Hi ,
For most of my career, 1 October meant nothing. Now it's when I start pushing my team and my coaching clients to work out what they actually want to make next year.
Most companies open the salary review in January or February, and they set the budget behind it before Christmas.
If your plan is to bring up money at your review in February, your raise comes out of a budget somebody set before you'd said a number to anyone, which is a shit position to negotiate from.
You don't want to risk that, because the people who decide your number have no idea what you do, and none of them is going to dig through your Jira tickets to find out.
Not to mention you don't even know what the market pays (I got my latest quote yesterday).
I'm the one who signs off other people's raises where I work. Sometimes a quote says you're already paid right for the job you have, which is worth knowing too, and a lot cheaper to find out in October than in February.
That's what the course I ran in the second half of September is for.
Design Your Promotion and Get Paid at the Right Number is five lessons on the meeting you're not in, from collecting your wins before they go cold to sending your case before the committee meets, and the last one is Erfan Hesami's case, from a 12% opening offer to the lead title and 22%.
The recordings and the Promotion OS come with a paid subscription.
If you want both, plus the twin to ask about your own case before your promotion conversation, subscribe for the year.
The rest of September
Aside from the course itself, I posted 3 other articles, and in each one I take the same problem into a different conversation, where the people deciding judge you on what you tell them about the work.
Your Judgment Is Invisible and That Costs You the Job
Some of the people I hire have great portfolios and turn out to have thin judgment. Here I show you how to put yours on paper, five lines next to everything you ship, naming the alternatives you rejected and why.
How to Give Data Engineering Updates That Business People Understand
That written-down judgment has to come first whenever you report on the work, and I watch capable engineers explain every query and wrong turn before they get to the point. So I lay out how to lead with the change, the consequence and the next move, with the logs underneath.
Your data strategy is a sales job (and you're the salesperson)
Every one of those updates is also a chance to tie the work back to the plan, and on a team of five nobody else does that for you. I argue that a small team's whole strategy fits on two pages, and that selling it is the one part you can't skip.
Digital twin
I also released my digital twin, an AI assistant that answers the way I would. It's an MCP server, that answers your questions the same way I do, and comes with the annual plan.
Pricing changes
That said, the price of the paid subscription went up on 1 October. If you already pay, nothing changes for you, because you renew at the price you joined at for as long as you stay.
And I added a new option for people who want to speed-run their progress. The founding membership is everything in the annual plan plus 3 hours of my time on your own case this year, used as three calls, or anything else you want to discuss about the other half of the engineering and leadership job.
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Best,
Yordan from Data Gibberish
PS: How's your weekend going so far? I'm having a ton of fun with my live agents.
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