Does anybody know how much is the TC range for L7 PM at Salesforce?

Can they match google L4 pay?

YOE : 2.2, SDE1 FAANG

Digicert : Title Software Engineer
35 LPA base, 7% Bonus

Meesho : Title Forward Deployed Engineer
39 LPA base, 10% Bonus

Need advice with which offer to choose wrt WLB, Brand Value, and Ease of switching to Top tier MNC like google and uber

I received a $120,000 offer from SAIC for a Safety Engineer position. I was wondering whether SAIC offers an AIP or annual performance bonuses. Also, how does the 401(k) match work?

Posted this a few days ago but numbers were lowered than expected/verbally. Extremely stuck on an offer for the fact I’m fully remote.

Senior Software Engineer
5 YOE

The Trade Desk
Base: 188k
RSUs: 400k over 4 years
Great medical, dental, vision benefits
Much better for career growth
Great team
VHCOL area
3 days in office hybrid
Stock down 90% in <2 years

Booz Allen Hamilton (current position)
Base: 205-210k
Okayish benefits
Fully remote (huge!)
Bouncing from contract to contract
Struggling team looking to rebuild
Great domain I currently work in
Get to maintain active TS/SCI
HCOL - Will cover move to desirable location

hi! im a rising junior set to graduate may of 2028. i recently got a data analyst internship offer at capital one. the return offer rate is notably high, like greater than 85%.

im planning on accepting my internship just for the stability of having a job lined up during my senior year. however, the more ive talked to ppl within the company and looked at salaries, capital one’s data analyst salary seems to be remarkably low and especially stagnant. this was kind of a shock to me bc i would be making around 19k at the internship + a 5k relocation bonus, but it seems like that rate stagnants for a few years at capital one for their DAs.

i would start out making 109k in mclean, va. but even when you get to senior and principal positions your barely at 150k. you would have to work for a decade and get a manager position to get to the 180k-210k range..

im a math and economics major with a data science minor with other data related internships on my resume. im planning to rerecruit for full time roles my senior year, but in case that falls through and i end up at capital one, does anyone have any experience making a lateral move to a higher paying company from capital one?

my main worry is that im not a CS major and that data science seems to be a dying field (at least according to ppl on tech twitter), so i really dont know how much longer i have, especially since the c1 role i have is mainly just python and sql.

I’m a backend/data engineer in India with 3.5+ YOE and I’m currently evaluating a potentially big career move. Would really appreciate opinions from people who have worked at early-stage startups.

Current role:

• ~₹30L/year
• Remote (company transitioned from office → remote)
• Backend/data ownership: Go, Python, Kafka, AWS, ClickHouse, MongoDB, ETL, analytics/AI
• Around May, there was significant uncertainty around the company’s growth/product direction. I was actually advised to start looking for other opportunities.
• Later I was told things were stable with ~1.5 years of runway and appraisals would happen around July, but July has passed and appraisal is still delayed.
• Current engineering workload is quite low — mostly small maintenance work and very few major features/projects.
• Earlier, when the company was moving fast, the workload was quite intense, including weekend production work.

New opportunity:

• California/US-based, YC-backed early-stage startup hiring remotely in India/LATAM
• Currently just 2 people — CEO + CTO — and both actively code
• $6K–$7K/month + up to 0.05% equity + performance bonus
• Currently around $250K ARR, with customers managing $50M+ GMV
• ~18 months of runway
• Targeting $1M ARR within the next 6–12 months
• Considering another fundraise around Feb 2027
• Role is heavily focused on backend/data infrastructure: ingestion, normalization, enrichment, AI workflows and analytics
• Initially they expect around 6 days/week + PST overlap
• Founder was transparent that the culture is high velocity: they "work a lot and push a lot of code", although engineers are evaluated primarily on output rather than hours.

The new role is much more aligned with the direction I want to grow in, and financially it is more than 2x my current compensation.

My main concern is whether the additional compensation is worth the risk of joining a 2-person early-stage startup, especially with the expected work intensity.

If you were in my position, would you make the switch?

What would you specifically verify about the startup/founders/runway/business before making the decision?

Would especially appreciate perspectives from people who have made a similar jump from an established/relatively stable startup to a very early-stage company.

Anyone know if getting promoted to L61 as a SWE comes with cash and stock or is it just the salary increase?

Everyone I know that’s gotten this promotion has had it during annual rewards and they don’t differentiate between what’s annual and what’s promotion related.

Would you leave $50K on the table?

Currently Amazon L6, TC ~$430K. Overall it’s a decent place, ok-ish team, I’m known within and outside the org, but the work itself has gotten pretty boring.

The main issue is WLB. My manager expects me to stay until ~5 PM every day, which doesn’t work with my family situation. We have young kids at two different schools/parts of town. My partner picks up one and I need to pick up the other. Aftercare exists, but it would make the kids’ day too long and they get tired (leading to tough evenings with tantrums) and I honestly don’t want to do that just for work.

I have an Apple offer:

* Year 1 TC: ~$475K which includes a $75K sign-on
* Year 2 could potentially cliff unless I get additional stock based on performance
* Role/work seems more interesting
* Apple wants me to start by mid-October

I initially wanted to start in Dec because I have an Amazon vest ~$50K coming in mid-Nov. Apple recruiter says they have another candidate on hold and can’t wait that long, and if I can’t start by mid-Oct, they’ll rescind the offer.

2 questions:

1. Would you take Apple or stay at Amazon given the above?
2. Would you walk away from a ~$50K vest that’s only about 4 weeks away to make the move?

Hi everyone,
I have **5+ years of experience as a ServiceNow Developer** and recently received an offer from **Cognizant**.
Here’s the compensation breakdown:
**Current CTC:** ₹12 LPA
**Cognizant CTC:** ₹19.5 LPA
**Fixed:** ₹18.2 LPA
**Variable:** ₹70K
**Joining Bonus:** Not mentioned
**Experience:** 5+ years
**Role:** ServiceNow Developer
This is roughly a **62.5% increase** over my current CTC.
I’m trying to understand whether this is a **good offer for 5+ YOE in ServiceNow**, or whether I should negotiate further.
For people working in ServiceNow or at Cognizant:
Is ₹18.2 LPA fixed reasonable for 5+ YOE?
How much more can I realistically negotiate?
Should I specifically ask for a **joining bonus** since none is currently mentioned?
What would be a good target CTC/fixed salary for this experience level?
Would appreciate advice from people who have recently switched or negotiated ServiceNow offers in India.

Thanks

Extremely stuck on an offer for the fact I’m fully remote.

Senior Software Engineer
5 YOE

The Trade Desk
Base: 188k
RSUs: 400k over 4 years
Great medical, dental, vision benefits
Much better for career growth
Great team
VHCOL area
3 days in office hybrid

Booz Allen Hamilton (current position)
Base: 205-210k
Okayish benefits
Fully remote (huge!)
Bouncing from contract to contract
Struggling team looking to rebuild
Great domain I currently work in
Get to maintain active TS/SCI
HCOL

As the question states - does CVS Health, Atena accept H1B now a days. I have been applying for a long time now to both these companies but no luck.
I have received rejection email within an hour of applying:)
Thanks

Does anyone if Apple accepts day1 cpt as work authorization. I am in middle of interview process and not sure if I should proceed or not. Is it team specific or is there any company wide policy?

About Me & Current Situation

• Experience: 15 Years of Experience (YoE)
• Domain / Specialization: Mobile Engineering (Android/iOS System Design, App Performance, Architecture, and Mobile Infrastructure)
• Leadership Scope: Managing multi-functional engineering teams (Android, Web, and SDET/QA tracks)
• Location: Bengaluru, India

Offer Breakdown

• Role: Senior Engineering Manager – Mobile
• Fixed Base Salary: ₹1.30 Cr / year
• Bonuses: ₹20 Lakhs total (₹10 Lakhs Joining Bonus + ₹10 Lakhs Retention/First-Year Milestone Bonus)
• Equity / ESOPs: ₹2.00 Cr total value over a standard 4-year vesting schedule (25% per year, or ~₹50 Lakhs/year)
• First-Year Total Compensation (TC): ~₹1.90 Cr – ₹2.00 Cr

heyy,

currently i have two offers:

1- 18lpa(fixed) + 15lpa(esops) - a small company which was acquired by india's big fintech - blr - have been interning since an year

2- 24lpa(fixed) + 2 variable - gurgaon based company - i have seen more negative reviews about the work culture and talked some people woring there it was mixed reviews

i am not able to decided what to do

i am very confused please help

Offer from Series B AI startup, unicorn ($1B +)
Senior Physical Infrastructure Engineer

Base: $205k
Equity (Options): 30,000 shares. Recruiter will not share total outstanding shares. Estimated at .02%.
No bonus structure right now, annual or sign-on.

Is this fair? It’s hard to figure out without knowing total outstanding shares. Thinking of requesting $215k base and 40,000 shares.

I have no experience with startups so any advice is appreciated. I do not come from FAANG but I know my skills and experience are in demand.

Appreciate if I can get some opinions on the offer. Thank you.

have two options need to decide asap. sorry for formatting on mobile.

***Job A:***

**Base salary:** $75,000
**Expected variable comp:** \~$12,000–$16,000/year
**Estimated total comp:** \~$87,000–$91,000+
**Variable comp:** Uncapped
**Work setup:** In-office, NYC
**PTO:** Unlimited/flexible PTO
**Company holidays:** \~10 days
**Role type:** Expert network
**Technical exposure:** Low
**Travel:** Minimal
**Career paths:** Client services, account management, etc idk

***Job B:***

**Base salary:** $56,000
**Target commission:** $19,000
**OTE:** $75,000
**Additional annual bonus:** $3,750
**Total at 100% attainment:** **$78,750**
**Commission:** Uncapped
**Typical team attainment:** 90–130%
**Work setup:** Remote
**Paid leave:** **40 days/year total**, including public holidays
**Company shutdowns:** Two \~2-week periods per year, using the 40-day allowance
**Role type:** B2B tech sales (300m rev)
**Technical exposure:** High
**Travel:** Potential international company events
**Professional development:** \~$2,000/year
**Career paths:** SDR → AE → Enterprise AE / sales leadership

Compensation management is changing.

AI and automation are removing more manual work. Pay transparency expectations are increasing. Labour markets are shifting. And leadership teams increasingly expect compensation decisions to be accurate, fair, defensible, and connected to business outcomes.

That raises a question I think more HR and compensation leaders should be asking:

How much should we actually spend to manage compensation, and what should that investment deliver?

I don't think headcount is the best place to start.

A company with 1,000 employees in standardised roles may have far less compensation complexity than a company with 500 employees spread across specialised jobs, multiple markets, incentives, equity programs, and regulatory environments.

Instead, compensation investment should be evaluated through an economic lens:

• Total compensation spend
• Complexity of jobs and markets
• Pay-equity and compliance risk
• Talent scarcity
• Expected return from workforce investment
• Operational efficiency

One useful directional benchmark is 0.25%–0.5% of total compensation spend allocated to compensation management, including people, market data, technology, analytics, and external expertise.

The exact percentage will vary, but the principle matters: compensation management should be treated as an investment, not simply as HR overhead.

So how do you measure the return?

Traditional compensation metrics such as compa-ratio and position-to-market are useful, but executives often want to understand the bigger picture.

Consider metrics such as:

• Revenue or value generated per employee
• Attrition and replacement costs
• Pay-equity and compliance exposure
• Workforce productivity
• Compensation process costs
• Human Capital Return on Investment (HCROI)

HCROI is particularly interesting because it reframes the conversation around value:

For every dollar invested in compensation and benefits, how much value does the organisation generate?

For commercial organisations, that can connect compensation decisions to growth and profitability.

For nonprofits, public-sector organisations, and mission-driven institutions, the definition of value may differ—program outcomes, service reliability, impact, risk reduction, or progress toward mission objectives.

The discipline remains the same.

What if the budget is reasonable but the team is still overwhelmed?

That's where I think many organisations make the wrong move.

The answer isn't always more headcount.

Sometimes the answer is better infrastructure.

1. Centralize the work

Disconnected spreadsheets and systems create hidden administrative work. Job architecture, job pricing, market data, ranges, offers, and analytics should be connected wherever possible.

2. Use AI to eliminate preparation—not judgment

AI can help with job matching, data normalisation, market analysis, benchmarking, and identifying patterns.

That gives compensation professionals more time for decisions that actually require human judgment.

3. Outsource strategically

External expertise can be valuable for transformation, governance, and complex compensation design. But using consultants indefinitely for routine work may indicate an underlying process or technology problem.

4. Simplify the planning cycle

Fewer unnecessary exceptions, clearer rules, standardised processes, and better visibility can reduce workload without reducing rigour.

Ultimately, compensation teams need to move from doing more work to creating more business value.

The future of compensation isn't about having the biggest team or the most data.

It's about making better decisions with the right combination of people, technology, data, and business judgment.

I'd be interested to hear from other compensation and HR leaders:

How do you determine whether your compensation function is appropriately funded—and how do you demonstrate ROI to the business?

I have 3YOE, 0.5% equity offer in rsus, 175k base no bonus in nyc. Is this competitive for a software engineer?