Negotiating your salary in 2025 in tech isn't just about knowing your worth. It's about understanding the hidden strategies that recruiters and hiring managers use. I saw these from both sides of the table landing up to Sr. Director, VP, and CPO offers from big tech down to Series B startups.

Subscribe now

Find the written summary of our discussion below.

Quick aside: My upcoming live workshops

We’re running (free) live negotiation workshops to help you apply these strategies in real time. Pick the session that best fits your situation or attend all of them.

📌 Handling Salary Expectations Questions (Tue, Mar 18 @ 6:00pm PST)

📌 Negotiating Big Tech Offers (Wed, Mar 26 @ 11:00am PST)

📌 Negotiating Startup Offers (Mon, Mar 31 @ 9:00am PST)

📌 Mock Negotiation Practice with Annie (Tue, Apr 8 @ 5:30pm PST)

Free Live Workshops

The Current Market

The market is just one component of negotiation, but it's an important one. Amazon L6 offers, for example, have seen periods of compression and expansion, but exceptions above band are now rare.

That said, top-of-band offers still exist, and positioning yourself as a "market of one" (someone uniquely suited for a role) can significantly increase leverage. This could be due to your network, sector experience, specific skills, or all the above.

Types of Leverage and the Role of Information

There are two primary types of leverage: external leverage, which comes from tangible factors like competing offers or a strong current job, and internally created leverage, which is based on how you present yourself and frame your value.

Many candidates assume that leverage only exists if they have multiple job offers. While external leverage is powerful (having a competing offer from a high-paying company can immediately shift negotiations in your favor), it's not the only way to negotiate effectively.

Internally created leverage is just as important and is within your control. This includes how you frame your expertise, your unique fit for the role, and the way you align with the company’s pain points. If you can position yourself as the ideal candidate who will solve their specific challenges, the company may be more willing to stretch their budget to secure you.

Recruiters and hiring managers typically have more data about compensation ranges, internal budget flexibility, and competing candidates than you do. But strong candidates close this gap by doing market research, networking with others who have negotiated at the company, and strategically withholding information until the right moment.

Step-by-Step Negotiation Process

1. Before You Hit Apply

   • Start preparing early. Practice interviews and refine your narrative.

   • Line up company options strategically: high-paying, high-leverage companies, core companies, and ideal companies.

   • Time your offers to maximize leverage.

   • Keep in mind that opportunities can sometimes serve as better leverage than actual offers—except at places like Google, where written offers matter most.

2. Handling Salary Expectations Questions

   • Recruiters often ask about salary expectations early.

   • Avoid anchoring too soon. Use price discovery later in the process.

   • A strong response: "Compensation has many factors; I’d love to understand more about the role first. What’s the range for this position?"

   • Stay neutral when receiving information.

3. Handling Recruiter Pressure

   • If a recruiter pushes for a number, repeat your stance.

   • Use follow-up objections like "I just started my search."

   • If necessary, fall back on: "Everything looks good, and I’m sure we’ll find something that works for everyone."

   • If you mistakenly disclose a number, use the Recovery Method: Any new information (internal or external) can justify reopening negotiations.

Building Leverage with the MERIT Framework

• Market: Understand the company’s financial position and hiring outlook.

• Expertise: Position yourself as a "market of one." Showcase how your skills solve the company's pain points.

• Results: Quantify past achievements.

• Inventory of Options: Know your alternatives, but don't reveal them too soon.

• Tactics: Focus on rapport-building and strategic communication.

The Offer Call: Best Practices

• Express excitement about the role but stay neutral about the offer details.

• Never make a decision live on the call.

• Buy time to evaluate by saying you need to discuss it with family or mentors.

• Acknowledge their timelines, but prioritize your decision-making process.

Using a 30-60-90 Day Plan to Strengthen Negotiation

After receiving an offer, scheduling calls with the hiring manager and even the skip-level leader can be strategic. A 30-60-90 day plan shows:

• Your vision for the role

• Strategy and impact

• Key metrics and assumptions

It also serves as a reverse interview, allowing you to validate if the role is the right fit. Often, hiring managers clarify expectations or adjust job scopes during this process.

4 Ingredients That Can Make or Break a Negotiation

1. Likable: People fight for candidates they like. Be appreciative and professional.

2. Deserving: Justification for higher pay comes from a strong interview performance.

3. Justified: Companies need to internally justify a higher offer, so frame your request with clear impact and scope.

4. Winnable: They must believe you’ll accept. If they suspect you’re shopping around, they may not advocate for you.

Negotiating Even When They Say It’s the Best Offer

• Even if they say it's the "top offer," you can still ask for more.

• More than 50% of the time, candidates get a higher offer after pushing back.

• The risk of an offer being pulled is low, especially at the top of the band.

• Sometimes, they will find a way to increase the offer significantly.

Going Beyond Your Hiring Manager

Sometimes, hiring managers and recruiters don’t have full decision-making power. Getting support from a skip-level leader can make a big difference, especially if:

• The hiring manager lacks political capital.

• They’re at too low a level to push for a higher offer.

• The company is hesitant to stretch the budget.

Considering Layoff Risks When Negotiating

Some candidates hesitate to negotiate for fear of being laid off later. While this is a valid concern, layoffs usually target:

• Poor performers.

• Those with massive equity appreciation (due to company stock growth).

Given that layoffs now focus more on performance rather than cost-cutting alone, negotiating for what you deserve remains a good strategy, especially if you believe in the company.

The Importance of Negotiating

Many candidates fear negotiation, worrying about burning bridges. In reality, a well-handled negotiation earns respect. There is significant variance in pay not based on merit but on negotiation skill. Some key takeaways:

• Most top tech employees negotiate: it’s expected.

• Long-term financial impact: increases of 15-40% are common, which can translate to millions over a career.

• Advocacy matters: if you can’t advocate for yourself, how can you advocate for a team or product?

• Women especially should negotiate to keep pace with male counterparts.

Wrap-up

Negotiation is a skill, not a one-time event. It’s about positioning, strategy, and confidence. The more you practice, the better you get. Whether you're negotiating salary, title, or team resources, advocating for yourself is key to long-term success. It’s worth trying even if you’re scared.

Quick reminder: If you have any questions about negotiating or want feedback on your approach, sign up for one of our free live workshops below:

• Handling Salary Expectations Questions (Tue, Mar 18 @ 6:00pm PST)

• Negotiating Big Tech Offers (Wed, Mar 26 @ 11:00am PST)

• Negotiating Startup Offers (Sat, Mar 22 @ 9:00am PST)

• Mock Negotiation Practice with Annie (Tue, Apr 8 @ 5:30pm PST)

See you there!

Free Live Workshops

Negotiating soon?

Get 1-on-1 Negotiation Support

Recruiters negotiate for a living. You don’t.

If you go into salary discussions without a strategy, you’re handing over control before the conversation even starts. Annie Murray and I have spent years on both sides of the table: hiring at top tech companies and helping candidates secure 5, 6, even 7-figure increases.

Subscribe now

This video breaks down 37 lessons we’ve learned from negotiating 300+ job offers. Find the written summary of our discussion below.

Next Step: Learn It Live

We’re running free, no-fluff negotiation workshops to help you apply these strategies in real time. Pick the session that fits your situation. Or better yet, attend all of them.

📌 Handling Salary Expectations Questions (Tue, Mar 18 @ 6:00pm PST)

📌 Negotiating Startup Offers (Sat, Mar 22 @ 9:00am PST)

📌 Negotiating Big Tech Offers (Wed, Mar 26 @ 11:00am PST)

📌 Mock Negotiation Practice with Annie (Tue, Apr 8 @ 5:30pm PST)

Free Live Workshops

Lesson 1: Recruiters Are Trained To Negotiate

• Recruiters are not simply facilitators; they are often trained professionals with specific negotiation strategies. They understand common candidate responses, and they have tactics to influence your decisions. It's important to recognize that while they may want to fill the position, their role involves negotiating the best possible outcome for the company. Being aware of this training helps you anticipate their strategies and prepare your own.

Lesson 2: Don't Fear Negotiations

• Don't let fear prevent you from negotiating. Many candidates avoid negotiation due to concerns about jeopardizing the job offer. However, negotiation is a standard practice in the tech industry, and companies often expect it. With the right approach and preparation, the risk of losing an offer is often low. Fear can lead you to leave money on the table, so it's essential to overcome it.

Lesson 3: Negotiating is Expected

• Companies generally anticipate candidates will negotiate. It's not seen as aggressive or unusual; in fact, it's a standard part of the hiring process. Companies often build negotiation ranges into their compensation plans. Failing to negotiate may signal a lack of confidence or an unfamiliarity with industry norms. Embracing this expectation empowers you to advocate for your worth.

Lesson 4: Embrace Discomfort

• Negotiation can be uncomfortable, but this discomfort often indicates you are advocating effectively for yourself. If you feel too comfortable, you might not be pushing hard enough to achieve your goals. It's a sign that you're stretching beyond your comfort zone, which is often necessary to secure a favorable outcome. Discomfort is a natural part of the process, and accepting it can lead to better results.

Lesson 5: Negotiating Improves Your Reputation

• Professional negotiation can enhance your reputation and demonstrate valuable skills to potential employers. When done correctly, it showcases your ability to communicate effectively, advocate for yourself, and understand your value. Hiring managers often respect candidates who negotiate confidently and professionally. It can set a positive tone for your future interactions within the company.

Lesson 6: Negotiate Your Level

• In addition to salary, consider negotiating the job level or title to ensure it aligns with your experience and career goals. Sometimes, a higher title can open doors to more opportunities and higher compensation in the future. It's a crucial aspect of negotiation that goes beyond immediate financial gains. Negotiating your level demonstrates your ambition and long-term vision.

Lesson 7: Uplevels Anchor Compensation

• Achieving a higher job level can significantly influence your overall compensation and future earning potential. Companies often have salary bands associated with different levels, so securing a higher level can lead to a substantial increase in your earning power. It also establishes a higher anchor for future salary negotiations and career growth.

Lesson 8: Title Isn't Everything

• While titles are important, evaluate the entire opportunity, including company growth, reputation, and overall compensation potential. Don't fixate solely on the title; consider the bigger picture and the long-term impact on your career. Sometimes, a less prestigious title at a high-growth company can provide greater opportunities for advancement and financial gain.

Lesson 9: Step-Downs for Long-Term Gains

• Sometimes, accepting a slightly lower title or position can lead to greater long-term career advancement and earning potential. This strategy is particularly relevant when transitioning between different types of companies (e.g., startup to FAANG). A temporary step-down can provide access to better opportunities, resources, and career growth in the long run.

Lesson 10: Don't Give A Number

• Do not disclose your salary expectations prematurely in the negotiation process. It's crucial to gather more information about the role, the company's compensation structure, and your own value in the current market before discussing salary. Providing a number too early can limit your negotiating power and potentially undersell your worth.

Lesson 11: Protect Information

• Control the flow of information during negotiations. Information is a valuable asset, so be mindful of what information you share and when. Avoid giving away unnecessary details that could weaken your negotiating position. Be prepared to answer questions strategically and thoughtfully.

Lesson 12: You Never Know If Your Number Is High Enough

• You might be able to negotiate a higher offer than you initially expect. Companies often have some flexibility in their compensation packages. Don't assume the first offer is the final offer. Research salary ranges for similar roles and be prepared to justify your request for a higher compensation.

Lesson 13: Prepare For Aggressive Recruiter Tactics

• Be prepared for recruiters to use various negotiation tactics, and develop strategies to address them. Recruiters may use techniques like creating a sense of urgency, emphasizing other candidates, or downplaying your contributions. Understanding these tactics allows you to remain calm and focused during negotiations.

Lesson 14: Show the Best Photo of the House

• Focus on highlighting your strengths and the value you bring to the company. Emphasize your accomplishments, skills, and how you can contribute to the company's success. Present yourself as a highly desirable candidate and clearly articulate the value you bring to the team.

Lesson 15: Framing Other Opportunities

• When discussing other job opportunities, present them in a way that maximizes your leverage. You can use competing offers or interest from other companies to demonstrate your value and create a sense of urgency. However, be honest and avoid exaggerating your situation.

Lesson 16: Interviews Can Be Better Than Offers

• Early-stage opportunities can be used effectively as leverage in negotiations. Even if you don't have a formal offer from another company, expressing interest from other potential employers can strengthen your negotiating position. It indicates that you are in demand and have options.

Lesson 17: Control The Narrative

• Maintain a consistent and compelling narrative throughout the negotiation process. Your story should align with your career goals and demonstrate why you are a strong fit for the role. Consistency and clarity in your communication are essential for building trust and credibility.

Lesson 18: Beyond Base Salary

• Consider all components of the compensation package, including equity, bonuses, and benefits, not just base salary. Total compensation encompasses more than just your base salary. Explore and negotiate other elements like equity, signing bonuses, performance bonuses, benefits, and perks. A holistic approach will help you maximize your overall compensation.

Lesson 19: Don't Underestimate Equity

• Equity can be a significant part of your overall compensation, especially in startups or high-growth companies. Understand the equity structure, vesting schedule, and potential value of the equity offered. Equity aligns your interests with the company's success and can provide substantial financial upside in the future.

Lesson 20: Negotiate Equity Protections

• In addition to the amount of equity, negotiate terms that protect your equity in various circumstances. This can include things like accelerated vesting in case of acquisition or change of control, or extended exercise windows for stock options. These protections ensure that you are fairly compensated for your contributions, even if unforeseen events occur.

Lesson 21: Pre-Negotiate Severance/Separation

• Discuss and negotiate severance or separation terms before accepting a job offer. While it might feel uncomfortable to discuss the possibility of leaving before you even start, it's a responsible and proactive step. Having a clear severance agreement in place provides security and clarity in case of unexpected circumstances.

Lesson 22: Stop Talking

• Silence can be a powerful tactic in negotiations, encouraging the other party to provide more information or make concessions. After receiving an offer, pausing before responding can prompt the recruiter to elaborate or improve the offer. It's a way to create space and allow the other party to fill it.

Lesson 23: Step Back Under Pressure

• Don't feel pressured to accept an offer immediately. It's essential to take time to review and consider all aspects of the offer, including compensation, benefits, and the overall opportunity. Rushing into a decision can lead to overlooking important details or accepting less than you deserve.

Lesson 24: They're Just Psychological Manipulation Tactics

• Be aware of common psychological manipulation tactics used in negotiations. Recruiters may use techniques such as creating artificial deadlines, emphasizing other candidates, or downplaying your contributions. Recognizing these tactics allows you to remain objective and avoid being pressured into making a hasty decision.

Lesson 25: Kill Them with Kindness - Excitement Sandwich

• Even when faced with aggressive tactics, maintain a professional and positive demeanor. Respond calmly and confidently, focusing on the facts and your value. Avoid getting drawn into emotional responses, as this can weaken your position.

Lesson 26: Be Likable

• Being likable can significantly influence the outcome of negotiations. Building rapport and maintaining a positive relationship with the recruiter and hiring manager can make them more willing to work with you and meet your requests. Likability fosters a collaborative environment, even during negotiation.

Lesson 27: Be Neutral But Excited On The Offer Call

• On the call where you receive the offer, express excitement about the opportunity but remain neutral about the offer itself. This approach allows you to acknowledge the offer positively without committing to it or revealing your immediate reaction. It sets the stage for further discussion and negotiation.

Lesson 28: Don't Negotiate When You Receive An Offer

• Do not begin negotiating the offer during the call where it is presented. Instead, express gratitude and request time to review the offer thoroughly. This allows you to gather your thoughts, research, and prepare a well-reasoned counter-offer.

Lesson 29: Buy Time To Plan Your Counter Offer

• Take time after receiving the offer to plan and prepare your counter-offer strategy. Research salary ranges, gather data to support your requests, and determine your priorities. A well-prepared counter-offer demonstrates your professionalism and strengthens your negotiating position.

Lesson 30: Get the Hiring Manager On Your Side

• Having the hiring manager as an advocate can significantly strengthen your negotiation position. Building a strong rapport with the hiring manager and demonstrating your enthusiasm for the role can encourage them to support your requests. Their advocacy can be invaluable when negotiating with the company.

Lesson 31: 30-60-90 Action Plan Call

• Have a conversation with the hiring manager about your plans for the role to demonstrate your understanding and commitment. Discussing your 30-60-90 day plan or your vision for the role can showcase your initiative and enthusiasm. It also provides an opportunity to align your goals with the team's objectives.

Lesson 32: Involve Your Skip Manager

• In some cases, involving the skip manager (the hiring manager's manager) can be beneficial. The skip manager may have more authority to approve higher compensation or make exceptions to company policies. This is a tactic to consider if you're encountering roadblocks with the hiring manager or recruiter.

Lesson 33: Ride The Momentum Of The Negotiation

• Time your counter-offer to capitalize on the momentum and enthusiasm of the hiring team. There's often a peak in excitement after successful interviews, and it's advantageous to make your counter-offer while that enthusiasm is high. Delaying too long can allow that momentum to fade.

Lesson 34: Warm Up Cold Negotiations

• If there are delays in the negotiation process, re-engage with your advocates to maintain their support. Stay in touch with the hiring manager and recruiter, providing updates and reiterating your interest in the role. This keeps you top-of-mind and ensures that your advocates continue to support your requests.

Lesson 35: Internal Leverage Is Gold

• Internal support within the company can be a significant advantage in negotiations. Having advocates like the hiring manager or skip manager on your side can greatly increase your chances of success. Building these relationships is a valuable aspect of the negotiation process.

Lesson 36: Don't Let Fear Drive Decisions

• Do not let fear dictate your negotiation strategy or decisions. Fear can lead to missed opportunities and accepting less than you deserve. Approach negotiations with confidence and a clear understanding of your value.

Lesson 37: Avoid Offers Being Pulled

• Negotiate in a way that minimizes the risk of the offer being withdrawn. While it's rare for offers to be rescinded, it's important to be professional and respectful throughout the negotiation process. Avoid making unreasonable demands or being overly aggressive, as this could potentially jeopardize the offer.

Quick reminder: If you have any questions about negotiating or want feedback on your approach, sign up for one of our free live workshops below:

• Handling Salary Expectations Questions (Tue, Mar 18 @ 6:00pm PST)

• Negotiating Startup Offers (Sat, Mar 22 @ 9:00am PST)

• Negotiating Big Tech Offers (Wed, Mar 26 @ 11:00am PST)

• Mock Negotiation Practice with Annie (Tue, Apr 8 @ 5:30pm PST)

See you there!

Free Live Workshops

Negotiating soon?

Get 1-on-1 Negotiation Support

I got the chance to interview Annie Murray, a negotiation expert who's helped secure over $10 million per year in added compensation for over 200 tech professionals. I wanted to challenge the common views on negotiating in today's market.

Find the article form of our discussion below.

Our conversation revealed why 30% of candidates are leaving money on the table, how to spot the signals that your offer might get pulled, and the surprising insight about what really drives successful negotiations.

Drawing from hundreds of successful negotiations she's coached at Valued and her experience as a recruiter at Amazon and Microsoft, we explored how internal leverage, built throughout the interview process, often drives larger increases than external factors like competing offers.

Topics:

• The real story behind rescinded offers in 2025's market

• Why traditional negotiation advice is failing candidates

• The Risk Thermometer framework for reading company signals

• How to save an offer that's about to be pulled

• The 5 proven tactics of successful negotiators

• Why pre-offer preparation matters more than the actual negotiation

• What really makes companies willing to go above band

• The truth about "final" offers

Article below…

Want to go deeper? Annie & I are running a negotiation bootcamp live on Maven
$250 OFF only for Top Tech readers

📘 Maven Live Course: 1 Week Salary Negotiation Masterclass

Exclusive early bird: Get $250 off the course if you enroll this week!
Use code TOPTECH250

• Live sessions

Learn More

The Current State of Tech Negotiations

"It's kind of hard to know exactly because we hear so many conflicting things," Annie explains when I ask about the current market. "For a moment there, it seemed like layoffs were on the decline. But then Intel and Dell happened. And we saw them lay off, unfortunately, quite a few people."

Despite the uncertainty, Annie emphasizes that negotiation is still very much possible. The key is understanding how the market has evolved.

The Truth About Rescinded Offers

When I ask about the real story with pulled offers, Annie shares some surprising data. After combing through extensive data on platforms like Blind, they found that while offer rescissions peaked in early 2022 to early 2023 with about four offers pulled monthly, we're now seeing closer to one per month.

More importantly, Annie explains that offers typically get pulled for just three reasons:

1. Market conditions and hiring freezes (outside your control)

2. Unprofessional behavior during negotiations

3. Overly aggressive compensation demands

"It's not so much of, oh, they asked for a reasonable number in a reasonable way and the offer got pulled," Annie emphasizes. "It's more like these outlier behaviors that are causing these offers to get taken away."

The Risk Thermometer: Reading Company Signals

I've heard Annie talk about this concept of a risk thermometer when approaching negotiations. She explains it's about looking for specific signals from companies that indicate your negotiating position.

"There are signals that we call red flags, aka things that might indicate you don't have that much leverage here, versus green lights, which are signals that companies can send that are indicating, 'Oh, we really like you. We're going to do what it takes to get you to sign.'"

Green Lights:

• You're the only/top candidate

• Recent funding or strong earnings

• Rising stock performance

• Recruiter indicates compensation flexibility

• No pressure on timelines

• Internal referrals

• Skills exceeding requirements

• Strong interview feedback

Red Flags:

• Multiple final-stage candidates

• Recent budget cuts/freezes

• Declining stock performance

• Rigid salary bands

• High urgency to fill role

• Slow responses

• Vague role details

• Unwillingness to document details

The Emergency Toolkit: Saving a Troubled Negotiation

What if you get in one of those rare situations where they threaten to pull the offer? Annie shares her proven approach: "The best turn of phrase that I'd recommend using is 'I'm confident we can get to a number that works for everybody and money isn't everything.'"

This works because it:

• Returns to a collaborative position

• De-emphasizes financial impact

• Opens the door for continued dialogue

Even if things seem dire, Annie notes that offers can often be revived by talking directly to the hiring manager. "They are the one who has the authority here, not the recruiter."

The 5 Core Tactics of Successful Negotiators

When I ask about advanced tactics that help candidates succeed, Annie breaks it down into five key elements:

1. Avoid Number Fixation "The more you're married to a number, the more you're going to be fixated on trying to get it above everything else. And we really got to remember that the more we push back, the more we alienate the company."

2. Strategic Number Presentation Present a number that feels thoroughly considered with advisors and family. Hedging or frequently changing numbers undermines credibility.

3. Focus on Value Add "Talk to the hiring manager. Present your 90-day goals for your time in this role. That is really going to help them see that you are the best fit for this position."

4. Show Excitement and Willingness to Sign "A lot of people think that it's more strong to seem a little bit less interested, but recruiters get benefited in their metrics if they know that you're gonna sign."

5. Read the Room Pay attention to verbal and non-verbal cues. After 2-5 pieces of pushback, consider changing approach.

Success Story: Turning an IC Offer into a Director Role

Annie shares a fascinating case where a product manager received an individual contributor offer well below market rate. Through careful positioning focusing on stakeholder management and their 30-60-90 day plan, they secured a Director-level position instead.

The winning argument? They highlighted how their IC-level title would impact their ability to influence senior stakeholders effectively. The hiring manager called it "a really intelligent way of arguing this" – and approved the Director title with corresponding compensation.

The Four Essential Ingredients for Successful Negotiations

Annie emphasizes that every successful negotiation needs four critical elements:

1. They Have to Like You You must be someone they want to fight for internally, while still remaining firm about what you need.

2. They Need Internal Justification Companies need to justify exceptions, especially to compensation committees at bigger companies.

3. You Must Be Winnable They need to believe you'll accept if they meet your terms. Otherwise, why expend political capital?

4. You Must Show Excellence Your performance throughout the process needs to justify the ask.

Work-Life Balance: The Hidden Factor

Annie emphasizes looking beyond pure compensation. Using TikTok as an example, she notes how some candidates focus on compensation without considering the 80-hour work weeks some teams require.

"Are you comfortable working 80 hours a week for higher compensation, or is it worth taking a 10k pay cut for reasonable work-life balance?"

However, she notes it's very team dependent: "I was at Amazon, and a lot of times people ask me, 'Oh, you must have thick skin to work at Amazon.' I was in the recruiting department with a team of wonderful women who never gave me any issues."

Looking Forward: How to Navigate This Market

Annie's final advice focuses on balancing assertiveness with flexibility. "You have to be someone they want to fight for internally," she explains. But you also need to know when to stop pushing.

Remember her core principle: "The comp you accept today is the comp you're living with for the indefinite future."

Want to go deeper? Annie and I are running free live workshops on the topic:

→ Lightning Lesson: How to answer Salary Expectations questions without losing leverage (free recording)

→ How to negotiate Startup Offers (free recording)

→ How to negotiate Big Tech Offers (Thu, Jan 16th at 5:00pm PT)

To go even deeper and maximize your total compensation in your next offer—and throughout your career, you can check out my full negotiation course or work with Annie or me 1-on-1.

🤝 Valued: 1-on-1 Negotiation coaching

⚡️ $250 OFF: 📘 Maven Live Course: 1 Week Salary Negotiation Masterclass

Find the article form of our discussion below.

Our discussion uncovered why traditional negotiation advice fails, how successful candidates secure dramatic increases without competing offers, and why many top executives strategically quit in their first week.

Subscribe now

Drawing from 100s of successful negotiations we've coached at Valued and my experience as a senior director making hiring and compensation decisions, we explored how internal leverage, built throughout the interview process, often drives larger increases than just external factors like competing offers.

Topics:

• How candidates still secure $200,000+ increases without competing offers

• Why many top executives quit in their 1st week

• The 5 stages of outlier negotiations

• The 4 ingredients that make-or-break a negotiation

• Why pre-negotiating severance matters more than ever

• Protection strategies ICs & Executives should negotiate post-downturn

• Equity considerations that create 6-figure tax implications

• When to keep negotiating even at top of band

Article continues below…

Want to go deeper? Annie and I have been running free live workshops on the topic:

→ How to negotiate Big Tech Offers (Thu, Jan 16th at 5:00pm PT)

→ Lightning Lesson: How to answer Salary Expectations questions without losing leverage (free recording)

→ How to negotiate Startup Offers (free recording)

🤝 Valued: 1-on-1 Negotiation coaching

📘 Maven Live Course: 1 Week Salary Negotiation Masterclass

Exclusive early bird: Get $250 off the course if you enroll this week!
Use code TOPTECH250

Get Expert Negotiation Support

The New Reality of Negotiations for Professionals and Executives

Let me share something that might change how you think about compensation negotiation in tech. There's a persistent myth that's costing people hundreds of thousands of dollars in lost compensation—the idea that you need external leverage to negotiate. You know what I mean: competing offers, current employment, or a strong market position.

Here's why this conventional wisdom is wrong: based on hundreds of real negotiations and my direct experience as a senior director making hiring decisions.

Breaking the Leverage Myth

I recently worked with someone who challenges everything people think they know about negotiation leverage.

• They had been off the market for four months.

• No competing offers.

• No current job.

Traditional wisdom would say they had no leverage.

Yet they secured a $200,000 increase annually.

This wasn't a fluke or a lucky break. It was from knowing how to build leverage and, having the confidence to ask for what they were worth.

Understanding Market Evolution

To understand why this works, let me show you how the market has actually evolved. I did a detailed analysis of offers at the L6 Amazon level over time, and the pattern is fascinating:

Historical Pattern (Pre-2023):

• Enormous variance in compensation

• Frequent above-band offers for the right candidates

• Significant below-band offers for others

• Companies regularly making exceptions for the right talent

The 2023 Compression:

• Everything squeezed down to nearly nothing

• Far fewer exceptions made

• Bands became more rigid

• Companies became more conservative

Current State:

• Starting to expand again, but differently

• Fewer extreme exceptions above bands

• But top-of-band offers very much still happening

• More emphasis on internal equity

• Greater focus on justification

I'm seeing this play out in real time when candidates negotiate. What most people miss: it's all about playing the information game correctly.

The Five Core Stages of Strategic Negotiation

Let me walk you through exactly how top 10% negotiations actually work. There are five stages, and missing any one of them can undermine your position.

Stage 1: Strategic Preparation

Before you even start your search, you need three things:

1. Practice rounds on your interviews

2. Clear responses for early compensation questions

3. Strategic categorization of target companies

You need to organize your targets into three tiers:

• High-paying, high-leverage companies that might seem out of reach

• Your core target companies

• Your ideal companies that are perfect fits

Sometimes having an opportunity in process can be better leverage than an actual offer. Even with companies like Google that typically want hard evidence, I've seen early discussion opportunities help move the needle.

Stage 2: The Expectations Dance

This is where most candidates make their first critical mistake. The recruiter asks about salary expectations, usually in multiple early calls. Common advice says give a range or come in higher than your current position, claiming you can always adjust later.

Let me tell you exactly why this fails: If you anchor on something early, recovering from it is like pulling teeth. Even when we manage it - and we often do - it never feels as smooth as when you defer price discovery.

Instead, here's the exact language we found consistently works: "I haven't thought much about that yet. In my experience, there's so much more that goes into compensation than just the numbers. I need to find out more about the role and go through my other processes."

If they're persistent, then you be persistent - kindly repeat yourself. Don't feel like you need to give further justification because they are pushing. Your job is to get to the next round, not negotiate. So if you encounter the rare intense and pushy recruiter who just won't let you go without a number, tell them there's nothing you see that makes you want to stop the process and you trust you will come to something that works for both sides.

Stage 3: Building Strategic Leverage - The MERIT Framework

This is where we get into the real mechanics of building leverage throughout the process. I've seen this framework transform negotiations time and again, but it requires understanding each component in detail.

Market Understanding

First, you need to deeply understand what the company is going through. This isn't just about whether they're hiring - it's about their strategic position:

• Recent layoffs? This affects not just budget but approval processes

• Hiring freezes? Often these have specific exception processes

• New funding? This changes budget flexibility

• Strategic initiatives? These can override normal constraints

Let me give you a concrete example:

A Series B company struggling with fundraising has very different constraints than a growing public company. With the Series B company, cash compensation might be tight, but equity and scope flexibility could be significant. Understanding these dynamics changes your entire negotiation approach.

Expertise Positioning

This is where you become a "market of one" for the role. During the process, you're gathering intelligence about:

• Specific pain points they need solved

• Strategic initiatives that align with your experience

• Team gaps you can fill

• Unique combinations of skills they need

During that interview process, you need to be reading the tea leaves. Every conversation is an opportunity to understand what they really need - often beyond what's in the job description. You can use that to position yourself as a market of one. for the role

Results Quantification

You need to

• Quantify your impact in ways that matter to them

• Translate past achievements to their context

• Show scaling potential that aligns with their goals

• Demonstrate strategic thinking that matches their needs

One of the most powerful tools here is what I call "impact translation." Don't just say you grew revenue by 40% - explain how that growth model could apply to their specific situation.

Inventory Management

This includes everything in your negotiating arsenal:

• Current position

• Other opportunities

• Upcoming equity vesting

• Market alternatives

• Personal timing constraints

Don't reveal most of this until you're actually in final negotiations. Think of it like playing poker. You don't show your cards until the right moment.

Tactical Execution

This is about:

• How you communicate

• Building rapport with key stakeholders

• Managing the process timeline

• Engaging decision makers effectively

I've seen candidates with perfect qualifications fail here because they didn't understand the human element of negotiation. You have to be likable while being firm.

Stage 4: The Role Vision & 30-60-90 Plan

This is where you can really change the dynamics. After receiving an initial offer, create a detailed document that outlines:

1. Vision for the Role

• Strategic alignment with company goals

• Specific impact metrics you'll target

• Innovation opportunities you've identified

• Cross-functional collaboration plans

2. Implementation Strategy

• Key stakeholders you'll engage with

• Resource requirements and timeline

• Risk mitigation approaches

• Success metrics and milestones

3. Execution Framework

• First 30 days: Learning and assessment

• 60 days: Initial implementation and quick wins

• 90 days: Strategic initiatives and scaling

When you schedule a call with both the hiring manager and their skip level to discuss this plan, two things happen:

First, for reverse interviewing: About 50% of the time - and I'm not exaggerating this number - candidates discover the role is completely different than what they thought. Let me share a specific example: I had a candidate who was told they would own an important part of the ads platform. During the 30-60-90 discussion, the hiring manager said, "Oh no, you're totally not doing that - you're doing this other thing." Imagine discovering that after accepting the offer.

Lots of - especially senior - candidates push back on having these meetings. They think it's unnecessary or will be awkward. In 300+ negotiations, we have seen 0 candidate regret doing this. Even if the hiring manager doesn't read the document they walk away impressed and advocating for them.

Second, for leverage in negotiations: When you get things on paper and have leaders acknowledge your impact, you build powerful ammo for pay talks. I've seen this conversation turn "we can't go any higher" into significant increases because now they have concrete justification for compensation committees.

Stage 5: Counter Offer Strategy

We won't go into much detail. But, at the end of the 30-60-90 calls, or just with the recruiter, you will use elements from MERIT to make your case. Ideally, you will have buy-in from those conversations. Use the HM and Skip's words if you can about the importance of the role.

Negotiate up other offers first using these tactics before using them as competing offers in counters. This gives you higher offers with fewer counter rounds.

This is where the four essential ingredients of a successful negotiation become important. Every successful negotiation needs all four of these elements - miss any one, and you're likely to fail.

The Four Essential Ingredients for Success Negotiations

1. Likeability

You must be someone they want to fight for internally. This doesn't mean being a pushover - quite the opposite. When you're having that conversation with the recruiter, you say "Thank you so much. You're one of the best recruiters I've worked with. You got me this far. Thanks for advocating for me." But then you're still firm about what you need.

2. Demonstrated Excellence

They need to think you deserve it through the interview process. This comes through in your performance, your preparation, and especially that 30-60-90 day plan.

3. Clear Justification

They need to be able to justify this internally, especially to compensation committees at bigger companies. This is where objective things matter. That can mean your unique mixture of skills and experience, your competing opportunities, your role's target impact, or your on paper expertise.

4. Perceived Winnability

They need to believe you're likely to accept if they meet your terms. If they think you're using them as leverage or you're not super excited about the role, they're not going to fight for you. Why would they expend political capital and go to the compensation committee if they don't think you'll accept?

Advanced Strategic Considerations

Executive Level Considerations

As you reach these levels, the game changes dramatically.

Title Significance

I hear this all the time from hiring managers: "What does a title matter? We don't care about titles here." Let me tell you why this is completely wrong.

Except for firms like OpenAI or Stripe where everyone's just "head of" something, titles matter.

You can't get things done as easily as a principal as you can as a director. People will just go above your head to find decisions to be made.

This is actually the best argument I've seen for getting a title bump - you need it to win over these people and get things done effectively.

Protection Strategies

At executive levels, you need to think beyond just compensation. Here's what you should be negotiating:

1. Severance Protection The package typically varies based on your position:

• 3 months for senior individual contributors

• 6 months for directors

• 8-12 months for VPs

• Up to 18 months at executive level

You can actually pre-negotiate your severance. Do this in person, help them understand where you're coming from. Frame it as risk management rather than lack of confidence.

2. Equity Optimization Standard equity packages often don't align with the strategic risks executives take. You need to negotiate:

Extended Exercise Windows:

• Standard 90-day windows can force impossible choices

• Negotiate 5-10 year extensions

• Get tiered exercise periods based on tenure

• Include special provisions for voluntary departure

Early Exercise Provisions:

• Exercise unvested options immediately

• Start the long-term capital gains clock early

• Minimize AMT impact

• Create more favorable tax treatment

I've seen this make six-figure differences in after-tax outcomes: You need to negotiate this upfront. You can't add it later.

3. Acceleration Clauses Think about scenarios like:

• Company gets acquired

• Leadership changes

• Founder who hired you leaves

• Company IPOs

You want protection for your equity in these scenarios. Sometimes this includes additional triggers - like if your role changes significantly within six months of these events.

4. Scope and Resource Guarantees This is especially important in leadership roles with fast turnover like growth. You need guaranteed:

• Headcount commitments

• Budget allocations

• Decision rights

• Strategic ownership

Let me share a specific example: With growth leaders, you need a certain number of people to get things done. If you don't have them, you're just not going to hit your targets. Getting these guarantees in writing can make the difference between success and failure.

The New Reality of Offer Management

The relationship between companies and candidates has fundamentally changed. Let me show you why this matters more than ever.

In 2023, we saw companies rescind offers right before start dates - sometimes days before people were supposed to begin. Think about what this does to candidates who:

• Had quit their previous jobs

• Turned down other opportunities

• Relocated families

• Made financial commitments

This has created a new strategic imperative. Here's what the smartest career people I know do:

1. Maintain Optionality

• Keep interviewing until your first week

• Don't close other processes prematurely

• Maintain relationships with other opportunities

• Create backup plans for worst-case scenarios

2. Strategic Verification Use your first week to verify:

• Cultural reality vs. promises

• Role scope accuracy

• Team dynamics

• Resource availability

• Leadership support

Why Top Executives Quit In The First Week

Many of the most successful executives I know have done something that might surprise you - they've left in the first week when they saw red flags. This never makes it to their resume, and they saved everyone time by not dragging it out.

Let me share a specific example: I know a VP who joined a high-growth startup. Within the first week, they discovered the founder had misrepresented the company's runway and key metrics. Instead of trying to make it work, they left immediately. Six months later, they were in a much better role, and that startup had major layoffs.

Risk Analysis and Career Protection

Let's discuss a barrier to effective negotiation: fear of becoming a target. Here's how to think about this.

The concern is real but often misunderstood. Based on what I've seen, targeting typically focuses on:

• Long-tenure employees with appreciated equity

• Clear underperformers regardless of compensation

• Roles with unclear value alignment

• Redundant positions post-merger

Simply being highly compensated rarely makes you a target if you're delivering value. I've seen this play out in multiple layoff rounds - companies keep their top performers regardless of compensation level.

The Bottom Line

Remember this: If you can't advocate for yourself in compensation discussions, how will you advocate for your products, your promotions, or your team? This isn't just about this offer - it's about developing a important career skill that pays dividends throughout your journey.

Want to go deeper? Annie and I are running free live workshops on the topic:

→ Lightning Lesson: How to answer Salary Expectations questions without losing leverage (free recording)

→ How to negotiate Startup Offers (free recording)

→ How to negotiate Big Tech Offers (Thu, Jan 16th at 5:00pm PT)

To go even deeper and maximize your total compensation in your next offer—and throughout your career, you can check out my full negotiation course or work with Annie or me 1-on-1.

🤝 Valued: 1-on-1 Negotiation coaching

📘 Maven Live Course: 1 Week Salary Negotiation Masterclass

We know first hand that the answer is yes.

Meet Annie Murray, one of the best negotiation coaches in the tech world.

I've personally negotiated compensation at all levels, from junior roles to 7-figure executive positions. That's why I'm so excited to share this article from Annie Murray - she's one of the best negotiation experts I know, with a wealth of experience as both a recruiter and a negotiation coach.

I personally selected Annie to lead a success-based tech negotiation coaching service, Valued.

Learn More

Annie has helped over 200 tech professionals negotiate job offers for higher compensation and up-levels. Using her Microsoft and Amazon recruitment experience, she has developed a strong reputation among top tech talent.

Over the course of her career, Annie has worked with a diverse range of clients, from Commercial Counsel to Chief Operating Officers, across a vast array of tech companies, including FAANG, Microsoft, Airbnb, TikTok, and many high-profile startups.

She has also shared her expertise with Her Skill Academy, Grace Hopper, and Oxford University.

Annie and I have very similar approaches to negotiation. Many of the strategies she outlines here are ones I've used successfully throughout my career, from entry-level to the C-suite. I highly recommend paying close attention to her insights.

Now, let's dive into Annie's expert advice on navigating the post-2023 negotiation landscape. I'm confident it will give you a serious edge in your next compensation discussion.

Subscribe now

Can I negotiate my tech job offer in 2024?

It was the summer of 2022. Amazon had just amended their long held policy of keeping the entire staff (from L7 to L3) at a base salary cap of $160k, to now being able to offer folks bases more aligned with their level and experience. I’d just helped a client get an increase in their offer that was well above the top of the listed salary band, something that was extremely common to do with Amazon at the time.

It was a boom market in the tech industry, where if you weren’t negotiating, you were guaranteed to be leaving huge sums on the table. The percent likelihood of an offer being rescinded was 2%, and in my 2 years of negotiating competitive compensation for tech leaders across hundreds of companies, I had never had an offer pulled for any client.

Then, in a blink of an eye, the whole playing field changed. Amazon kicked themselves for changing their base salary policy, and doubled down on a new no-negotiation policy, regardless of level. I saw L7 individuals being denied increases in their comp, even with strong competing offers as leverage.

But the wheel of time continues to spin forward, and now we’re seeing positions opening up again at major tech companies across roles and locations. While the dust is still settling, the question on many folks minds is - are we re-entering the negotiation space we left behind in 2022, or are things still as dire as they were last year?

The answer is more complicated than you may think. It’s really coming down to whom the market is deeming as worthy of heavy comp increases. In 2022, that really meant anyone on the technical side of things. These days, it’s not as universal as it once was. It’s been evident that the tech industry is funneling more and more money and effort into the AI space, so now, the strongest job title to get a great negotiation outcome is Research Scientist. It’s always had the highest bar of pay, but now it’s at a point where just having that job title alone is extremely strong leverage.

Share

That’s not to say that negotiation is impossible without that job title, far from it. In the past year alone, I’ve helped Data Scientists, Product and Project Managers, and Software Engineers get increases in their offers. It just takes more strategic planning and a different way to present your leverage to get those substantial increases. In the following steps, I’ll outline how to set yourself up for success and help get the odds in your favor in your next negotiation in this uncertain market

Step 1 - Don’t talk yourself out of it before it happens

The number one thing I hear from clients of all leveling placements and job titles is “I’m bad at negotiating”. That, in and of itself, is a huge hurdle to overcome in the negotiation process. 

If you go into a conversation where your objective is to advocate for yourself, but there is an inherent doubt within yourself if you’re worthy of advocacy, that fully undermines your argument. Recruiters may not have the technical knowhow regarding the specific work and skill sets you need to be a strong hire, but they can read people very well, and get a good sense of their confidence and general character from brief dialogues. That’s why they are appointed as the gatekeepers for first round interviews - they can do a great job of weeding out folks at a glance.

That’s not to say that the fear isn’t coming from a legitimate source - considering how rare opportunities are these days, it can feel like a massive risk to push for more. The state of the economy has triggered a mindset shift in the general employment market - folks used to think “What value am I bringing to this organization?”, now they’re thinking “I can’t afford to lose this opportunity, so I should be open to whatever they offer me”. And companies are using this mindset shift heavily in their favor.

Leave a comment

The most important thing to remember is that successful negotiations are still occurring on a daily basis. Just last month, I saw someone make the transition back into tech after years in the academic space, and of course they were very nervous about their leverage and potential for upside in this negotiation. By having someone there to affirm their value and encourage them to push back, they were able to get a substantial increase in their compensation. 

There is no opportunity without risk, and as scary as it can be to put yourself out there and ask for more, oftentimes folks are willing to work with you if you approach your request from a position of kindness and authenticity. So many times I would be on calls with clients where they had just done their counter offer, and they remarked at how easy and straightforward that conversation had been, and how they had agonized for weeks about what ended up being a 5 minute dialogue that went very well. The biggest enemy in any negotiation is ourselves and our inner saboteur, don’t let that voice tell you that you can’t - because you can!

Step 2 - Make sure to ask the right questions

One of the more challenging aspects of negotiating in today's market is getting a solid understanding of the risk level for any given opportunity. A job posting could pop up that seems secure and optimal, but that same posting could get reprioritized and no longer available in a matter of hours. In my own job search experience, there were countless examples of times where I did well in interviews and expected an offer, when suddenly I’d be told that they were doing a last minute evaluation of all open roles, and the role would no longer be open at this time. 

It may seem impossible to get that internal context without having someone on the inside feeding you that intel, but there are definitely strategies to gain that insight. It partially comes down to the types of questions you ask, and to whom you pose the question. 

In the first round phone screen, make sure you ask how long the role has been open for. This piece of information can really help you get a better understanding of the potential risk for layoff/reprioritization. If a role has been open for a considerable length of time (longer than 2 months), the probability of that role being cut is pretty low. More often than not, the longer the role’s been open for, the more dire of a need it is for the company. It likely has already gone through a few rounds of reprioritization and since it’s survived those, it’s improbable that the role will be impacted in the future.

The other big question to ask in the first interview is the proximity of this role to the profit arm. Unless you’re a salesperson, it can be hard sometimes to know how impactful your team is on the overall gain for the company. Particularly if you’re working on a new product or piece of technology, it’s not often clear how much stake the company has put into that teams specific project. If your job title is recruiter, you know for a fact how far away your team is from the profit arm (in the massive tech layoffs last year, 70% of those impacted were recruiters). A good example is Microsoft - the two teams on the biggest profit arms of Microsoft are Azure and Security, so you know if you’re placed there it’s unlikely you’ll be laid off.

Share

As you continue moving forward in interviews, see if you can get time with team members. I know it can be tough with companies like Google and Meta, where team matching occurs later on in the process, but for most other companies it’s pretty standard to have chats with the hiring manager and team members before hearing a first offer. On those specific conversations, see what context you can glean regarding the overall team culture and morale - you don’t want to commit to a toxic work environment, and those questions can give you some insight before you’ve signed the offer letter. 

Also, while talking to the hiring manager or team members, try to get insight about what problems the team is facing, whether thats a bug in the code that they’re struggling to overcome, limited team finances for the scope of the project, or retaining customers long term - this is going to be key insight for what you’ll be working on day-to-day. This will lay the foundation for you to present your potential impact to the hiring manager after you’ve been given the first offer (see Step 3).

Step 3 - Getting creative with leverage

Another roadblock that is commonly put up by folks is that they don’t feel they have sufficient leverage for this negotiation. That begs the question - what is sufficient leverage? There are a few schools of thought on that, and it’s partially predicated upon the company you’re talking to, as companies like Google will demand for proof of competing opportunities in writing, while most of the other big techs don’t ask for such things.

Some folks feel that the only leverage they need is the data points they’ve found doing online research and heard anecdotally from colleagues. While those data points are valuable, the argument “Based on data points I saw online, I’d be looking for X” is less useful. Most recruiters want to hear what makes your situation unique, and Googling “Comp L6 SWE Bay Area” isn’t very unique to you. Same goes with arguing about cost of living and family expenses - while those are legitimate reasons for needing more pay, recruiters don’t typically agree, as many folks have families and are living in expensive areas. The best thing to do in terms of leverage is to make it specific to you.

This is why most folks will agree that having a competing offer in hand is a great source of leverage. But what if you’re still interviewing with other companies, and don’t have offers yet? Is that still useful? 

In my professional opinion, being in interviews with another company can be even stronger leverage than having an offer in hand. If you don’t have a firm offer from your leverage company, you’re not obligated to share numbers or level placement with the recruiter you intend to negotiate with. 

But without that offer in hand, how can I use that opportunity as leverage? It depends on how willing you are to risk that opportunity and use it to get more compensation elsewhere. For ease of understanding, let’s say you’ve gotten an offer from Meta, and you’re still in the early stages with DoorDash. Meta knows you’re interviewing with DoorDash, but not much else. You could go to your DoorDash recruiter (regardless of how far along you are in that process) and tell them “I got an offer from Meta, based on what they offered me, I’d be looking for a compensation of X base, Y equity, and Z annual bonus”. Those numbers you called out should be well above the offer you got from Meta, that way, you can go back to Meta and say “Well I chatted with DoorDash about a compensation of X base, Y equity, and Z annual bonus”. 

Technically everything you’re telling Meta is accurate - you did discuss those numbers with DoorDash, but it’s not as if DoorDash is committing to offering you that. All we have to tell Meta is “we discussed this compensation”. That should be sufficient enough for Meta to go back and try to increase your offer.

But what if you have no competing opportunities? What if this is the only company you’re interviewing with? Well, you could try to leverage eventual raises or promotions at your current company (if you’re still employed), and in most states in the US, recruiters cannot legally ask you what you’re currently making. That doesn’t mean they won’t still try to ask you, but you can hide behind “I’m not comfortable sharing that as it feels a bit too personal, but based on what I expect to make post promotion/post raise, I’d be looking for a compensation package of X, Y and Z”.

If you’re not currently employed, and you have no other competing opportunities - what are your options? In situations like that, it can seem impossible to be able to successfully negotiate. There is an opportunity for leverage here, one that I’d even encourage folks with other leverage to still pursue due to its high value and ability to increase your internal standing with whichever company you present it to. We call this your 30/60/90 day goal conversation. This is a dialogue you want to be having with the hiring manager, ideally after hearing the first offer. This is because the first offer can give a ton of context about where you stand within the company, including your finalized leveling placement, which you’d want to know before presenting your goals.

The 30/60/90 day goal conversation consists of you writing out your goals for your first 30, 60, and 90 days in this role. You should weave in your knowledge of the issues the team is facing and solutions they’ve attempted to implement in the past (see Step 2), that way your goals are very specific to the teams needs and will further demonstrate to the manager that you know what you’re getting into and you’ll make a huge impact. Make sure to include anecdotes of similar goals you’ve accomplished in the past and how you did it. 

For example, let's say you’re presenting your 30/60/90 day goals to Amazon, and you’ve been at Phillips for the past 3 years in a product manager role. You know the team at Amazon is trying to implement a new tracking tool to see how customers are feeling about the product after purchase, and you designed a similar tool at Phillips. Include verbiage like “based on the tool I built at Phillips that helped 50k customers report their feedback, I’d implement a similar tool here at Amazon to get that data”.

By presenting your 30/60/90 day goals to your manager, you’re indicating the level of impact you’ll have in this role, and further solidifying that you’re the best person for this role. Particularly if you’re lower to mid level, this isn’t something that’s usually done by other candidates, and signals a high level of seniority and motivation. When the manager is inevitably shown your counter offer for approvals (see step 4), it will be significantly easier for them to understand the value that you’re bringing to the company and why you’re deserving of higher compensation.

Step 4 - Who to negotiate with

Once the impact conversation is coming to a natural conclusion, this will be a great opportunity for you to pivot into compensation. Wait until the last 5 minutes or so, then you can transition by saying “thank you so much for helping me finalize these goals, really excited to dive in here! Based on the impact of this role, a compensation that would make sense for me is X, Y and Z”. 

You’ve just asked the manager for your compensation based on the 30/60/90 day goal document you put together, what if the manager responds with “this isn’t my job, go talk to the recruiter about it”? It happens more often than you may expect, usually managers feel it’s outside their purview to negotiate compensation with you. But if we are so confident that’s how the manager will respond, why bother doing the comp request during the impact dialogue?

Ultimately, the person who has the most influence over your future compensation that you have direct access to is the hiring manager. While the recruiter may be the person that is expected to discuss the offer with you, every counter offer you make will be taken by the recruiter straight to the HM to get their approvals before going to the compensation committee to finalize. 

So while it may seem like a fool's errand to ask the manager about compensation, it will not only prepare them for that impending counter offer, but also connect the dots that you’re leveraging your value add here. That signals a huge amount of excitement for the company, and that you want to get your hands dirty right away (won’t have onboarding syndrome and wait 3 months before diving in).

After making that compensation ask, and being told by the manager to go talk to the recruiter, best to follow that advice and set up time to chat with them. Now this is presupposing that the recruiter is an internal one for the company, but the more senior you become, the more probable it is that you’re working with an Executive Recruiter. These individuals are top-tier headhunters who are motivated with regards to the commission they’ll receive by placing you in a quality role. Contrast this with internal recruiters, who are motivated through their metrics to get you to sign an offer with their company, particularly if you have another opportunity with a competitor.

This is fundamentally why using external competing opportunities with internal recruiters is so effective. Telling Meta that you have an offer from TikTok is a great way to light a fire under them and get you that great compensation. Leveraging your potential impact with the internal recruiter won’t be as effective as it is with the manager, so following the leverage tips laid out in Step 3 would be the best practice with those individuals.

But if you’re talking to an Executive Recruiter, can you negotiate with them directly? Absolutely, but just because they’re outside of the company doesn’t mean you can fully avoid playing the negotiation game. Any compensation that you request through them must have an appropriate justification, and be aware that any information you share with them could inevitably be relayed to the company (particularly around compensation expectations). They may also be far more demanding to get a compensation range from you early, as they want to find opportunities that you’ll realistically accept.

The best way to utilize the Executive Recruiter while keeping yourself in a position of strength with regards to the negotiation is to share that: “based on what I’ve discussed with other companies about compensation, a yearly comp that I’d be excited to accept would be X, all in with equity and bonuses”. That way, you lay the foundation that you will be leveraging other opportunities after an initial offer is given.

If you’re at a senior level or above, and are struggling to find opportunities to apply to, definitely consider reaching out to an Executive Recruiter. Many jobs at a high level never get posted on career websites, as lots of these companies would prefer to utilize outside headhunters to get quality candidates. Like Contract Recruiters at the lower level, a good Executive Recruiter can get you into unique opportunities and take the lead on the job search for you.

Step 5 - What’s negotiable

If you’re nervous to negotiate, and are a high level individual, it’s not just money that you’ll be leaving on the table if you don’t speak up. Even if you’re a lower level individual, everyone who is getting a job offer from a company should inquire about that company's severance policy before signing the offer letter. 

You may be thinking - how can I ask about that before I’ve even started working there? Won’t that come across as me not having faith in this organization? Considering the recent events of the past 2 years, not inquiring about a severance package could really hurt you in the long run, as many folks directly experienced last year. Often times, once you’ve been laid off and are trying to negotiate severance, it’s much harder to do so without an internal contact at the company, and if you’re going up against a MANGA org, it’s even harder to get any change in the package since they like to standardize it as much as they can.

So if you’re able to bring it up early, after the offer’s been extended but before you’ve accepted, it can create a space where you get more context at the minimum, and at the maximum potentially protect yourself and your family from a tough experience in the future. The best way to make this inquiry with the company is to be more general. If you’ve had a layoff affect you in the past, that can strengthen this ask further. 

By asking about the policy instead of making a demand of X amount of compensation to be paid out, it opens the door to a dialogue where you can gain context on how negotiable or standardized these packages are.

If you’re talking to a big company, it’s less likely they’ll be able to customize the severance package very heavily, but if you’re looking at a smaller startup, it’s considerably more flexible. Oftentimes if you’re an early higher at a company, they may not have even thought through their severance policy yet, so it’s good to call it out early and flag to them that it’s something you’d like context on.

Depending on if the company is public or private, you could not only push for a different dollar amount to be given to you post-layoff, but also ask for expedited equity vesting or a vesting triggering of stock options. This can be advantageous if you anticipate the company to go IPO within a specific time frame, or if you need to build up cash before purchasing your options in bulk. Talk to your recruiter and see what can be possible, as you could potentially double or even triple your total cash gained from the severance with these negotiables.

The severance package isn’t the only thing that can be negotiable with regards to benefits, but we do see a direct correlation with level of seniority and flexibility with these bonus negotiables. If it’s a smaller company, again there’s a chance those benefits could be more malleable, but they’re level of incentive to adjust will be related to how big of an impact you’ll have on their company, and that is tied to seniority.

For example, I’ve seen clients before who were L7 or above with offers at companies where they were expected to travel 75% of the time. The client in that case was encouraged to ask for first class accommodations while making those trips, and the company was willing to accommodate. Again - it helps if you’re talking to other companies about similar benefits, as we know how internal recruiters are motivated (see step 4).

PTO is another thing that you can definitely bring up, but there is more potential for movement at smaller companies than larger. I’ve seen L7 and above individuals try to push for longer PTO at Amazon and get denied, so don’t die on that hill if you can avoid it. But if you’re looking at a midsize or early startup, there’s a decent chance you could get some traction there. Same goes with health insurance benefits, when I was hired at a startup they were unable to offer benefits, but I was able to get them to give me a stipend to cover my benefits added to my offer. Goes to show that you should ask and see what’s possible.

Step 6 - What happens if the offer is rescinded?

This is the question I’m confident most folks are asking at this point in the article. It can seem almost short sighted to make recommendations about negotiating without flagging the potential of an offer being pulled, especially with where the market is today. From 2021 to 2022, in the 150 negotiations I oversaw during that time, I had 0 clients get offers rescinded. But things took a turn once layoffs began hitting.

We saw the market do a 180 from companies eagerly hiring the best and brightest to having a massive influx of employees desperately vying to get any offer they could. All of the power shifted from the employee to the employer. While of course much internal tribulations were going on at the time, these companies noticed this trend within their hiring dialogues and doubled down on it. When so much fear is instilled in the general employee market, it really becomes a company's dream.

Amazon flipped from paying whatever it took to get top talent to denying requests for slight comp changes from L7 individuals and above. I did see more companies outright declining requests for compensation adjustments more than ever before, but I still wasn’t seeing a ton of offers getting pulled, at least not at MANGA orgs. 

We’d see opportunities get removed as roles would get reprioritized, but we knew that if an offer rescind was to occur because of a compensation request, that decision was likely made by the hiring manager. We also knew that it costs the average company anywhere from 10k - 30k to get a candidate moved through the process to the final round and get an offer extended, so it wasn’t in their best interest to rescind offers based on compensation requests. The only time a company seemed to be very motivated to pull offers was if the candidate revealed something about themselves that could be a liability, like saying something offensive, or asking for a massive amount of compensation that could never be accomplished (think asking for 2 million dollars yearly comp for an L5 SWE Meta role). 

But that was presupposing that these companies were playing by the rules that they had set before. I started seeing a trend of companies begin the “reprioritization” process coincidentally right after a counter offer was given. In my own job search in 2023, I had an opportunity with a small recruiting firm for a remote role. I had done a few rounds of interviews, and just met with the CEO. He assured me I was a perfect fit for the role, and gave me a verbal offer. I told him the compensation I was looking for, and asked about severance. He let me know he would see what could be possible and get back to me with the written offer soon.

The next day, I received an automatic decline from the recruiter. I was shocked - I’d never had an offer get pulled so suddenly over such a minor request. But this was a blessing in disguise - after looking into the company further, I saw alarming reports of rampant toxicity amongst higher ups, and even accusations of misogyny and racism. Now of course, not every company that pulls an offer is automatically the worst workplace in the world, but it can send a signal that this company doesn’t value its employees and isn’t interested in supporting someone who advocates for themselves.

While it seems like it’s impossible to know when to expect a rescinded offer, there are a few ways to protect yourself here, and warning signs to look out for. First - wait until the offer has been given to you before you attempt to negotiate it. The company will be less likely to send you an auto-decline when you have an offer in hand. Second, do your research about the company culture beforehand. See if you can learn of anecdotes of other folks negotiating there in the past 6 months - this is very important as any anecdotes from longer than that are likely stale and no longer accurate.

If you’re concerned an offer might get pulled or you want to do your best to avoid it, feel free to reach out.

With regards to warning signs, make sure you have a clear understanding of who you’d be directly reporting to, and work hard to build that relationship. If you’re getting signals that the hiring manager isn’t interested in you or seems cold, that’s something to look out for. Try the impact dialogue with them to help increase your internal standing at the company. If that doesn’t work, it may not be a good fit. And recruiters tend to be pretty upfront if they’re unhappy with a compensation request, they may warn you in advance.

Another helpful turn of phrase to throw out if the offer is threatening to be pulled is “I’m confident we can work together to find a number that works for both of us”. Don’t feel the need to die on a hill for compensation, make 2 - 3 counters but be aware that the more counters you do, the higher the risk is of irritating the hiring team and potentially causing the offer to be pulled.  

If you are told your offer has been rescinded by the recruiter, but haven’t talked to the hiring manager in a bit, try reaching out directly to them and emphasizing your excitement for the role and confidence that a solution that works for all parties can be achieved. Be sure to respectfully step back if the decision to rescind still stands - you don’t want to burn a bridge long term.

I would still say the probability of an offer getting pulled is relatively low, but not as low as it once was. Before the economic downturn, it was about a 2% chance for the inexperienced negotiator, but now I’d say it’s much higher. Be careful in how you negotiate, and always tie back to how interesting and exciting the opportunity is for you.

Step 7 - Negotiating internally

We’ve discussed primarily how to negotiate in a post-2023 market for folks looking at new opportunities, but what about internal promotions and raises? Are those still negotiable? While I’d definitely encourage folks to advocate for themselves at all performance reviews and raise cycles, it’s much more of an uphill battle than pushing for comp at an external company.

There’s a few reasons for this, the biggest one being that you have the most ability to move on compensation before you’ve accepted the offer. Usually on any given tech industry offer, there’s a range of yearly compensation that can vary by upwards of $50k - $100k depending upon how well you negotiate. But once you’re locked in at a company, whatever compensation you accept is what all future raises and promotions will be based upon. Even if you left behind $100k of annual compensation on the table in the offer acceptance, it’s extremely hard to then get that money. 

All raises, annual bonuses, and promotions are usually very standardized with the percentages they will offer. Obviously a bit portion of it is dependent upon performance, but depending upon the company, even if you go above and beyond that doesn’t always guarantee a massive bonus. Look at Microsoft - they advertise the potential to earn even higher annual bonuses above the cap listed on the offer letter if you perform well enough, but what they don’t tell you is that all annual bonuses come out of a budget allocated per team. If one person on your team does an exceptional job, it’s unlikely they’ll get a dramatically higher bonus because if they do, there’s a large chance someone else won’t get one at all, or will get a reduced amount.

The same goes with raises - usually the budget is very firmly set, and it’s challenging to get an amount above the standard percentage. Doing that 30/60/90 day goal conversation every raise cycle and performance evaluation is a great way to increase your odds of getting a higher end raise, but it’s even better for trying to get promoted, which of course is the best way to earn more internally.

Raises can be tough too, because if you’re close to the top of the salary band for your level, sometimes they won’t increase your compensation again until you get promoted. It’s a very common reason why folks will leave companies after a long tenure, simply because they’ve hit a ceiling that they can’t get past with regards to their pay. 

If you have the opportunity for potential promotion, you want to make sure you’re taking the appropriate prep steps before you go into your conversation with your manager. Lets say you have a promotion cycle coming up in around 6 months - first step that should be taken there is setting up an informational interview with someone at the level that you want to be promoted into. Get context from them on what issues their team is facing, what high level projects they’re working on, and if there’s anything that you can do to assist (maybe in a lower impact capacity) so you can get your feet wet in that role. 

As you work on that project for that higher level role, track the impact it’s having on that team. Make sure you note all the learnings you gained, and we’ll weave all of this information into our 30/60/90 day goal presentation for this promotion. Begin by mentioning the work you’ve done up till this point for the team, this will demonstrate to your manager that you’re already doing work of that level. This makes advocating for your promotion significantly easier on the manager's part, as you’ve already proved yourself to have taken initiative and are eager to learn.

But what if you’ve not got a promotion cycle on the horizon anytime soon? Is it still possible to push for a promotion, even out of the usual timeframe? The answer is absolutely yes, but it does require the same steps outlined above of beginning to take on work of the promotion role, that way you can easily demo to your manager that you’re ready for this advancement. As long as you do that, and present your 30/60/90 day goals to your manager in a one on one, there’s a decent likelihood that your manager would expedite the promotion process.

Remember - you know your manager well, and understand the ins and outs of that relationship more than anyone else that can give you advice. Make sure to hear your manager out and don’t risk alienating the relationship by pushing too hard. While there are select scenarios when you can leverage external opportunities to get a promotion, be aware that once you mention you’re getting offers outside your company, there is a strong likelihood your manager may just say “well best of luck with that new opportunity” and won’t bother pushing your request up the pipeline. 

And be aware too that if you have a massive deficit in your compensation compared to your colleagues (don’t be afraid to ask folks in your company what they make, sharing that info is highly beneficial to both parties, just don’t do it in front of your manager/HR) there is potential that your company could be persuaded to do a “Dive and Save”. That’s when the compensation committee will take another look at your current compensation compared to other folks in your same role and determine if an adjustment needs to be made. Make sure to have lots of evidence of a discrepancy in pay, and use your 30/60/90 day conversation to help justify the need for a bump.

Final Thoughts

Putting yourself out there and advocating for your needs is a risk. But our main goal here is to evaluate the probability of negative outcomes, and ways to avoid them. While you may hear horror stories on social media of what negotiation is like today, be aware that many of those posts go viral simply because of the drastic nature of their story. Usually the stories that go viral are either extremely negative or extremely positive, and don’t often reflect the actuality of the general masses experience, so don’t let yourself get too discouraged by the online rhetoric. There is still definitely ways to negotiate today that can keep you and the opportunity protected, and get increases in compensation and benefits. 

If you can walk away from this article with one nugget of insight, it’s that we are our own worst enemies in the negotiation space. If you tell yourself “I’m bad at negotiation, I can’t advocate for myself, I don’t do money conversations well”, then you’re setting yourself up to fail. If you can look at it from the perspective of “the work I do is valuable, and deserves a rate that is appropriate for that value”, it’ll be much easier to take this step of negotiation. But remember - you’re not in this alone, and if you ever need coaching or someone to talk with during this process, that’s what folks like myself are here for!

1. Check out Valued.

2. Follow my LinkedIn

3. Or book a 30 min call with us to learn more

Get Started

You can now apply for my limited capacity 1-on-1 negotiation coaching, including a free strategy call.

I have an offer! → Book a free strategy call

I’m starting my interviews and I’m a senior or leadership candidate (US) → Book a call

Start with a free call

Free strategy call?

• We go pretty deep in just 45 minutes

• Many have negotiated large offer increases just from the free call alone

• Want to go deeper with mocks, scripts, strategy, education, and referrals?

Start with a call

FAQ

What is the investment?

• If you think I can provide more value after the strategy call, you may ask to continue working with me and we can discuss specifics.

• The investment depends on the stage of the job search process and seniority. A set fee and/or percentage of the first-year negotiated increase improves the odds of success and aligns our incentives to find you the best holistic offer.

Who do I work with?

• I work with experienced (2+ years experience in your function) candidates in the US and Canada

This video discusses the issue of comparative value and being underpaid, undervalued, and unappreciated in tech. We explore the perspective shift that separates the top successful performers in tech. We also discuss the story of a Software Engineer I coached, Alexandra, who went through this shift after feeling frustrated and stuck.

I pride myself on grit and determination through adversity, but you should realistically evaluate your situation. I’ve seen too many direct reports, friends, and colleagues bang their heads against the wall in vain. Hopefully, this perspective shift will help empower you if you decide it’s time.

Subscribe now

00:00 Introduction: The Problem of Being Underpaid in Tech

00:57 Understanding Your Value in the Tech Industry

01:30 Harnessing the Power of Relativity in Your Career

02:42 The 3-Step System to Being Properly Valued

02:52 Alex's Journey: From Underpaid to Valued

03:36 Understanding Your Unique Value as a Puzzle Piece

4:15 The Last Straw

05:01 Why They Underpay YOU Specifically

07:10 The Jump & How to Assess Your Market Worth

9:23 A Market of One

10:50 The Art of Negotiation and Tactical Empathy

13:07 Choosing the Right Job Offer

14:30 Conclusion: The Journey to Fulfillment in Tech

Summary - for those who prefer reading

If you work in tech, there's a good chance you're underpaid. I know that may sound ridiculous coming from someone quite senior and well-compensated. But being undervalued can severely limit your career growth and lead to burnout.

The good news is, you have the power to change this. It's simpler than you think.

In this video, I'll tell a story that will hopefully show you the one thing that sets apart the top 10% of successful tech professionals. Why being underpaid harms you at any level. And three steps you can take starting today to get properly valued.

This insight helped me reach senior leadership and the top 0.1% of tech salaries in the Bay Area. I learned it by observing the habits of FAANG executives and leaders at top startups.

I compared what they did differently versus talented people I mentored who seemed stuck. It wasn't about effort or rigor. It was about strategic fit.

You're probably wondering - am I actually underpaid? Compared to most jobs, no. But relative to your potential? Almost certainly. Peers with similar experience often make way more by job hopping or negotiating better offers.

This isn't just about a one-time raise. It's about permanently changing how you see your worth so you can thrive.

Imagine a twin working in tech with your same background. They feel valued, earn more, have a better lifestyle. What's their secret?

They realize their value is not absolute. It's relative. Maybe they found an environment that prizes their analytical skills over design flair. You need to see that your worth depends hugely on context.

The exact same person can struggle at one company but crush it at another. I love sushi, my friend loves pizza. I'll happily eat Dominos. But my friend wants artisanal $60 pie. We appreciate the same ingredients differently.

You're like a puzzle piece. Your unique shape only perfectly fits certain teams and roles. Jammed into the wrong spot, you'll be frustrated. You need an environment that treasures your protruding edges, not one that forces you to fit.

So how did my mentee Alex engineer a transition from feeling undervalued to finding the right fit? The 3 step system used by top professionals:

1. Understand your unique value proposition. Analyze your skills and passions like a puzzle piece with special shapes. Research which companies and roles fit you best. Reach out to current and former employees about advancement opportunities. If your environment doesn't appreciate your strengths, explore better matches. You'll make time for what pays off.

2. Find companies that disproportionately value you. Alex made a list of 80 target firms, prioritizing those aligning with her backend expertise or paying top rates. She tailored her narrative to each opening, highlighting unique assets she brought. When interviews rolled in, she researched projects posted on company blogs to showcase relevant experience. Her preparation and enthusiasm left interviewers eager to work with her.

3. Negotiate offers through "tactical empathy." Alex positioned her background as the perfect solution for concerns shared by the recruiter, hiring manager and skip-level execs. She got them invested in her success by spelling out how she'd quickly achieve desired outcomes. Thanks to her advocates, Alex secured an above-band offer and up-level, saving 2-4 years of promotion time.

Alex found a role that finally appreciated her worth, leading to greater impact, recognition and fulfillment. Best of all, with less stress. You have the same opportunity with some strategic self-reflection.

Understand your unique value, research where you're disproportionately needed, and negotiate with tactical empathy. You'll be shocked how fast opportunities arise when you take these simple steps.

The tech industry needs your special skills. But first you have to find where you're valued. This new perspective can change the entire trajectory of your career.

This will help you get 80% of the way there with the theory.

I’ll be posting more content on data, specific situations, case studies, and scripts IF there are lots of comments, lots of shares, and lots of engagement on these posts.

Leave a comment

Share

Show notes:

00:00 Introduction

00:37 Learning from Others

02:08 The Benefits of Negotiation

05:50 Understanding Leverage

07:29 Creating Leverage

07:53 Interviewing and Building Leverage

12:38 Researching Market Data

12:52 Calculating Total Compensation

12:59 Considering Total Career Value

14:19 Understanding Salary Expectations

26:51 The Offer Stage

30:43 Preparing for the Counteroffer

30:48 Prepping for Counteroffers

34:26 Investigating Low Offers

39:00 Avoiding Ultimatums

39:25 Closing the Deal

39:51 Negotiating and Making Counteroffers

40:29 Reflecting on the Negotiation

40:39 Handling Low Ball Offers

41:07 Handling Urgency and Desperation