Table of Contents

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

SCHEDULE 14A

Proxy Statement Pursuant to Section 14(a) of the

Securities Exchange Act of 1934 (Amendment No. )

General Electric Company

(Name of Registrant as Specified In Its Charter)

(Name of Person(s) Filing Proxy Statement, if Other Thanother than the Registrant)

Table of Contents

		2021 Notice of Annual Meeting and Proxy Statement

2023
NOTICE OF
ANNUAL MEETING
AND PROXY
STATEMENT

Table of Contents

Guide to GE’s Proxy Statement

1		Letter from the Lead Director
				��
2		GE’s Purpose, Strategy and Progress
4		Voting Roadmap				Significant Information in this Section
5		Notice of Annual Meeting
6		Governance
		Election of Directors				8		Nominee Biographies
7		Board Nominees				15		Board Leadership Structure
7		Qualifications and Attributes				18		Risk Oversight
7		Key Corporate Governance Practices				22		Investor Outreach
8		Nominee Biographies				24		Board Meeting Attendance			General Electric Company Executive Offices 5 Necco Street Boston, MA 02210
12		Board Composition				14		Director Independence
15		Board Leadership Structure				12		Director Qualifications
16		Board Operations				12		Director Term Limits
18		Key Areas of Board Oversight				24		Overboarding Policy
21		Board Governance Practices				24		Political Spending Oversight
22		How We Get Feedback from Investors				25		Related Person Transactions
24		Other Governance Policies & Practices				25		Stock Ownership for Executives & Directors
25		Stock Ownership Information
27		Compensation
27		Letter from the Management Development & Compensation Committee				53		Peer Group and Benchmarking			WHY ARE WE SENDING YOU THESE MATERIALS On behalf of our Board of Directors, we are making these materials available to you (beginning on or about March 23, 2021) in connection with GE’s solicitation of proxies for our 2021 annual meeting of shareholders.
						35		CEO Performance Evaluation
		MANAGEMENT PROPOSAL NO. 1 Advisory Approval of Our Named Executives’ Pay				48		Employment and Separation Agreements
29		Overview of Our Executive Compensation Program				50		Severance Benefits
30		Overview of Our Incentive Compensation Plans				51		Death Benefits
35		Compensation Actions for 2020				53		Succession Planning
39		Summary Compensation				30		Pay for Performance
41		Long-Term Incentive Compensation				53		Our Policies on Compensation Consultants
44		Deferred Compensation
46		Pension Benefits				54		Share Ownership Requirements
48		Potential Termination Payments
53		Other Executive Compensation Practices & Policies				54		Hedging Policy			WHAT DO WE NEED FROM YOU? Please read these materials and submit your vote and proxy by mobile device or the Internet, or, if you received your materials by mail, you can also submit your vote and proxy by telephone or complete and return your proxy card or voting instruction form.
54		Explanation of Non-GAAP Financial Measures and Performance Metrics				54		Pledging Policy
						54		Dividend Equivalents Policy
55		CEO Pay Ratio
55		Director Compensation
57		Audit
		MANAGEMENT PROPOSAL NO. 2				58		Auditor Fees
		Ratification of Deloitte as Independent Auditor for 2021				57		Auditor Tenure
57		Independent Auditor Rotation
57		Independent Auditor Information
59		Audit Committee Report
60		Reverse Stock Split
		MANAGEMENT PROPOSAL NO. 3 Approval of a Reverse Stock Split and Reduction in our Authorized Stock and Par Value
60		Reverse Stock Split and Reduction in Authorized Stock and Par Value									WHERE CAN YOU FIND MORE INFORMATION? 2020 Annual Report https://www.ge.com/investor-relations/annual-report 2020 Diversity Annual Report https://www.ge.com/about-us/ diversity 2021 Proxy Statement https://www.ge.com/proxy 2021 Sustainability Report To be published later this year https://www.ge.com/ sustainability
64		Shareholder Proposals
64		SHAREHOLDER PROPOSAL NO. 1 Multiple Candidate Elections				68		Deadlines for 2022
						68		Proxy Access
65		SHAREHOLDER PROPOSAL NO. 2 Independent Board Chairman
66		SHAREHOLDER PROPOSAL NO. 3 Report on Net Zero Indicator
68		Submitting 2022 Proposals
69		Voting and Meeting Information
69		Proxy Solicitation & Document Request Information
69		Voting Information				Also see “Acronyms Used” on page 73 for a guide to the acronyms used throughout this proxy statement.
71		Meeting Information
72		Appendix A
72		Reverse Stock Split Form of Charter Amendment
73		Helpful Resources

Table of Contents

Letter from the Lead Director

Fellow Shareholders,

When I wrote to you last year, none of us could have imagined the scale of the challenges that 2020 would bring. I am proud of how the GE team rose to meet these challenges, while continuing to deliver for customers and propelling our transformation forward. As we begin 2021, I want to take this opportunity to share insights into how our Board worked on your behalf this past year. PROTECTING OUR EMPLOYEES AND COMMUNITIES 1During 2020, the GE team was focused first and foremost on protecting the health and safety of our employees and communities. At the onset of the COVID-19 pandemic, GE quickly instituted strong safety precautions for its global workforce and pledged financial support to employees and their families through GE’s new Employee Relief Fund. The Board was engaged throughout the year with leadership in taking steps to keep our workplaces around the world safe, to accelerate the manufacture of life-saving respirators and to assure GE’s operations were functioning well in a digital and remote work environment. As part of his drive to use lean principles to improve GE’s performance, our Chairman and CEO, Larry Culp, has prioritized operational safety and product quality. We are also focused on this at the Board. We use reporting from management in both of these areas as a barometer of organizational health, as well as of the safety of our people and the products that GE produces. ACCELERATING GE’S TRANSFORMATION GE entered 2020 with momentum and a clear plan to drive profitable growth, margin expansion and cash generation. However, we embraced new realities due to the pandemic, and GE’s leadership team took decisive action to preserve and build GE’s strength. The Board focused on how the team was mitigating the financial impact of the pandemic on the company overall and, in particular, on the Aviation and Healthcare businesses that were most directly affected by the global downturn. Meanwhile, we engaged with leadership on the turnarounds in the Power and Renewable		Energy businesses, where operational improvements are underway to expand margins and improve cash realization. As a Board, we oversaw actions to: Strengthen our businesses: reduced costs by more than $2 billion, executed on $3 billion of cash preservation actions and delivered positive free cash flow at Gas Power one year ahead of target. Fortify the balance sheet: took action to reduce GE’s debt by $16 billion in 2020 and by $30 billion since the beginning of 2019, and reduced near-term liquidity needs by $10.5 billion. Focus the portfolio: completed the sales of the BioPharma and Lighting businesses and launched a program to fully monetize GE’s remaining stake in Baker Hughes Company. The Board also worked with Larry over the past year on key leadership hires and did deep dives into succession planning. What GE does is critically important to the world, and a key part of our responsibility on the Board is making sure that GE has the right people in the right jobs today and a pipeline of talent for tomorrow. We have reviewed elements of GE’s long-term strategy at every meeting, and those discussions invariably revolved around ensuring financial resilience and properly investing in people, business processes and technology for the future. BOARD OVERSIGHT AND ENGAGEMENT During the early months of the pandemic, our oversight at the Board was focused on health and safety, business continuity, risk management and governance for weathering an exceptionally challenging and uncertain environment. We also moved swiftly to take a series of treasury actions to shore up the balance sheet and preserve liquidity, as well as operational cost and cash actions across GE’s businesses to manage risk and mitigate adverse financial impactsLetter from the volatile supplyLead Director
2		GE: A New Era Begins
4		Notice of 2023 Annual Meeting
5		Shareholder Engagement in 2022
6		Governance
		MANAGEMENT PROPOSAL NO. 1 Election of Directors
7		Board Nominees
7		Qualifications and demand dynamics in our industries. During the summer, after implementing those earliest stabilizing actions, the Board’s attention also shifted to the leadership team and providing appropriate incentive arrangements for the Attributes
7		CEO and other key employees, as described in greater detail in the letterKey Corporate Governance Practices
8		Nominee Biographies
12		Board Composition
14		Board Leadership Structure
15		Board Governance Practices
16		Board Operations
17		Board Committees
18		Key Areas of Board Oversight
20		Other Governance Policies & Practices
23		Director Compensation
25		Stock Ownership Information
26		Compensation
26		Letter from the Management Development & Compensation Committee. As aCommittee
		MANAGEMENT PROPOSAL NO. 2 Advisory Approval of Our Named Executives’ Compensation
27		Shareholder Engagement on Executive Compensation
28		Compensation Discussion & Analysis
29		Overview of Our Executive Compensation Program
30		Key Elements of Compensation for Our Named Executives
39		Compensation Actions for 2022
42		Summary Compensation
44		Incentive Compensation
47		Deferred Compensation
49		Pension Benefits
51		Potential Termination Payments
56		Other Executive Compensation Policies & Practices
57		Management Development & Compensation Committee Report
58		CEO Pay Ratio
58		Pay Versus Performance

On behalf of our Board of Directors, we are making these materials available to you (beginning on or about March 22, 2023) in connection with GE’s solicitation of proxies for our 2023 Annual Meeting.

General Electric Company Executive Offices

5 Necco Street,

Boston, MA 02210

61		Say-On-Frequency Vote
		MANAGEMENT PROPOSAL NO. 3 Advisory Vote on the Frequency of Future Advisory Votes to Approve Our Named Executives’ Compensation
62		Independent Auditor
		MANAGEMENT PROPOSAL NO. 4 Ratification of Deloitte as Independent Auditor for 2023
62		Audit Committee Report
64		Shareholder Proposals
64		SHAREHOLDER PROPOSAL NO. 1 Independent Board we switched from in-person to virtual meetings, just as many of our employees did the same. Directors continued their ongoing discussions with leadership throughout the year, albeit usually by video. Larry has encouraged directors to feel free to speak to any member of leadership at any time, to dive deeper into topic areas where we have specific expertise or concern and to hear directly from GE’s people. Larry regularly updates the full Board informally, and many of us talk with him individually on a wide range of topics as issues arise. We held more than 35 formal meetings across the full Board and committees in 2020, in addition to numerous other engagements with the team throughout the year, including participation in GE employee leadership meetings. The atmosphere among Board members and with Larry and the GE team is exceptionally open, engaged and constructive. We have made meaningful progress over the past year, despite the additional unexpected challenges of a global pandemic. We also know that we have more work to do to drive the desired performance improvements and organizational change. On behalfChairman
66		SHAREHOLDER PROPOSAL NO. 2 Sale of the entireCompany
67		SHAREHOLDER PROPOSAL NO. 3 Fiduciary Carbon-Emission Relevance Report
68		SHAREHOLDER PROPOSAL NO. 4 Assess Energy-Related Asset Resilience
70		Submitting 2024 Proposals
71		Voting and Meeting Information
71		Voting Standards and Board I thank youRecommendations
71		Meeting Information
72		Voting Information
74		Other Information
75		Explanation of Non-GAAP Financial Measures and Performance Metrics
77		Helpful Resources

Index of Frequently Requested Information
63	Audit Fees
14	Board Leadership Structure
15	Board Self-Evaluation
58	CEO Pay Ratio
56	Clawback Policy
20	Director Attendance
21	Director Independence
7	Director Qualifications
7	Director Tenure and Term Limits
8	Nominee Biographies
20	Overboarding Policy
30	Peer Group
56	Policies on Compensation Consultant
22	Related Person Transactions
18	Risk Oversight
5	Shareholder Engagement
25	Stock Ownership for your continued investmentExecutives and support of GE as we work togetherDirectors
57	Stock Ownership Requirements
18	Sustainability Oversight
Also see Acronyms Used on page 77 for a guide to continue our transformation. We are committed to ensuring that GE is very well positioned to deliver value over the long term. THOMAS W. HORTON Lead Director acronyms used throughout this proxy statement.

GE 2021 PROXY STATEMENT       1

Table of Contents

Letter from the Lead Director

Fellow Shareholders,

The past year has been one of historic transformation for GE as it has been executing its strategic plan to form three industry-leading, global public companies: GE HealthCare, GE Vernova and GE Aerospace. We reached a major milestone in January 2023, with the successful spin-off of GE HealthCare as the first of the three planned independent companies. Today the GE team remains focused on continuing to strengthen and improve the operations of our remaining businesses, as we simultaneously work to be ready for the remaining planned spin-off of GE Vernova, our portfolio of energy businesses. With the success of the GE HealthCare separation as early evidence, the Board continues to believe executing on this plan will best position GE’s Purpose, Strategybusinesses to deliver long-term growth and Progresscreate value for all our stakeholders. In this letter, as I have for the past several years, I would like to offer some additional perspective about the Board’s efforts on your behalf.

OUR STRATEGY
1		Continuing to Strengthen our businesses		Leadership Strengthening our businesses begins with building the best team. Over the last two years we have continued to build our world-class team, with new leaders joining our strong bench of GE talent. These leaders are playing a critical role in GE’s transformation, and we are committed to the leadership behaviors of humility, transparency, and focus.

POWER MISSION Powering lives and making electricity more affordable, reliable, accessible, and more sustainable UNITS Gas Power, Power Portfolio INSTALLED BASE 7,000+ gas turbines CEO Gas Power: Scott Strazik; Power Portfolio: Dan Janki EMPLOYEES ~34,000 PROGRESS Gas Power built a lower risk equipment backlog, and delivered positive free cash flow one year ahead of its commitment due to efforts to reduce costs and improve working capital.

RENEWABLE ENERGY MISSION Making renewable power sources more affordable, reliable, and accessible for the benefit of people everywhere UNITS Onshore Wind, Offshore Wind, Grid Solutions Equipment and Services, Hydro Solutions, Hybrids Solutions INSTALLED BASE 400+ GW of renewable energy equipment CEO Jérôme Pécresse EMPLOYEES ~40,000 PROGRESS ●Onshore Wind delivered record global volumes in 2020, holding the No. 1 U.S. market position for the last two years. ●Offshore Wind received full certification for both the 12- and 13-megawatt Haliade™-X, the world’s most powerful offshore wind turbine in operation today, which now has 5.7 gigawatts in customer commitments. ●Renewable Energy’s growing backlog stands at an all-time high of $30 billion.

2		Solidifying our Financial Position		We reduced debt by about $16 billion in 2020 and by $30 billion since the beginning of 2019. We entered 2021 with $37 billion of liquidity, giving us that capacity to weather continued volatility, further de-lever, and focus on organic growth.
3		Driving long-term profitable growth		Lean Our lean operating philosophy supports our long-term growth strategies by emphasizing customer focus, elimination of waste, and ruthless prioritization of work to improve safety, quality, delivery, and cost. Lean principles help us examine processes and continually improve them by solving problems at their root cause.

2       GE 2021Board: we recognize the importance of maintaining an engaged and well-balanced GE Board during this transition period as some of our existing directors move from GE to the new spin-off companies, and as we also add new directors in anticipation of the planned separations. In September, we announced the board of directors for GE HealthCare, and that board serves as a model of how we plan to mix industry-relevant experience and diversity of skills, expertise and perspectives as we look ahead to the planned boards for GE Vernova and GE Aerospace. We wish several departing directors farewell: Risa Lavizzo-Mourey and Tom Mihaljevic, who joined the GE HealthCare board in January, and Frank D’Souza and Leslie Seidman, who are not standing for reelection when their current terms end in May. We also continue to miss our friend and colleague former U.S. Secretary of Defense Ash Carter, who sadly passed away in October. With these departures, though the individual directors cannot be replaced, we look ahead to the needs of GE Vernova and GE Aerospace in our recruitment efforts. We are pleased to be nominating Darren McDew and Jessica Uhl as new directors in this proxy, who will bring valuable perspectives that are well aligned with the two future companies.

Executing on Our Strategic Priorities

The steady performance and execution by the GE team over the past several years have laid the foundation for the path ahead. GE’s portfolio actions have made it a simpler, stronger, technology-driven industrial company than it was just a few years ago. In 2022, GE retired $11 billion of debt, bringing total debt reduction since 2018 to over $100 billion. As we remain focused on our objective to create two more investment-grade standalone companies, the Board has been regularly reviewing the company’s financial and capital allocation plans with management. This has involved considering a widening range of options to deploy surplus capital, which has already translated into the commencement of a common stock repurchase program in 2022 and the partial redemption of $3 billion of preferred stock this month. The Board will continue to have an active dialogue with management about capital allocation priorities as we move forward. We also have seen most of GE’s businesses deliver solid operational and financial performances for 2022 in the context of significant global challenges that included supply chain constraints, inflation, the Russian invasion of Ukraine and enduring effects of the COVID-19 pandemic. The Board commends the GE leadership and teams for their sustained and ongoing achievements.

Delivering for Shareholders

We remain committed to regular, robust engagement with our shareholders on governance matters. The past year was no exception, as we met with shareholders representing nearly half of all outstanding shares, which was nearly 75% of the shares held by institutional investors. I participated in a number of these calls and always appreciate the opportunity to speak directly with our large shareholders, answer their questions and hear their feedback. Our governance engagements covered a range of topics, including the Board’s activities, executive compensation matters and GE’s sustainability priorities and reporting. The overarching and most-common theme, however, was a keen interest in how GE and the Board are navigating these areas of corporate governance with the planned separations in view. Informed by those shareholder discussions, we have added specific highlights throughout this year’s proxy where there is key information related to the strategic plan and GE’s path forward.

We look forward to 2023 and beyond for continued performance by the GE businesses to deliver for our customers, shareholders and other stakeholders. These businesses all have important missions and are working to solve global challenges: GE Aerospace is creating a smarter and more efficient future of flight; the GE Vernova businesses are driving electrification and decarbonization through the energy transition; and GE HealthCare, now operating as a standalone company, is driving precision care. On behalf of the GE Board, thank you for your continued support of GE.

THOMAS W. HORTON

Lead Director

GE 2023 PROXY STATEMENT     1

Table of Contents

GE: A New Era Begins

New independent auditor After 2022 was a thoroughyear that propelled GE forward. We successfully completed the spin-off of GE HealthCare in January 2023, distributing approximately 80.1% of its common stock to GE shareholders and competitive review,retaining an approximately 19.9% stake in the company. We are making good progress on our Board selected Deloitteplans to launch GE Aerospace and GE Vernova as GE’s independent auditorindustry-leading, global, investment-grade public companies that will unlock greater value for 2021. our customers and shareholders.

Inclusion As independently run companies, GE Aerospace and diversity We named Mike Barber Chief Diversity Officer,GE Vernova will be better positioned to create long-term value as we shape the future of flight and appointed Chief Diversity Officers in each of our businesses. In February of 2021, we published GE’s first Diversity Annual Report in many years. lead the energy transition.

Solid Foundation

Strong financial position

●		We delivered strong full-year results across most of GE’s businesses in 2022, with total company revenue growth, margin expansion, and $4.8 billion of free cash flow.* Our four reporting segments in 2022 are listed below.
●	We strengthened our foundation, retiring an additional $11 billion of debt, bringing total debt reduction to over $100 billion since 2018.

Improved business and operating performance

We ran our operations better, further embedding lean and decentralization in our businesses.

●	AVIATIONLean transformation: Drove sustainable, impactful improvements in safety, quality, delivery, cost and cash management. We are making progress embedding lean practices and tools deeply into how we work, creating a problem-solving culture where problems are embraced, owned, analyzed and fixed.
●	Decentralization: Moved the decision-making center of gravity closer to the customer, resulting in greater accountability, more transparency and better results for our customers.

Our progress on these priorities has laid the foundation to launch three companies. More than a year after the announcement to form three independent companies from GE’s businesses, the logic behind—and our conviction in—our historic transformation has only strengthened. Along the way, the feedback from our customers, investors, employees and other stakeholders has been overwhelmingly positive.

AEROSPACE			HEALTHCARE
MISSIONProviding customers with engines, components, avionics and systems for commercial, military and business & general aviation aircraft and a global service network to support these offerings UNITS Commercial Engines and Services, Military, Systems & Other INSTALLED BASE ~37,700 ~40,900 commercial aircraft engines1 engines** and ~26,500~26,100 military aircraft engines CEO John Slattery H. Lawrence Culp, Jr. EMPLOYEES ~40,000 ~45,000 PROGRESS2022 REVENUES ●As commercial airlines lost$26.0 billion			MISSION Building a half-trillion dollarshealthier future and creating a world where healthcare has no limits UNITS Healthcare Systems, Pharmaceutical Diagnostics INSTALLED BASE 4M+ installations; 2B+ patient exams per year CEO Peter Arduini EMPLOYEES ~49,000 2022 REVENUES $18.5 billion Note: GE HealthCare refers to our reporting segment prior to the spin-off in revenueJanuary 2023, and saw demand drop bythereafter refers to GE HealthCare Technologies Inc.
RENEWABLE ENERGY			POWER
MISSION Making renewable power sources more than 65 percent2, Aviation supported our global customers throughout, helping them manage their fleetsaffordable, reliable and maintenance plans as they sought to conserve cash. ●Aviation improved margins throughaccessible for the yearbenefit of people everywhere UNITS Onshore Wind, Offshore Wind, Grid Solutions Equipment and delivered nearly breakeven free cash flow. ●Our LEAP backlog stands at approximately 9,600 engines. 1Services, Hydro Solutions, Hybrids Solutions INSTALLED BASE 400+ GW of renewable energy equipment CEO Scott Strazik EMPLOYEES ~36,000 2022 REVENUES $13.0 billion			MISSION Powering lives and making electricity more affordable, reliable, accessible, and more sustainable UNITS Gas Power, Steam Power, Power Conversion, Nuclear & Other INSTALLED BASE ~7,000 gas turbines CEO Scott Strazik EMPLOYEES ~32,000 2022 REVENUES $16.3 billion

*	Non-GAAP Financial Measure. For information on how these metrics are calculated, see Explanation of Non-GAAP Financial Measures and Performance Metrics on page 75.
**	Including GE and its joint venture partners 2IATA data, November 24, 2020	HEALTHCARE MISSION Operating at the center of an ecosystem working toward precision health – digitizing healthcare, helping drive productivity and improving outcomes across the health system UNITS Healthcare Systems, Pharmaceutical Diagnostics, BioPharma (this business was sold on March 31, 2020) INSTALLED BASE 4M+ healthcare installations CEO Kieran Murphy EMPLOYEES ~47,000 PROGRESS ●Healthcare grew revenue organically and delivered strong margin and cash performance. ●In 2020, the team increased output for critical medical equipment helping doctors diagnose and treat patients with COVID-19, including quadrupling ventilator production. ●We invested for the future, launching more than 40 new products.	CAPITAL MISSION Designing and delivering innovative financial solutions for GE Industrial customers in markets around the world UNITS GE Capital Aviation Services (GECAS), Energy Financial Services (EFS), Working Capital Solutions (WCS), Insurance CEO Jennifer VanBelle EMPLOYEES ~2,000 PROGRESS ●GE Capital continued to support our industrial businesses and reduce overall risk while navigating significant industry disruption. ●With lower debt and a broader commercial market recovery, we expect GE Capital earnings to improve. partners.

Margins and profit also contracted organically, but they improved through the year as we executed better and streamlined our costs. We delivered positive free cash flow despite the still-difficult macro environment.		Some of the information in this section is forward-looking. For more information about our forward-looking statements, see “Caution Concerning Forward-Looking Statements” on page 54.
In addition to improving our manufacturing processes and delivering higher quality service to our customers, we’re also running the company with a lean operating model, standardizing our quarterly operating approach to focus on key company priorities such as talent, strategy, and budgeting. We are working hard to scale lean company-wide to help GE improve performance and drive lasting cultural change.

GE 20212023 PROXY STATEMENT3

Table of Contents

Voting RoadmapCreating Value Today and Tomorrow

1			2			3			4
Director Elections			Compensation			Audit			Reverse Stock Split
Election of directors			Advisory approval of our named executives’ pay			Ratification of Deloitte as independent auditor for 2021			Approve a reverse stock split and reduction in our authorized stock and par value
			See page 27 for a Letter from the Management Development & Compensation Committee that discusses the Committee’s actions over the past year.
Your Board recommends a vote FOR each director nominee			Your Board recommends a vote FOR this proposal			Your Board recommends a vote FOR this proposal			Your Board recommends a vote FOR this proposal
See page 6			See page 27			See page 57			See page 60

With the separation of GE HealthCare already completed, we believe the remaining GE businesses are positioned to continue to lead in two critical growth sectors: creating a smarter and more efficient future of flight and driving decarbonization through the energy transition.

		SHAREHOLDER PROPOSAL NO. 1		SHAREHOLDER PROPOSAL NO. 2			SHAREHOLDER PROPOSAL NO. 3
Multiple Candidate Elections		Independent Board Chairman			Report on Net Zero Indicator
	Your vote●  In 2022, nearly three billion people flew with our engine technology under wing. We have nearly 41,000 commercial engines at work in more than 70% of global airlines, and a diverse portfolio of more than 26,000 military engines. We take that responsibility seriously, living our purpose to invent the future of flight, lift people up and bring them home safely. ●  GE Aerospace is needed on three proposals:leveraging its best-in-class technology portfolio to develop next generation programs. ●  We are continuing our efforts to support the use of sustainable aviation fuel, or SAF, which is vital to enabling the airline industry to meet its decarbonization goals. The RISE program with CFM International (our 50-50 joint venture with Safran) aims to reduce fuel consumption and CO2 emissions by more than 20% compared with today’s most efficient engines. ●  We are also developing a new flight test program for a hydrogen combustion engine and an open fan flight test demonstration, both with Airbus, as well as working with NASA and Boeing to develop hybrid electric engines. ●  The quality of our technology and product development plans, the energy and collaboration of our team and our unique positioning as the industry’s largest and youngest fleet give us confidence that this business will generate significant value for decades to come.				Your Board recommends●  GE’s portfolio of energy businesses, which we call GE Vernova, is helping the energy sector solve for sustainability, reliability and affordability. With approximately 54,000 wind turbines and 7,000 gas turbines installed worldwide, GE Vernova helps generate 30% of the world’s electricity and has a vote meaningful role to play in the energy transition. AGAINST●   Shareholder Proposals 1The planned spin-off of GE Vernova comes as the world faces a 50% increase in electricity demand over the next two decades. Against this backdrop, the strategic imperative to electrify and 2decarbonize the world is a challenge that GE Vernova was made to meet. ●  For our Power business, global gas generation and utilization continues to grow, with strength in Europe and the U.S. Gas remains a fuel of choice on dispatch curves globally to meet growing electricity demand. Our gas turbines have already accumulated more than eight million hours running on blends of hydrogen and similar fuels. ●  For our Renewable Energy business, the U.S. Inflation Reduction Act is game-changing. It provides the certainty and stability our customers need to make long-term investments, especially in Onshore Wind. ●  While we work on breakthrough technologies for tomorrow, we continue to build and deliver state-of-the-art equipment the world needs today to decarbonize the energy sector while building resilience in more than 170 countries around the world.			Your Board recommends a vote FOR Shareholder Proposal 3
See page 64

4       GE 20212023 PROXY STATEMENT3

Table of Contents

Notice of 2023 Annual Meeting

You are invited to participate in GE’s 2021 Annual Meeting. If you were a GE shareholder at the close of business on March 8, 2021, you are entitled to vote at the Annual Meeting. Even if you plan to attend the live webcast, we encourage you to submit your vote as soon as possible through one of the methods below. Cordially, MIKE HOLSTON, SECRETARYAgenda Agenda
1
1	Elect the 1110 director nominees named in the proxy for the coming year
	FOR each director nominee	Page 7
	See page 1 for a Letter from the Lead Director
			FOR each director nominee	Page 6
2	ApproveAdvisory approval of our named executives’ compensation in advisory vote(Say-on-Pay)
	FOR	Page 26
	See page 26 for a Letter from the Management Development & Compensation Committee
3	Advisory vote on the frequency of future advisory votes on our named executives’ compensation (Say-on-Frequency)
	FOR ONE YEAR	Page 2761
3
4	Ratify the selection of Deloitte as independent auditor for 2021 2023
	FOR	Page 5762
4	Approve a reverse stock split and reduction in our authorized stock and par value
5			FOR	Page 60
5	Vote on the shareholder proposals included in the proxy, if properly presented at the meeting
	AGAINST each proposal	Page 64
	AGAINST proposals 1 and 2 FOR proposal 3		Page 64
Shareholders also will transact any other business that properly comes before the meeting

PRELIMINARY PROXY STATEMENT — SUBJECT TO COMPLETION

Notice of Annual Meeting

Voting Q&A Who can vote? Shareholders as of our record date, March 8, 2021. How many shares are entitled to vote? 8.8 billion common shares (preferred shares are not entitled to vote). How many votes do I get? One vote on each proposal for each share you held as of the record date (see first question above). Do you have an independent inspector of elections? Yes, you can reach them at First Coast Results, Inc., 200 Business Park Circle, Suite 112, Saint Augustine, FL 32095. Can I change my vote? Yes, by voting during the meeting, delivering a new proxy or notifying First Coast Results in writing.		However, if you hold shares through a broker, you will need to contact them directly. Is my vote confidential? Yes, only First Coast Results and certain GE employees/agents have access to individual shareholder voting records. How many votes are needed to approve a proposal? Majority of votes cast, with abstentions and broker non-votes generally not being counted and having no effect, except that Management Proposal No. 3 – Approval of a Reverse Stock Split requires a majority of shares outstanding, with abstentions and broker non-votes having the same effect as a vote against. Where can I find out more information? See “Voting and Meeting Information” on page 69.

	HOW YOU CAN VOTE
	Via the internet at www.proxyvote.com, or at the website indicated on the materials provided to you by your broker
	Via the internet at www.proxyvote.com
		By Telephone Call the telephone number on your proxy card or voting instruction form or notice
		By Mail Sign, date and return your proxy card or voting instruction form

Logistics

DATE AND TIME May 4, 2021 at 10:00 a.m. Eastern Time LOCATION Live Webcast at: www.virtualshareholdermeeting.com/GE2021 FORMAT OF THE ANNUAL MEETING The Governor of the State of New York has issued several temporary executive orders permitting New York corporations to hold virtual only shareholder meetings in light of the COVID-19 pandemic. If the Governor’s temporary order is extended through the date of the Annual Meeting, we intend to hold the Annual Meeting solely by means of remote communications with no in-person location. In the event such temporary order is not extended to the date of our annual meeting, we may provide a venue for an in-person annual meeting, in addition to virtual participation. In that case, we would notify our shareholders in advance on our website and by issuing a press release and filing it as additional proxy materials with the Securities and Exchange Commission. Attendance at an in-person meeting would include additional safety precautions in light of the COVID-19 pandemic.
	ACCESS TO THE AUDIO WEBCAST OF THE ANNUAL MEETING The live audio webcast of the 2021 Annual Meeting will begin at 10:00 a.m. Eastern Time. As with our past in-person annual meetings, weIf you are making the virtual meeting available to the public to listen live. Anyone wishing to do so may go to www.virtualshareholdermeeting.com/GE2021a beneficial owner and enter asreceived a guest. ATTENDANCE INSTRUCTIONS You are entitled to participate in the Annual Meeting if you were a shareholder as of the close of business on March 8, 2021, the record date, or hold a valid proxy for the meeting. To participate in the virtual meeting, including to vote or to ask questions, you must access the meeting website at www.virtualshareholdermeeting.com/GE2021, andvoting instruction form, please follow the instructions onprovided by your proxy card, voting instruction formbank or Notice of Internet Availability. Online check-in will begin approximately 15 minutes before the meeting and we encourage youbroker to allow ample time for check-in procedures. Where can I find out more information? See “Voting and Meeting Information” on page 69. vote your shares.

We have created an Annual Meeting website at https://www.ge.com/annualmeeting to make it easy to access our 2023 Annual Meeting materials. At the Annual Meeting website you can find an overview of the items to be voted, the proxy statement and the annual report to read online or to download, as well as a link to vote your shares.

WHERE CAN YOU FIND MORE INFORMATION?

Where can I find out more information? See Voting and Meeting Information on page 71.

4GE 20212023 PROXY STATEMENT5

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Shareholder Engagement in 2022

GovernanceWe have ongoing and robust engagement with our shareholders that includes governance-focused engagement meetings throughout each year. We value being close to our shareholders and hearing their feedback directly, as we seek to continuously improve GE’s performance, programs and reporting. The governance engagements highlighted below are in addition to the regular discussions that our senior leadership and Investor Relations teams have with many institutional and retail shareholders, which often include governance, sustainability and similar matters as well.

Who We Met With
74%	Engaged with shareholders representing approximately 74% of outstanding shares held by institutional investors				53%	Represents approximately 53% of total outstanding shares

Election of Directors
What are you voting on? At the 2021 annual meeting, eleven director nominees are  Regular Outreach to be elected to hold office until the 2022 annual meeting and until their successors have been elected and qualified. Engage with Shareholders			Your Board recommends a vote for each nominee All nominees are current GE Board members who were elected by shareholders at the 2020 annual meeting.

Board RhythmSTRATEGY	See Page 18		BOARD OF DIRECTORS		See Page 7
	6/year Regular meetings		1/year Strategy session		1/year Board self-evaluation		2020 MEETINGS Over 35 meetings of the full Board and committees, including 3 meetings of the independent directors
Chair		Lead Director		2+/year		2+/year			Calls
Larry Culp●   Executing on plan to launch three independent companies. In January, we completed the separation of our HealthCare business with the spin-off of GE HealthCare. We continue to work towards our second planned spin-off for GE Vernova, our portfolio of energy businesses. ●   Our Path Forward. Based on shareholders’ interest, we have highlighted sections in this year’s proxy statement detailing key progress, actions and expectations related to the spin-offs with call-out boxes labeled “Our Path Forward.”			●   Named two new directors with industry and operating expertise to the GE Board aligned with our strategic transformation. We are continuing ongoing director recruitment so that the planned future GE Vernova and GE Aerospace companies will both have dedicated boards with deep domain expertise, as with GE HealthCare. ●   Committee leadership refreshment. The Board appointed new chairs for both the Management Development & Compensation Committee and the Governance & Public Affairs Committee during the past year.
EXECUTIVE COMPENSATION	See Pages 26 & 27		SUSTAINABILITY		See Page 18
Tom Horton●   Compensation decisions for NEOs. Again this year, annual bonuses for our named executives were formulaic and based only on predetermined performance targets for our businesses. ●   New design for PSU awards. In response to shareholder feedback, we modified the design of the 2023 PSU awards to measure performance based on the average of three consecutive one-year performance periods, modified by a three-year relative TSR. ●   Enhanced disclosure. In addition to executive compensation highlights related to the spin-offs, this year’s proxy statement features a variety of disclosure enhancements informed by shareholder feedback, including a redesigned Compensation Discussion & Analysis (CD&A) section.			Business visits●   Continued to strengthen reporting. We published our second annual Sustainability Report and Diversity Report; we also published an inaugural Human Rights Report, with increased detail about governance and due diligence processes related to human rights and our supply chain. ●   Climate reporting. We reported Scope 3 emissions for each directoruse of sold products for the first time for our Power and Aerospace businesses in the Sustainability Report, with business-specific views of the technology roadmaps to make progress toward net zero by 2050.
	Governance & investor feedback reviews		Between meetings

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6     GE 2023 PROXY STATEMENT

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Board Nominees

	Board Nominees
	TENURE 4.1			AGE
	3.4 years average tenure			61.8 years average age
	Our Board term limit is 15 years							AGE Our Board age limit is 75 years
	2 New (<1 year)	6 Medium-tenured (1-5 years)	2 Longer-tenured (≥6 years)	2 <60 years	6 60-65 years	2 >65 years
	DIVERSITY 2 of 4 Board leadership positions are held by women Our policy is to build a cognitively diverse board representing a range of backgrounds			INDEPENDENCE All independent except for the CEO All director nominees except our CEO are independent and meet heightened independence standards for our audit, compensation and governance committees
6 Newer	3 4 Medium-tenuredFemale (40%)	2 1 Longer-tenured		Ethnically diverse (10%)	6 3 <60 yearsBorn outside U.S. (30%)	5 9 60-70 yearsIndependent	0 1 >70 yearsNot Independent
(<3 years)	(4-6 years)	(>6 years)

DIVERSITY OF GENDER AND BACKGROUND 2 of 4 Board leadership positions are held by women Our policy is to build a cognitively diverse board representing a range of backgrounds					INDEPENDENCE 91% Board independence All director nominees except our CEO are independent and meet heightened independence standards for our audit, compensation and governance committees
4 Female	2 Ethnically diverse	3 Born outside U.S.			10 Independent	1 Not Independent
(36%)	(18%)	(27%)

Qualifications and Attributes

The committee memberships indicate the anticipated composition of the committees of the Board following the Annual Meeting, if each nominee is elected. For a description of committees as of the date of this proxy.proxy and committee activities during 2022, see Board Committees on page 17. Our director nominees’ primary qualifications and attributes are highlighted in the following matrix. The matrix is intended as a high-level summary and not an exhaustive list of each director’s skills or contributions to the Board.

PRIMARY QUALIFICATIONS AND ATTRIBUTES

GE COMMITTEES

NAME

A

C

G

Stephen Angel

Sébastien Bazin

Ashton Carter

H. Lawrence Culp, Jr.

Francisco D’SouzaEdward Garden

Edward GardenIsabella Goren

Thomas Horton

Risa Lavizzo-MoureyCatherine Lesjak

Catherine LesjakDarren McDew  NEW

Paula Rosput Reynolds

Leslie SeidmanJessica Uhl  NEW

James Tisch

ATTENDANCE	QUALIFICATIONS AND ATTRIBUTES				COMMITTEES
All director nominees attended at least 75% of the meetings of the Board and committees on which they served in 2020,2022, and on average we had a 98%95% attendance rate in 2020.2022.		Industry & Operations		Risk Management	A	Audit Committee		Member
		Finance & Accounting		Government & RegulatoryGlobal	C	Compensation Committee		Chair
		Investor		GlobalGender/ Racial and Ethnic Diversity	G	Governance Committee		Financial Expert
		Technology		Gender/Ethnic Diversity

Recent Focus Areas
●Health and safety of employees and communities ●Oversight of risk management and governance for COVID-19-related uncertainty ●Capital structure and liquidity, particularly reducing leverage and de-risking the balance sheet ●Business performance and long-term strategy reviews ●Strategy for the energy transition		●Cybersecurity ●Leadership transitions, particularly for the CFO and Aviation CEO ●Boeing 737MAX safe return to flight ●Enterprise risk management ●Oversight of Healthcare product development and market dynamics ●GE Capital and Insurance

Financial acumen. The Board has determined that each of Mses. Goren, Lesjak, Reynolds and Uhl are “audit committee financial experts” (per SEC rules), and each of these directors is “financially literate” (per NYSE rules).

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Nominee Biographies

Board Leadership
CHAIRMAN			LEAD DIRECTOR | CHAIR: Management Development & Compensation Committee
CHAIRMAN H. Lawrence Culp, Jr. Director Since: 2018 Age: 57 59 Birthplace: United States			Thomas Horton Director Since: 2018 Age: 59 Birthplace: United States Independent
	Qualifications			Qualifications
Chairman and CEO, General Electric, Boston, MA (since September 2018) and CEO, GE Aerospace, Cincinnati, OH (since 2022)			LEAD DIRECTOR Thomas Horton Director Since: 2018 Age: 61 Birthplace: United States INDEPENDENT Partner, Global Infrastructure Partners, an infrastructure investment fund, New York, NY (since 2019)
PRIOR BUSINESS EXPERIENCE Prior Business Experience● ●Senior Advisor, Bain Capital Private Equity,, a global private equity firm (2017–2018) ●Senior Lecturer, Harvard Business School (2015–2018) ●Former CEO and President, Danaher (2001–2014), a global science and technology company operating in the healthcare, environmental and applied-end markets; joined Danaher subsidiary Veeder-Root in 1990, serving in a number of leadership positions within Danaher, including COO and, following his retirement, Senior Advisor (2014–2016) CURRENT PUBLIC COMPANY BOARDS Current Public Company Boards● ●General Electric Past Public Company Boards●  GE HealthCare PAST PUBLIC COMPANY BOARDS ●GlaxoSmithKline ●Danaher ●T. Rowe Price Group OTHER POSITIONS Other Positions● ●Member and former Chairman, Board of Visitors & Governors, Washington College ●Member, Board of Trustees, Wake Forest University EDUCATION Education● ●Washington College ●MBA, Harvard Business School			GE COMMITTEE MEMBERSHIP Prior Business Experience●  Governance PRIOR BUSINESS EXPERIENCE ●Senior Advisor, Warburg Pincus LLC, a private equity firm focused on growth investing (2015–2019) ●Chairman, American Airlines Group, one of the largest global airlines (formed following the merger of AMR CorpCorporation and US Airways) (2013–2014) ●Chairman and CEO, American Airlines (2011–2014) ●Chairman and CEO, AMR (parent(parent company of American Airlines) (2010–2013) ●EVP and CFO, AMR (2006–2010) ●Vice Chairman and CFO, AT&T (2002–2006) ●SVP and CFO, AMR (2000– (2000–2002); joined AMR in 1985, serving in various finance and management roles CURRENT PUBLIC COMPANY BOARDS Current Public Company Boards● ●General Electric ●EnLink Midstream ●Walmart (lead director) PAST PUBLIC COMPANY BOARDS Past Public Company Boards●  Qualcomm ●Qualcomm   EnLink Midstream OTHER POSITIONS Other Positions● ●Executive Board Member, Cox School of Business, Southern Methodist University EDUCATION ●Board Member, National Air and Space Museum Education ●Baylor University ●MBA, Southern Methodist University

Qualifications

Industry & Operations

Finance & Accounting

Investor

Technology

Risk Management

Government & Regulatory

Global

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			Board Leadership
	CHAIR: Audit CommitteeCommittee* Isabella Goren Director Since: 2022 Age: 62 Birthplace: Ukraine INDEPENDENT Former Chief Financial Officer of American Airlines and AMR Corporation, a global airline, Fort Worth, TX(2010-2013)		CHAIR: Compensation Committee Stephen Angel Director Since: 2022 Age: 67 Birthplace: United States INDEPENDENT Chairman and Former CEO, Linde, a global industrial gases and engineering company, Dublin, Ireland (since 2022)		CHAIR: Governance & Public Affairs Committee
Leslie Seidman Paula Rosput Reynolds Director Since: 2018 Age: 58 66 Birthplace: United States Independent			Risa Lavizzo-Mourey Director Since: INDEPENDENT2017 Age: 66 Birthplace: United States Independent			Sébastien Bazin Director Since: 2016 Age: 59 Birthplace: France Independent
	Qualifications			Qualifications			Qualifications
Former Chairman, Financial Accounting Standards Board (FASB), independent organization responsible for financial accounting and reporting standards, Norwalk, CT (2010–2013)			Professor emeritus, University of Pennsylvania, Philadelphia, PA (since 2018) and Former President and CEO, Robert Wood Johnson Foundation, Princeton, NJ (2003–2017)PreferWest LLC, a business advisory firm, Seattle, WA (since 2009)
	GE COMMITTEE MEMBERSHIP ●Audit (Chair)* PRIOR BUSINESS EXPERIENCE ●CFO, American Airlines and AMR Corporation (2010-2013) ●Senior Vice President, Customer Relationship Marketing, American Airlines and AMR Corporation (2006-2010) ●Vice President, American Airlines (1998-2006) ●President, AMR Services (1996-1998) ●Previously served in various management positions at American Airlines (1986-1996) ●Chemical Engineer, Dupont (1983-1985) CURRENT PUBLIC COMPANY BOARDS ●General Electric ●Marriott International PAST PUBLIC COMPANY BOARDS ●Gap ●LyondellBasell Industries OTHER POSITIONS ●Director, MassMutual ●Director, National Association of Corporate Directors, North Texas ●Member of the Advisory Board, The University of Texas at Austin, Cockrell School of Engineering ●Member of the Executive Board, Lyle School of Engineering, Southern Methodist University EDUCATION ●University of Texas at Austin ●MBA, Southern Methodist University * Upon reelection to the Board, Ms. Goren will become Chair of the Audit Committee		GE COMMITTEE MEMBERSHIP ●Compensation (Chair) PRIOR BUSINESS EXPERIENCE ●CEO, Linde (2018-2022) ●President & CEO, Praxair (subsequently Linde) (2007-2018) ●President & COO, Praxair (2006-2007) ●EVP, North America, Europe and Asia, Praxair (2001-2006) ●Previously held various roles at General Electric (1979-2001) CURRENT PUBLIC COMPANY BOARDS ●General Electric ●Linde (Chair) ●PPG Industries PAST PUBLIC COMPANY BOARDS ●Praxair (Chair) EDUCATION ●North Carolina State University ●MBA, Loyola College		GE COMMITTEE MEMBERSHIP ●Audit ●Governance (Chair) PRIOR BUSINESS EXPERIENCE ●Vice Chairman and Chief Restructuring Officer, American International Group (2008–2009) ●Chairman, President and CEO, Safeco Insurance Company of America (2005–2008) ●Chairman and CEO, AGL Resources (1998–2005) ●CEO, Duke Energy Power Services, Duke Energy (1995–1998) ●Previously served in various leadership positions at Associated Power Services, Pacific Gas Transmission Co. and Pacific Gas and Electric Company CURRENT PUBLIC COMPANY BOARDS ●General Electric ●BP ●National Grid UK (Chair) PAST PUBLIC COMPANY BOARDS ●Air Products & Chemicals ●Anadarko Petroleum ●BAE Systems ●CBRE Group ●Circuit City Stores ●Coca-Cola Enterprises ●Delta Air Lines ●TransCanada EDUCATION ●Wellesley College

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Sébastien Bazin Director Since: 2016 Age: 61 Birthplace: France INDEPENDENT Chairman and CEO, AccorHotels, a global hotel company, Paris, France (since 2013)
Prior Business Experience ●Board Member, FASB (2003–2013) ●Financial reporting consultant (1999–2003) ●Staff Member, FASB (1994–1999) ●Vice President, Accounting Policy, JP Morgan (1987–1994) ●Auditor, Arthur Young (1984–1987) Current Public Company BoardsEdward Garden ●General Electric ●Moody’s, provider of credit ratings, research and analytical tools (chairman, Audit Committee) Other Positions ●Advisor, Idaciti ●Founding Director, Pace University Center for Excellence in Financial Reporting (2014–2018) ●Board of Governors, Financial Industry Regulatory Authority (FINRA) (2014–2019) Education ●Colgate University ●MS (Accounting), New York University Certifications ●Certified Public Accountant (Inactive) ●Cybersecurity Oversight CERT, Carnegie Mellon University and NACD ●ESG Oversight certification (GCB.D)			Prior Business Experience ●SVP, Robert Wood Johnson Foundation, largest U.S. philanthropic organization dedicated to healthcare (2001–2003) Prior Academic Experience ●Sylvan Eisman Professor of Medicine and Health Care Systems (1995–2001), Director, Institute on Aging (1994–2002), Chief of Geriatric Medicine (1986–1992), University of Pennsylvania Medical School Prior Government Experience ●Advisory Committee Member, President’s Advisory Commission on Consumer Protection and Quality in the Health Care Industry (1997–1998) ●Deputy Administrator, Agency for Health Care Research and Quality (1992–1994) ●Co-Chair, White House Health Care Reform Task Force, Working Group on Quality of Care (1993–1994) ●Advisory Committee Member, Task Force on Aging Research (1985–1992) ●Advisory Committee Member, National Committee for Vital and Health Statistics (1988–1992) Current Public Company Boards ●General Electric ●Intel ●Merck Past Public Company Boards ●Genworth Financial ●Beckman Coulter ●Hess Other Positions ●Trustee, Smithsonian Institution Board of Regents ●Board of Fellows, Harvard Medical School ●Member, National Academy of Medicine Education ●U. of Washington & SUNY Stony Brook ●MD, Harvard Medical School ●MBA, University of Pennsylvania			Prior Business Experience ●CEO, Europe Colony Capital, a private investment firm (1997–2013) ●Group Managing Director, CEO and General Manager, Immobilière Hôtelière (1992–1997) ●Began career in 1985 in U.S. finance sector, becoming Vice President, M&A, PaineWebber Current Public Company Boards ●General Electric ●AccorHotels ●Huazhu Group* Past Public Company Boards ●Vice Chairman, Carrefour, a multinational French retailer Other Positions ●Vice Chairman, Supervisory Board, Gustave Roussy Foundation, cancer research funding ●Chairman, Théâtre du Châtelet ●Chairman, Strategic Partnerships Committee, Safar Ventures Education ●Sorbonne University ●MA (Economics), Sorbonne University * Directorship held in his capacity as CEO of AccorHotels. See “Limits on Director Service on Other Public Boards” on page 24 for more information.

Qualifications

Industry & Operations

Finance & Accounting

Investor

Technology

Risk Management

Government & Regulatory

Global

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Ashton Carter Director Since: 2020 2017 Age: 66 61 Birthplace: United States Independent			Francisco D’Souza Director Since: INDEPENDENT2013 Age: 52 Birthplace: Kenya Independent			Edward Garden Director Since: 2017 Age: 59 Birthplace: United States Independent
	Qualifications			Qualifications			Qualifications
Director, Belfer Center for Science and International Affairs, Harvard Kennedy School, Cambridge, MA (since 2017)			Former CEO Cognizant Technology Solutions Corporation, a multinational IT company, Teaneck, NJ (2007-2019)			Chief Investment Officer and Founding Partner, Trian Fund Management, L.P., an investment management firm, New York, NY (since 2005)
Prior Government Experience ●Secretary, U.S. Department of Defense (2015-2017) ●Deputy Secretary and Chief Operating Officer, U.S. Department of Defense, responsible for oversight of personnel and management (2011-2013) ●Under Secretary of Defense for Acquisition, Technology and Logistics, U.S. Department of Defense, responsible for global logistics and procurement (2009-2011) ●Assistant Secretary of Defense for International Security Policy U.S. Department of Defense (1993-1996) ●Began career with U.S. Department of Defense in 1981 as a program analyst Prior Academic ExperienceCatherine Lesjak ●Prior teaching positions: Stanford University (2014-2015); Harvard Kennedy School (1984-1993; 1997-2009); and Massachusetts Institute of Technology (1982-1984) Prior Business Experience ●Senior Partner, Global Technology Partners (1998-2009) Current Public Company Boards ●General Electric ●Delta Air Lines Other Positions ●Fellow, American Academy of Arts & Sciences ●Director, Council on Foreign Relations Education ●Yale University ●PhD (Theoretical physics), Oxford University			Prior Business Experience ●CEO, Cognizant (2007–2019) ●President, Cognizant (2007–2012) ●COO, Cognizant (2003–2006) ●Co-founded Cognizant (1994) ●Previously held various roles at Dun & Bradstreet Current Public Company Boards ●General Electric ●MongoDB Past Public Company Boards ●Cognizant Other Positions ●Chairman, IT and Electronics Governors community, World Economic Forum ●Board Co-Chair, New York Hall of Science ●Trustee, Carnegie Mellon University ●International Advisory Panel Member and Special Advisor to the Board, Banco Santander Education ●University of Macau ●MBA, Carnegie Mellon University			Prior Business Experience ●Vice Chairman and Director, Triarc Companies (subsequently The Wendy’s Company and previously Wendy’s/Arby’s Group) (2004–2007) and Executive Vice President (2003–2004) ●Managing Director, Credit Suisse First Boston (1999–2003) ●Managing Director, BT Alex Brown (1994–1999) Current Public Company Boards ●General Electric ●Invesco Past Public Company Boards ●Legg Mason ●The Bank of New York Mellon ●The Wendy’s Company ●Family Dollar Stores ●Pentair Education ●Harvard College