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Offer, Negotiation, and Closing

An offer is the start of a negotiation, not the end of the process.

Your leverage and strategy depend heavily on company archetype, your alternatives, and your timeline.

What to do when you get the offer

  • Get the full package details in writing.
  • Ask about level and leveling rationale.
  • Ask about team matching (if applicable).
  • Ask for the decision deadline.

Also:

  • Ask what parts are negotiable (many companies won’t say directly, but you can infer).
  • Confirm if there are refreshers, relocation, and what the vesting schedule is.

What to negotiate

Depends on company archetype, but typically:

  • Base salary
  • Equity (grant size; refreshers)
  • Signing bonus
  • Start date / relocation

Sometimes negotiable (depending on company):

  • Title (rare)
  • Level (sometimes via re-leveling)
  • Remote/hybrid exceptions (varies widely)
  • Education budget / equipment (more common in smaller companies)

Archetype differences (how offers behave)

  • FAANG / Big Tech: compensation is often more structured; biggest levers are level, equity, sign-on, and competing offers.
  • Unicorns / startups: equity terms and strike price matter; risk-adjust your view of equity; cash may be tighter.
  • Enterprise: base and bonus may dominate; equity may be smaller; stability/role scope may be the real “value.”
  • Automotive/industrial: compensation bands can be rigid; negotiate role scope, level, relocation, flexibility.

How to negotiate effectively

  • Anchor with competing offers (best leverage).
  • Frame as wanting to join, but needing the package to work.
  • Be specific and polite.

Simple negotiation script:

I’m excited about the role and I want to make this work. Based on my current compensation and the other processes I’m in, I’m targeting a total package closer to X. Is there flexibility on base/sign-on/equity to close that gap?

Common mistakes

  • Negotiating without understanding the full package.
  • Revealing your minimum too early.
  • Asking for everything at once without prioritizing.
  • Treating negotiation as adversarial.

Cross-links

Grounding sources