as measured by revenues, from both organic growth and the integration of the professionals from over 20 acquisitions globally. Prior to joining Stifel, Mr. Nesi held a number of senior management positions at Merrill Lynch, including running its investment banking business in North America from 2005-2007. In his 30-yearinvestment banking career, Mr. Nesi has advised clients on strategic advisory transactions totaling in excess of $200 billion; and financing assignments across both debt and equity transactions.

2024 Performance Highlights

P   Institutional Group net revenues increased 30% year-on-year,to nearly $1.6 billion, second-best year

P   Institutional Group pre-taxnet income increased dramatically year-on-yearto over $223 million

P   Successful leadership of numerous initiatives, including launch of Stifel North Atlantic AM-ForwardFund, which invests in aerospace and defense small business manufacturers, in support of national policy

P   Improved compensation and non-compensationoperating expense ratios through a combination of revenue growth and expense discipline

Compensation Mix

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Thomas B. Michaud, Senior Vice President,

President and CEO of Keefe, Bruyette & Woods,

Co-Headof Institutional Equities and Advisory

Thomas B. Michaud is in his 39th year with KBW. He was named President and CEO in 2011, having served as Vice Chairman and COO of the Holding Company since 2001 and President of the main subsidiary since 2006. KBW was acquired by Stifel in February 2013 and he leads Stifel's investment banking business in the financial services and fintech sectors. In additional to managing the day to day operations of KBW, in April 2024 Mr. Michaud was promoted to Global Co-Headof Stifel's Institutional Equities and Advisory business. Under Mr. Michaud's leadership, KBW is regularly recognized for its leadership in research, mergers and acquisitions, capital raising, and equity sales and trading. Mr. Michaud maintains strong personal relationships with leading industry executives and has been instrumental in sourcing and executing many of KBW's largest transactions. His views are frequently sought by corporate clients, their boards, investors, Congress, policymakers and the media.

2024 Performance Highlights

P   Led extension of investment banking market share in both capital raising and M&A to a 63-yearhigh, with KBW ranking first in bank M&A and in FIG underwriting by a middle market equity underwriter

P   Led KBW to continued top ranking from Extel/Institutional Investor, Coalition Greenwich and McLagan across the equity research, sales, trading and corporate access/conference platform.

P   Central to many of the firm's most important relationships

P   Co-ledkey initiatives to further strengthen the Stifel Equities & Advisory Businesses

Compensation Mix

James M. Marischen,Chief Financial Officer

James M. Marischen was named Chief Financial Officer of Stifel Financial Corp. in August 2018. From 2015 to 2018, he served as the Company's Chief Accounting Officer and Chief Risk Officer, with responsibilities including oversight of corporate accounting, financial analysis and planning, tax, treasury, and enterprise risk management. Mr. Marischen joined Stifel in 2008, serving as Chief Financial Officer and Executive Vice President of Stifel Bank & Trust from 2008 to 2015. Prior to joining Stifel, Mr. Marischen worked in public accounting at KPMG LLP. Mr. Marischen earned a Bachelor of Science in Accounting and a Master of Accountancy from Truman State University.

2024 Performance Highlights

P   Supported the Company in achieving record net revenues

P   Focus on expense discipline contributed to favorable pre-tax margins

P   Oversight of capital and liquidity management, including a substantial increase in the common dividend

P   Management and oversight of finance and enterprise risk management

Compensation Mix

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What We Do and Don't Do

P   Emphasize annual incentive compensation tied to Company and individual performance

P   Encourage stock ownership by deferring a portion of annual compensation in the form of RSUs and PRSUs and award long-term incentives with multi-year vesting periods of typically five years

P   Maintain stock ownership guidelines; currently, all executives exceed these guidelines

P   Focus executive officers on our long-term performance with the award of PRSUs based in significant part on ROCE performance

P   Utilize a formal process and incentive framework to set executive officer compensation

P   "Double trigger" on equity awards

P   Retain an independent compensation consultant

P   Conduct annual risk review

P   Engage with shareholders