September 23, 2025 • 19 mins
Key Takeaways:
- Why $200K is no longer the finish line (and how inflation, lifestyle, and goals reveal the gap)
- The invisible ceiling most high earners hit—and how to break it
- How to audit your real total compensation before chasing higher offers
- Why promotions at this level come from owning scope, not just working harder
- How switching industries or companies can instantly raise your comp ceiling
- The truth about equity: RSUs vs. options, cliffs, and startup fantasy math
- Visibility = compensation: how to make decision-makers see your value
- High-paying, rare skills that lead to $300K+ comp packages
- Why you should interview every year (even if you're not planning to leave)
- Bonus income streams: consulting, board roles, speaking, and advisory work
- Common traps: silent loyalty, stalled titles, and equity that goes nowhere
- Final message: You don’t get paid what you're worth—you get paid what you position yourself to earn.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
You are making around$200,000 ayear or more.
You're in the top 10%, maybe top5%, depending on your city.
You worked hard and you earnedit, but here's the thing.
Most people don't talk about.
$200,000 doesn't feel like itused to.
Maybe the house payment is goingup.
(00:21):
Daycare is brutal.
Maybe you've gotten used to thatincome and now you're looking
around going, wait, this is it.
Maybe you want to retire early,or maybe you wanna retire a
spouse.
There's a lot of differentmotivations, hobbies, and goals
that you have.
And today I'm gonna give you aroadmap from$200,000 a year to
(00:46):
300,000,$400,000 and beyond howpeople break through that.
Two 50 a year, two 60 a yearstump.
That's not it.
This isn't generic advice aboutgrinding harder or taking a
course.
These are my practicalstrategies I use with my
coaching clients, people who arealready making great money, but
(01:08):
are ready for the next tier ofsuccess.
This episode, I'm going tochange how you think about your
value pitching it, visibility.
Career leverage and risk.
So welcome back to the Move UpCareers podcast.
Where we turn experience intooffers and potential into
(01:32):
income.
If you don't believe me, go lookat the hundreds or thousands of
reviews on Apple Podcasts andSpotify.
Real people that tune in andmake a lot more money after
listening to this podcast.
How do I do it?
I'm a former executiverecruiter.
Search firm owner, talentacquisition VP and career coach
(01:54):
for high performers like you.
Let's talk about moving up a taxbracket.
$200,000 is a new glass ceiling,and I'll tell you what I see
over and over while I coach.
High performers are makingbetween.
180 and two 50, depending onyour area.
That might be one 50 a yeardepending on what state or city
(02:18):
you live in, 250,000,$260,000and they're stuck.
They're smart, they'rerespected.
They're doing excellent work,doing great work.
Usually working harder than thepeople they report to, but
they're invisible to the peoplewho make comp decisions.
This level, you don't get paidfor working really hard.
(02:38):
You get paid for scale.
You get paid for visibility andownership.
You don't get paid to executeanymore.
You get paid to drive results.
Sarah was a client of mineworking as a senior technical
program manager.
She had been at 1 2 15 andflatlined.
She was super happy with it whenshe got it, but that just
(03:01):
doesn't do it forever, right?
So we reframed her story aroundbusiness outcomes, shortened
development cycles, launchingfeatures that drove millions of
dollars in pipeline, and how sheturned chaos into really the
foundation of the business andtheir growth.
(03:22):
She wanted a promotion, butthrough our work and through
ideas I had within six months ofworking together, she landed.
An offer for$312,000 with someperformance pay on top of that
same person.
She didn't change bettervisibility and higher perceived
(03:44):
value instead of being reallysmart and working really hard
and being the genius.
That's what she thought wasgood, right?
That she was just really smart.
We flip that around, right?
Higher perceived value, what canshe do at a corporate level?
What's the bottom line on hiringher?
What's the ROI If she was astock right?
(04:04):
Or maybe a stock isn't the rightthing.
If she was something that youbuy that will appreciate, how do
you define that and how do youtalk about that in a non awkward
way?
So that's the name of the gamefrom here on out.
You gotta know your totalcompensation.
So before you go hunting for$400,000 a year, you need to
know what you're actuallyearning today.
That means your base, yourbonus.
(04:27):
Incentive equity vesting 401kmatch, PTO payout, the whole
picture.
Have you ever put that in aspreadsheet?
Most people under count it.
You need to change how younegotiate, how you ask, but more
so how you plan.
So audit your full compensation.
I do this with people.
That's not what this episode isabout.
But you need to look at what youmake total.
And it's not fun.
(04:48):
Sometimes it makes peoplenervous.
Really dig into that log in, tryand remember the password or
whatever for your.
401k plan site, right?
Look at everything you need togrow your scope, not just your
skills.
So from there, promotions atthis level aren't about being
more efficient, they're aboutowning more.
(05:09):
Can you double your team?
Can you lead a business unit?
Can you own, can product line?
I worked with a guy named Genes.
He was a senior ops leader.
I can't even remember where.
I think that was his title.
Senior Ops Leader, seniorsomething leader of operations,
and we worked on identifying anunderperforming part of his
(05:32):
organization that leadershiphadn't figured out.
He pitched a reorganization,which no one likes, but it was
needed, and nine months later,he was promoted to VP with a
comp package at$295,000 a year.
You don't wait to be handed thereins in this case with James.
I coached him on grabbing thereins, finding that pain point,
(05:56):
that inefficiency that needed tohappen.
He did.
He didn't make a couple friendsin doing that, right?
A reorg sucks, but he basicallyfixed a stalled business.
Millions and millions.
I don't know.
It was 30 million.
MR, something like that.
(06:17):
So let's be real.
Some companies don't just paysome industries just can't
support high comp bands.
So you might be at$225,000 ayear.
That could be$350,000 somewhereelse doing the exact same things
if you're in big tech, highgrowth software as a service,
which is actually, from what I'mseeing struggling a little bit
(06:39):
right now.
Finance, p and e backed growthfirms.
Obviously AI is the big thingright now, but that's not easy
to pivot into, but there is alot of money there.
If you are, you're much morelikely to hit 400,000 or more
because that's where the budgetexists in these industries.
(07:02):
So if you're plateaued in anindustry or company, you might
have to just jump, right?
So if you are working in tech ata university.
there's going to be a ceilingthere that no matter how much
you listen to this podcast orread books or whatever, you're
just not going to hit that.
Now, universities do pay thatmuch.
You get what I'm saying here,like places have limits and so
(07:25):
you want to look at eithercompanies or industries where
there is that potential, wherethere's money.
You need to understand.
Equity.
It's one of the biggest wildcards.
So RSUs versus options, a publiccompany versus a private
company.
Vesting periods versus cliffs.
(07:45):
So if you're making$160,000 ayear and counting on a hundred K
in equity, but it's based off offantasy valuations, which most
of them are, you are not.
At two 60 a year, you're at one60.
So know your equity modeled out.
Be real.
That comes down to risk.
And that's a big thing where Isee people that are making
(08:08):
$500,000 a year,$700,000 a year.
A lot of them are in sales andthey took risks early on in
their career, or they weremaking.
Say$400,000 a year, and theytook a job with a base of one 50
or 250 with massive upside, andthat's how you jump.
(08:30):
That's how you make a name, geta reputation, being well
networked, proving that you cando big deals.
The other thing is being highlytechnical, being able to
understand how to implementsomething and that it's not just
technical as in computers andcode.
I can be a very technical go tomarket plans.
Ex helping expand a businessinstead of just maintain it.
(08:52):
Launching product lines, thingsthat you get recognized for.
The next thing is you can do allthis great work, and this is the
biggest thing I see.
There's 20 biggest things I see,but this one is really
important.
Visibility drives compensation,so if you're not top of mind for
people controlling budgets, youjust don't really get a raise
besides the 3% a year.
Or 5% or whatever period.
(09:13):
Make sure your work is tied tobusiness outcomes.
So speaking metrics, figure outwhat your company is obsessed
with OKRs or KPIs, whatever itis.
Present your findings and sharesuccess stories within the
company.
So that could lead to a$70,000raise because you know how to
(09:35):
present your quarterly teamresults to the CFO instead of,
we did this, we struggled withthis, and then we did this PI
pitch.
What you accomplish and whatmore you can do.
The visibility changes how youare perceived.
A lot of companies want topromote people If you are
helping the company succeed, ifyou're an attorney at a big firm
(09:58):
that's winning a lot of casesand you're doing it with
spending less money or doing itby booking fewer hours and
winning more cases, whatever itis, a lot of times they want to
keep you, not you.
They wanna keep the person whodoes that, and that might be, or
someone, you or someone else,they just don't know about it or
it hasn't been drawn out forthem.
That's your job.
(10:18):
I haven't worked Somewhere yetwhere there's someone whose job
is like sitting around searchingfor the underpaid diamond in the
rough that's on you.
Next up is learning premiumskills or taking a chance and
not just learning a premiumskill, but a like a new skill,
right?
(10:38):
Not all skills pay the same.
Most of the high earners I workwith have some of the following.
Mergers and acquisitionexperience.
A big one is go to marketstrategy, implementation of AI
or language models, salesoperations, or pricing
(11:01):
optimization.
Or like cross-functionalexecutives and aligning those
teams.
You could be just proving yourmarketing skills, your research
analytics.
You can be high paid in aboutany type of job.
It's just about how you positionit.
But you do need to do high valuethings.
(11:24):
Not everything.
Those people don't get paid.
The jack of all trades has verylittle value.
Unless you're at like a startupand that's when you're getting
equity and you're getting paidfor that, right?
You need to do a high valuething and you need to figure out
what that is that you do now,and maybe what you should pivot
into or what you should leaninto.
(11:46):
You should be using interviews.
You should be interviewing atleast once a year, even if
you're not looking.
This is a huge thing.
I have some long-term coachingclients, like they work with me
basically on retainer for yearsand years.
It's not that we meet every weekor every month, but they
basically leverage me to getmore and sometimes even I'm
(12:09):
like, look, you have been inthis job for 10 months.
You got everything you wanted.
The CEO really likes you justkinda be happy for a little
while Sometimes, a lot of timesI coach the opposite.
I'm like, you need to move nowyesterday.
But the people and the pattern,and I collect a lot of data that
I see over and over again is.
(12:31):
Interviewing at least once ayear for a different job or an
internal job every year.
It keeps your tool sharp, itgives you leverage.
It helps you network in a waythat like this is a whole nother
episode just for networking sothat you can even just like
interview and say no, or be toldno, and then talk again later.
You will meet the right peoplewhen you get to final round
(12:51):
interviews, whether it's at thatcompany or they move somewhere
else, it gives you leverage.
It helps you understand themarket and what the market sees
in you.
Yes, it does often lead to a$50,000 bump or a$100,000 comp
swing.
So don't be passive.
Test out the waters.
Even if you're happy, this isyour reminder right now,
(13:12):
especially if you're employed.
Go play around.
Go apply for some jobs.
Go network with some people.
Don't use up all of your.
Network equity and goodwill, butdon't be stagnant.
Three years in the same job isawesome and it looks good in a
resume.
Five years looks good.
10 years, you start to you're onthe losing side of that unless
(13:32):
you are getting big raises inpromotions or moving around a
little bit.
Some of the people that I knowthat are in that high earner
bracket that aren't in theC-suite at a big company, that
want to get to that 300,$400,000a year.
They increase their income byconsulting, which you have to be
(13:54):
really precise in what you doand build up reputation, but
also speaking huge fornetworking.
You just don't want to become aspeaker.
That's the one pitfall, unlessyou want to become a speaker.
But you don't want to just besomeone who talks about doing
stuff 40 hours a week, if thatmakes sense.
Board roles is huge.
(14:15):
Another great way to kinda getyour hands in a lot of pies.
And if you've done well, youshould look into angel
investing.
That's not what this podcast isabout.
I know quite a bit about it, butif you're into that type of
thing, think about leveragingsome of your income.
Invest 10 grand in 10 companiesand watch nine of them fail.
(14:35):
And then the 10th one or thethird one or whatever 20 x that,
or x that.
Not everyone should, but if youcan monetize your expertise,
what you know from your jobwithout trading your time for
dollars, it compounds reallyfast.
Some things to look out for andthings that kill progress.
(14:56):
A big one.
This is like the risk rewardthat's up to you.
But like equity that nevermatures is huge.
I've seen that happen.
I've had that happen to goodfriends.
I've seen that happen withclients.
it's just a risk.
That's why it's like you wantthat equity to vest and mature,
but you also have to know likewhen this company, if the
company's failing, when to cutout.
(15:19):
Taking on more and more withoutmore pay is a killer.
I think saying no is also reallybad.
It makes you look really bad,but you have to know how to
balance that.
Being loyal to a company thatisn't loyal to you and your
growth, a lot of'em don't carelike they, they're liking you
and being loyal to you or tovery different things.
AI is proving that to a lot ofpeople.
(15:42):
A lot of people I'm helping get.
Like outta a bad spot because ofthat, right?
They're loyal until they can doyour job for nothing or with ai.
Or another thing to look out foris thinking.
Your value is obvious.
It might not even be obvious toyou.
And if it's not crystal clear toyou, oh, think about the rest of
the organization, no one getspaid what they're worth.
(16:04):
You get paid what you negotiateand position yourself for.
So in closing, this episodewould probably be really good as
a checklist, but moving from 200KA year to 400 KA year isn't
about being twice as good.
And it's not about working twiceas hard.
It's not about working twice asmany hours.
(16:25):
It's about being positioned atthe next level.
If you're already in that range,you're not that far, you're
probably two to three changesaway from that leap, whether
it's.
That shift in visibility that Italked about, a new employer, a
stronger narrative, or justfinally negotiating the raise
(16:47):
you should have asked for lastyear.
You can get there.
I've helped dozens, and dozensof clients do it.
It's my expertise.
I can help you do it too.
You can apply forcoaching@moveupcareers.com.
I have a bunch of differentcoaching options there.
Let's move you into a comp tierthat actually reflects the value
(17:07):
you bring.
And if this episode helped youthink differently, share it with
someone else who's earning butstill underpaid or just hungry
for more.
And If you're tuning in andyou're not quite there yet,
maybe you're being paid well,but it's a little bit earlier in
your career.
You haven't hit that$200,000 ayear, use this.
Now.
this will probably help you morethan anything if you're 26 or 32
(17:31):
and you're making$150,000 ayear, and you're like, how do I
fast track?
This will be very valuable toyou, but the average listener of
this podcast is in a pretty hightax bracket for long in their
career.
Keep moving forward.
No one else is gonna do it foryou, but you, and you know me by
your side.
Thanks for listening to Move UpCareers Podcast Talk again soon.
You are making around$200,000 ayear or more.
You're in the top 10%, maybe top5%, depending on your city.
You worked hard and you earnedit, but here's the thing.
Most people don't talk about.
$200,000 doesn't feel like itused to.
Maybe the house payment is goingup.
(00:21):
Daycare is brutal.
Maybe you've gotten used to thatincome and now you're looking
around going, wait, this is it.
Maybe you want to retire early,or maybe you wanna retire a
spouse.
There's a lot of differentmotivations, hobbies, and goals
that you have.
And today I'm gonna give you aroadmap from$200,000 a year to
(00:46):
300,000,$400,000 and beyond howpeople break through that.
Two 50 a year, two 60 a yearstump.
That's not it.
This isn't generic advice aboutgrinding harder or taking a
course.
These are my practicalstrategies I use with my
coaching clients, people who arealready making great money, but
(01:08):
are ready for the next tier ofsuccess.
This episode, I'm going tochange how you think about your
value pitching it, visibility.
Career leverage and risk.
So welcome back to the Move UpCareers podcast.
Where we turn experience intooffers and potential into
(01:32):
income.
If you don't believe me, go lookat the hundreds or thousands of
reviews on Apple Podcasts andSpotify.
Real people that tune in andmake a lot more money after
listening to this podcast.
How do I do it?
I'm a former executiverecruiter.
Search firm owner, talentacquisition VP and career coach
(01:54):
for high performers like you.
Let's talk about moving up a taxbracket.
$200,000 is a new glass ceiling,and I'll tell you what I see
over and over while I coach.
High performers are makingbetween.
180 and two 50, depending onyour area.
That might be one 50 a yeardepending on what state or city
(02:18):
you live in, 250,000,$260,000and they're stuck.
They're smart, they'rerespected.
They're doing excellent work,doing great work.
Usually working harder than thepeople they report to, but
they're invisible to the peoplewho make comp decisions.
This level, you don't get paidfor working really hard.
(02:38):
You get paid for scale.
You get paid for visibility andownership.
You don't get paid to executeanymore.
You get paid to drive results.
Sarah was a client of mineworking as a senior technical
program manager.
She had been at 1 2 15 andflatlined.
She was super happy with it whenshe got it, but that just
(03:01):
doesn't do it forever, right?
So we reframed her story aroundbusiness outcomes, shortened
development cycles, launchingfeatures that drove millions of
dollars in pipeline, and how sheturned chaos into really the
foundation of the business andtheir growth.
(03:22):
She wanted a promotion, butthrough our work and through
ideas I had within six months ofworking together, she landed.
An offer for$312,000 with someperformance pay on top of that
same person.
She didn't change bettervisibility and higher perceived
(03:44):
value instead of being reallysmart and working really hard
and being the genius.
That's what she thought wasgood, right?
That she was just really smart.
We flip that around, right?
Higher perceived value, what canshe do at a corporate level?
What's the bottom line on hiringher?
What's the ROI If she was astock right?
(04:04):
Or maybe a stock isn't the rightthing.
If she was something that youbuy that will appreciate, how do
you define that and how do youtalk about that in a non awkward
way?
So that's the name of the gamefrom here on out.
You gotta know your totalcompensation.
So before you go hunting for$400,000 a year, you need to
know what you're actuallyearning today.
That means your base, yourbonus.
(04:27):
Incentive equity vesting 401kmatch, PTO payout, the whole
picture.
Have you ever put that in aspreadsheet?
Most people under count it.
You need to change how younegotiate, how you ask, but more
so how you plan.
So audit your full compensation.
I do this with people.
That's not what this episode isabout.
But you need to look at what youmake total.
And it's not fun.
(04:48):
Sometimes it makes peoplenervous.
Really dig into that log in, tryand remember the password or
whatever for your.
401k plan site, right?
Look at everything you need togrow your scope, not just your
skills.
So from there, promotions atthis level aren't about being
more efficient, they're aboutowning more.
(05:09):
Can you double your team?
Can you lead a business unit?
Can you own, can product line?
I worked with a guy named Genes.
He was a senior ops leader.
I can't even remember where.
I think that was his title.
Senior Ops Leader, seniorsomething leader of operations,
and we worked on identifying anunderperforming part of his
(05:32):
organization that leadershiphadn't figured out.
He pitched a reorganization,which no one likes, but it was
needed, and nine months later,he was promoted to VP with a
comp package at$295,000 a year.
You don't wait to be handed thereins in this case with James.
I coached him on grabbing thereins, finding that pain point,
(05:56):
that inefficiency that needed tohappen.
He did.
He didn't make a couple friendsin doing that, right?
A reorg sucks, but he basicallyfixed a stalled business.
Millions and millions.
I don't know.
It was 30 million.
MR, something like that.
(06:17):
So let's be real.
Some companies don't just paysome industries just can't
support high comp bands.
So you might be at$225,000 ayear.
That could be$350,000 somewhereelse doing the exact same things
if you're in big tech, highgrowth software as a service,
which is actually, from what I'mseeing struggling a little bit
(06:39):
right now.
Finance, p and e backed growthfirms.
Obviously AI is the big thingright now, but that's not easy
to pivot into, but there is alot of money there.
If you are, you're much morelikely to hit 400,000 or more
because that's where the budgetexists in these industries.
(07:02):
So if you're plateaued in anindustry or company, you might
have to just jump, right?
So if you are working in tech ata university.
there's going to be a ceilingthere that no matter how much
you listen to this podcast orread books or whatever, you're
just not going to hit that.
Now, universities do pay thatmuch.
You get what I'm saying here,like places have limits and so
(07:25):
you want to look at eithercompanies or industries where
there is that potential, wherethere's money.
You need to understand.
Equity.
It's one of the biggest wildcards.
So RSUs versus options, a publiccompany versus a private
company.
Vesting periods versus cliffs.
(07:45):
So if you're making$160,000 ayear and counting on a hundred K
in equity, but it's based off offantasy valuations, which most
of them are, you are not.
At two 60 a year, you're at one60.
So know your equity modeled out.
Be real.
That comes down to risk.
And that's a big thing where Isee people that are making
(08:08):
$500,000 a year,$700,000 a year.
A lot of them are in sales andthey took risks early on in
their career, or they weremaking.
Say$400,000 a year, and theytook a job with a base of one 50
or 250 with massive upside, andthat's how you jump.
(08:30):
That's how you make a name, geta reputation, being well
networked, proving that you cando big deals.
The other thing is being highlytechnical, being able to
understand how to implementsomething and that it's not just
technical as in computers andcode.
I can be a very technical go tomarket plans.
Ex helping expand a businessinstead of just maintain it.
(08:52):
Launching product lines, thingsthat you get recognized for.
The next thing is you can do allthis great work, and this is the
biggest thing I see.
There's 20 biggest things I see,but this one is really
important.
Visibility drives compensation,so if you're not top of mind for
people controlling budgets, youjust don't really get a raise
besides the 3% a year.
Or 5% or whatever period.
(09:13):
Make sure your work is tied tobusiness outcomes.
So speaking metrics, figure outwhat your company is obsessed
with OKRs or KPIs, whatever itis.
Present your findings and sharesuccess stories within the
company.
So that could lead to a$70,000raise because you know how to
(09:35):
present your quarterly teamresults to the CFO instead of,
we did this, we struggled withthis, and then we did this PI
pitch.
What you accomplish and whatmore you can do.
The visibility changes how youare perceived.
A lot of companies want topromote people If you are
helping the company succeed, ifyou're an attorney at a big firm
(09:58):
that's winning a lot of casesand you're doing it with
spending less money or doing itby booking fewer hours and
winning more cases, whatever itis, a lot of times they want to
keep you, not you.
They wanna keep the person whodoes that, and that might be, or
someone, you or someone else,they just don't know about it or
it hasn't been drawn out forthem.
That's your job.
(10:18):
I haven't worked Somewhere yetwhere there's someone whose job
is like sitting around searchingfor the underpaid diamond in the
rough that's on you.
Next up is learning premiumskills or taking a chance and
not just learning a premiumskill, but a like a new skill,
right?
(10:38):
Not all skills pay the same.
Most of the high earners I workwith have some of the following.
Mergers and acquisitionexperience.
A big one is go to marketstrategy, implementation of AI
or language models, salesoperations, or pricing
(11:01):
optimization.
Or like cross-functionalexecutives and aligning those
teams.
You could be just proving yourmarketing skills, your research
analytics.
You can be high paid in aboutany type of job.
It's just about how you positionit.
But you do need to do high valuethings.
(11:24):
Not everything.
Those people don't get paid.
The jack of all trades has verylittle value.
Unless you're at like a startupand that's when you're getting
equity and you're getting paidfor that, right?
You need to do a high valuething and you need to figure out
what that is that you do now,and maybe what you should pivot
into or what you should leaninto.
(11:46):
You should be using interviews.
You should be interviewing atleast once a year, even if
you're not looking.
This is a huge thing.
I have some long-term coachingclients, like they work with me
basically on retainer for yearsand years.
It's not that we meet every weekor every month, but they
basically leverage me to getmore and sometimes even I'm
(12:09):
like, look, you have been inthis job for 10 months.
You got everything you wanted.
The CEO really likes you justkinda be happy for a little
while Sometimes, a lot of timesI coach the opposite.
I'm like, you need to move nowyesterday.
But the people and the pattern,and I collect a lot of data that
I see over and over again is.
(12:31):
Interviewing at least once ayear for a different job or an
internal job every year.
It keeps your tool sharp, itgives you leverage.
It helps you network in a waythat like this is a whole nother
episode just for networking sothat you can even just like
interview and say no, or be toldno, and then talk again later.
You will meet the right peoplewhen you get to final round
(12:51):
interviews, whether it's at thatcompany or they move somewhere
else, it gives you leverage.
It helps you understand themarket and what the market sees
in you.
Yes, it does often lead to a$50,000 bump or a$100,000 comp
swing.
So don't be passive.
Test out the waters.
Even if you're happy, this isyour reminder right now,
(13:12):
especially if you're employed.
Go play around.
Go apply for some jobs.
Go network with some people.
Don't use up all of your.
Network equity and goodwill, butdon't be stagnant.
Three years in the same job isawesome and it looks good in a
resume.
Five years looks good.
10 years, you start to you're onthe losing side of that unless
(13:32):
you are getting big raises inpromotions or moving around a
little bit.
Some of the people that I knowthat are in that high earner
bracket that aren't in theC-suite at a big company, that
want to get to that 300,$400,000a year.
They increase their income byconsulting, which you have to be
(13:54):
really precise in what you doand build up reputation, but
also speaking huge fornetworking.
You just don't want to become aspeaker.
That's the one pitfall, unlessyou want to become a speaker.
But you don't want to just besomeone who talks about doing
stuff 40 hours a week, if thatmakes sense.
Board roles is huge.
(14:15):
Another great way to kinda getyour hands in a lot of pies.
And if you've done well, youshould look into angel
investing.
That's not what this podcast isabout.
I know quite a bit about it, butif you're into that type of
thing, think about leveragingsome of your income.
Invest 10 grand in 10 companiesand watch nine of them fail.
(14:35):
And then the 10th one or thethird one or whatever 20 x that,
or x that.
Not everyone should, but if youcan monetize your expertise,
what you know from your jobwithout trading your time for
dollars, it compounds reallyfast.
Some things to look out for andthings that kill progress.
(14:56):
A big one.
This is like the risk rewardthat's up to you.
But like equity that nevermatures is huge.
I've seen that happen.
I've had that happen to goodfriends.
I've seen that happen withclients.
it's just a risk.
That's why it's like you wantthat equity to vest and mature,
but you also have to know likewhen this company, if the
company's failing, when to cutout.
(15:19):
Taking on more and more withoutmore pay is a killer.
I think saying no is also reallybad.
It makes you look really bad,but you have to know how to
balance that.
Being loyal to a company thatisn't loyal to you and your
growth, a lot of'em don't carelike they, they're liking you
and being loyal to you or tovery different things.
AI is proving that to a lot ofpeople.
(15:42):
A lot of people I'm helping get.
Like outta a bad spot because ofthat, right?
They're loyal until they can doyour job for nothing or with ai.
Or another thing to look out foris thinking.
Your value is obvious.
It might not even be obvious toyou.
And if it's not crystal clear toyou, oh, think about the rest of
the organization, no one getspaid what they're worth.
(16:04):
You get paid what you negotiateand position yourself for.
So in closing, this episodewould probably be really good as
a checklist, but moving from 200KA year to 400 KA year isn't
about being twice as good.
And it's not about working twiceas hard.
It's not about working twice asmany hours.
(16:25):
It's about being positioned atthe next level.
If you're already in that range,you're not that far, you're
probably two to three changesaway from that leap, whether
it's.
That shift in visibility that Italked about, a new employer, a
stronger narrative, or justfinally negotiating the raise
(16:47):
you should have asked for lastyear.
You can get there.
I've helped dozens, and dozensof clients do it.
It's my expertise.
I can help you do it too.
You can apply forcoaching@moveupcareers.com.
I have a bunch of differentcoaching options there.
Let's move you into a comp tierthat actually reflects the value
(17:07):
you bring.
And if this episode helped youthink differently, share it with
someone else who's earning butstill underpaid or just hungry
for more.
And If you're tuning in andyou're not quite there yet,
maybe you're being paid well,but it's a little bit earlier in
your career.
You haven't hit that$200,000 ayear, use this.
Now.
this will probably help you morethan anything if you're 26 or 32
(17:31):
and you're making$150,000 ayear, and you're like, how do I
fast track?
This will be very valuable toyou, but the average listener of
this podcast is in a pretty hightax bracket for long in their
career.
Keep moving forward.
No one else is gonna do it foryou, but you, and you know me by
your side.
Thanks for listening to Move UpCareers Podcast Talk again soon.
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