Three and 3%.

That is, three of the 73 named executive officers (NEOs) of 18 public home building companies--which collectively paid named executive officers total compensation just a tick over $300 million in 2017--are women, and those three women make just under 3% of the $300 million.

(Note, Green Brick Partners had not filed 2018 proxy statements yet as of the time of this analysis. We'll update our report when their numbers come in.)

Yes, you read that right. Seventy people in home building's upper executive echelons at 18 organizations earned more than $300 million--$304,280,270, to be exact--in 2017, which is 3.5% more than that group of named executive officers earned in total a year earlier. To be fair, five more people in 2017 than 2016 are included in the total pool of NEOs.

Still, isn't it remarkable, in this day and age, when women in America make more home purchase decisions than they ever did, and when women have proven their mettle as leaders in both strategy and execution, in innovation and customer-centricity, in design and in construction management, that just three women--Taylor Morrison chair and ceo Sheryl Palmer, Hilla Sferruzza, EVP and CFO at Meritage, and LGI chief marketing officer Rachel Eaton--rank among public home building's highest strategic executives?

All that said, it was good to be a CEO in 2017, as the CEO crop among those 18 companies--including co-CEOs Dale and Robert Fransescon of Century Communities--earned a collective $128 million as a group, an average of $6.7 million. Here's how the peer group ranks from top to bottom in total compensation.

Note, Charlotte O'Malley, Hanley Wood Data Studio chief and engagement editor, produced the chart materials for this analysis of company proxy statements

The median compensation--reflecting what compensation committees awarded these chief executives in base salary, bonuses, variable, short-term, and long-term incentives that balance risk and reward, and aim to align decisions and behavior with the interests of stakeholders, both on current profitability and long-term growth--works out to just about $5.61 million, a 3.2% "raise" year over year from the 2016 median for the group. Here's how ceo comp has trended since the "irrational exuberance" peak year for compensation in the peer group, 2004.

And why not? Operational and financial metrics among the publics show mostly successful management and strategy, with profits, unit volume and revenue growth, average selling price increases, and larger, more valuable backlogs of homes on order to be delivered in the months ahead. The top 10 home building organizations--all publics--in 2017 accounted for one of every three new homes delivered in the United States. The clout the publics bring to the market in access to ready capital, relationships with local land sellers and developers, ability to scale building product and materials procurement, and ties to area labor crews has expanded a competitive edge that's only expected to grow as input prices spike for smaller players.

The public home builder ceo comp package median of $5.6 million trails--by a long shot--the total compensation packages of the Equilar 100, whose median rose year over year to $15.7 million, a 5% increase over 2016.

Base pay for the CEO class ranges from a low of AV Homes ceo Roger Cregg's $600,000 to a high of NVR president and ceo Paul Saville's $1.76 million, with a cluster of the individuals clocking in at about $1 million. Base pay, with the exception of Saville's, which represents almost half of his total 2017 package, tends to range between 15% and 20% of total annual compensation. Lennar's new executive chairman Stuart Miller's 5.2% and New Home Company ceo Larry Webb's 24.35% scope the low and high percentage levels for base salaries as a portion of their annual comp.

Pay-for-performance measures that triggered bonuses and short- and long-term incentives ranged beyond unit volume and revenue gains--depending on the company's business model and product and customer spectrum--from pre-tax net income, to an increase in community count, to shifts in lot pipelines from owned to controlled, to lowering debt to capital.

Equity awards typically tie to financial and operational measures that compensation committees regard as contributing to the long-term growth of the organization, and they tend to vest over three years to reflect the sustainability of the strategy and execution over time.

The biggest opportunity for improvement in 2018, even as challenges around owned-lot pipeline exposure, chronic labor capacity constraint, materials price inflation, and more costly capital continue to buffet the market?

Greater diversity and inclusion in leadership might be one area to look--to improve the nimbleness, customer-centricity, and resilience of these organizations for their own good.