Why most raise conversations fail
Most raise requests fail not because managers are stingy, but because employees come unprepared. They ask for more money without specifics: what they delivered, what impact it had, how far their pay lags behind the market. Without arguments, a manager simply says no.
Three common mistakes
Asking in a moment of stress, not knowing the market range, and asking for more money without taking on a bigger role. Each of these turns a raise conversation into a wish rather than a negotiation.
Timing matters
Asking after a failed release or at the end of a tough quarter almost guarantees a no. Discuss a raise when your results are fresh and positive, ideally right before or during the company's review cycle.
Know your market range
If you have no idea what specialists at your level are paid, your request sounds like a wish. Compare your role against current openings — a salary overview by role is a good starting point.
How to ask for a raise the right way: preparation
Proper preparation takes one to three weeks and consists of three blocks: an audit of your own results, a market analysis, and a specific number to request. Without these three steps, the conversation has little chance.
Audit your results
Write down everything you have done since your last salary review. Not "participated in a project," but "owned X, which led to Y." The closer your contribution is to the company's revenue, the stronger the argument.
Benchmark the market
Collect several current openings for your role with listed pay. Note that ranges for the same title can differ significantly depending on vertical, geo, and payment model. In media buying, pay often combines a base rate and a percentage, so discuss both the fixed part and the incentive scheme.
Name a specific number
Never ask for "a bit more." State a specific figure and a scenario: minimum, comfortable, and target. If there are no exact ranges for your role, rely on ranges from similar openings and clearly label them as estimates.
Asking for a raise in an IT company
In IT companies, the decision is usually made by a combination of your manager, HR, and finance. This means you need to give your manager a ready-made argument they can take further to defend your request.
Mind the grades
In most IT companies, pay is tied to a grade: junior, middle, senior, and sometimes finer levels. A move within a grade is easier to negotiate than a grade change: in the second case you need to prove you already perform at the next level.
Separate salary from bonuses
A raise in IT and media buying can take three forms: a higher base, a higher percentage of results, or an additional bonus. If the company is not ready to raise the base, discuss incentives — for many media buyers this is more valuable than a fixed increase.
Ask about the review process
Instead of directly demanding more, ask: "How do salary reviews work here, and what do I need to do to reach the top of the range next cycle?" This turns a bargain into a development plan.
Asking for a raise and a promotion at the same time
You can combine both requests, but only if you already handle the new role. If you want both money and a new title while still doing the old job, the manager will likely postpone both decisions.
Role first, money second
A practical sequence: take on next-level tasks, record the result, and only then request a review. In digital and affiliate this often looks like a media buyer leading a team or a vertical, showing stable results, and then discussing grade and pay.
Put it in writing
Agreements about the role are best documented — in an email to your manager, in quarterly goals, or in a task checklist. This protects you from the "we'll discuss it later" situation that can drag on for months.
Example wording
"Over the past months I have taken on X and Y, which produced result Z. I would like to discuss moving into the [title] role and a corresponding pay review. How can we formalize this?" This sounds specific and is not an ultimatum.
A script for the conversation
A raise conversation should follow one structure: context, results, request, timeline. This framework works for IT, digital, and media buying — only the numbers and metrics change.
Four steps
- Context. "I want to discuss my salary because my role has changed noticeably over recent months."
- Results. List 3-5 facts with numbers: what you did and what effect it had on the business.
- Request. Name a specific amount and justify it with market ranges and your contribution.
- Timeline. Ask how and when a decision can be made and what else is needed from you.
What not to do
Do not compare yourself directly to colleagues, do not threaten to quit unless you are ready to leave, and do not turn the conversation into an emotional one. Sticking to facts and numbers is more productive.
What to do if you get a no
A no is not the end. Most often it means the timing is wrong, the arguments are insufficient, or the company has no budget right now. The right response is to ask for specifics and turn the no into a plan.
Ask for criteria
Ask: "What needs to change for this to be reconsidered in 3-6 months?" Request a list of criteria — this gives you a measurable goal instead of a vague "later."
Lock in the agreement
Even a verbal agreement on a review date works better than none. A good practice is to send a short summary email after the meeting: what was discussed, what goals were set, and when you will revisit the topic.
When to change jobs
If there has been no raise for several cycles in a row while your workload keeps growing, it is worth looking at the market. In digital and media buying, ranges for adjacent roles often differ — compare your current pay with current openings and decide whether you are ready to move.
Table: what to anchor arguments to by grade
Below is a qualitative comparison: which arguments work at different levels. Exact amounts depend on the company, vertical, and payment model, so check current openings for concrete ranges.
| Grade | What the employee shows | How the request sounds |
|---|---|---|
| Junior | Learns fast, handles basic tasks without reminders | Review after mastering key tools |
| Middle | Independently runs a direction, delivers measurable results | Request to move to the top of the grade range |
| Senior | Affects business metrics, mentors others, makes decisions | Request for a grade change and a new incentive scheme |
| Lead / Head | Owns a direction or team, influences P&L | Discussion of base, bonuses, and a share of results |
Strengthening your position in advance
Salary negotiations are won not at the moment of the conversation, but months before it. A specialist who tracks their results and understands the market walks into a meeting with a ready case, not with hope.
Keep a wins journal
Once a month, write down 2-3 results with numbers. In six months you will have ready material to defend your request. This is especially important in digital, where results are measured in ROI, CPL, and traffic volume.
Build skills that pay more
The market noticeably values specialists who can work across multiple traffic sources, analytics, and the full funnel, not just one platform.
Keep a fallback option
Having an alternative offer or at least an active search strengthens your position — but do not use it as a threat. It is enough that you are internally ready for different scenarios.
Часто задаваемые вопросы
When is the best time to ask for a raise?
The best moment is right after a measurable success: a completed project, growth in a key metric, or a strong quarter. Also consider the company's salary review cycles: if they are tied to a specific period, plan the conversation in advance.
How much should you ask for?
Anchor to market ranges for your role and grade, not to feelings. Name a specific number and justify it with your results plus current ranges in similar openings. If exact ranges are unavailable, state a range and clearly label it as an estimate.
Can you ask for a raise during a probation period?
Usually no. During probation you have no confirmed results inside the company, so the request will be weak. It is more logical to wait for the first measurable achievements and then discuss a review, typically a few months after starting.
What if your manager says no?
A no is data, not a verdict. Ask for specific criteria and a date to revisit the topic. Put agreements in writing. If there has been no raise for several cycles in a row, look at the market in parallel: ranges for similar roles often differ.
Should you mention another job offer?
You can mention it, but only if you are genuinely ready to leave. Using an offer as a threat is risky: a manager may see it as an ultimatum. If you mention an alternative, phrase it neutrally: "I have another option, but I would prefer to stay and discuss the terms."
How do you ask for a raise in a remote team?
In a remote setup the conversation works the same way, but written records matter more. Prepare a document with your results and your request, send it in advance, and then discuss it on a video call. Check remote openings to understand what ranges and conditions the market offers right now.